GET THE PICTURE
GET THE PICTURE
GET THE PICTURE
GET THE PICTURE
GET THE PICTURE
GET THE PICTURE
GET THE PICTURE
GET THE PICTURE
GET THE Picture
Tony Guo
Chris Pang
Statistics
Experience
Perception
Overall GOals / Objectives
Problem-Based
Possibility-Based
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ColleCt information
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define a Question
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Assess situation
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Choose discovery method/process
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produce picture
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report to client
and BIAS
Experience
"Play-by-Play"
Redecide to Proceed
Select Discovery strategy
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Incentive?
OR
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Coach (Possibility-based)?
When the Contract is clear...
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Doctor (Problem-based)?
identify presenting problem
Who will be involved?
Possibility-based:
Problem-based:
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Inital Problem?
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Deepth? Elaboration?
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New vision?
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initiation?
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levels?
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People?
"asking people questions creates expectations that something will shift."
- Block
Select Dimensions to examine
SELECT Methods of Inquiry
Interview
Survey
Document
Analysis
Direct
observation
Group
Individual
Your own expericence
whole-system discovery
？
Large Sample size
results can be hard to interpt
numbers, results,
and written
communications
CRITICAL
events/meetings
Equpiments
Bringing a large
number of people
FACILITATOR role
How Were
you treated?
working
environment
High
Client
involvement
low
Client
involvement
>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>
-
influence
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access
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pressure
Statistics
Perception
Experience
collect data and observations
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implement methods of inquiry
funnel the information
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reduce information to MANAGEABLE portion
Summarize the picture
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summarize what has been produced
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summarize what has been produced
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What does "the picture" mean?
manage feedback meeting
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report "the picture" and its implications
construct meaning
recommend
who?
how?
make a decision
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summarize what has been produced
implement
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summarize what has been produced
review
DISCOVERY intervieWS
The interview is a means of discovery that is common to all disciplines and cannot be underrated.
The mere act of asking questions can stimulate people to rethink what they are doing
PEOPLE & CULTURE SURVEYS
Computerized employee engagement surveys
Completed every quarter
ANONYMOUS SUBMISSIONS
PEOPLE & CULTURE SURVEYS
SURVEYS CONVERTED TO NUMBERS AND GRAPHS
REsults communicated in town hall meetingS
FEW EMPLOYEES FELT engageD in process
ENGAGEMENT INTERVIEWS
MIDDLE MANAGEMENT
INTERVIEWED EMPLOYEES FROM OTHER DEPARTMENTS
DISCUSSION ON WIDE RANGE OF HR TOPICS
CONDUCTED ANNUALLY
ENGAGEMENT INTERVIEWS
EMPLOYEES CONTRIBUTED MORE IDEAS AND INSIGHTS
SUPPORTED NEW IDEAS AND INITIATIVES BETTER BECAUSE THEY FELT MORE ENGAGED IN THE PROCESS AND PLANNING
Assessing THe situation
UNDERSTAND HOW THE organization functions so that you will understand how it will manage the implementation of your recommendations
Assessing THe situation
Objectives
Subgroups
Support
Evaluation
Positive History
Status Differences
Diversity
Authority and Power
Decision Making
Behavioural Norms
Management Style
Leadership
Attitudes
Politics
WIDENING THE PATH
The consultant’s energy is directed towards continually uncovering issues for which people can take responsibility.
Uncovering deeper layers of a problem is really the search for unused resources available to solve the problem or create something new.
LAYERS OF ANALYSIS
The presenting problem
Perceptions of others' contribution
Perceptions of own contribution
Top
Second
Third
The top layer
The presenting problem comes most often in the form of a concern expressed in organizational or business terms
“The system isn’t working.”
“This food group is not selling in certain markets.”
The presenting problem
Perceptions of others' contribution
Perceptions of own contribution
Top
Second
Third
The Second layer
Second layer IS ABOUT The person’s perceptions about how others are contributing to the need for change
“Two members of the group do all the talking.”
“The people don’t understand the system.”
The presenting problem
Perceptions of others' contribution
Perceptions of own contribution
Top
Second
Third
The third layer
This is a statement of how a person sees their own way of contributing to the situation.
The person may be contributing by certain conscious actions or by simply not giving the situation much attention.
The presenting problem
Perceptions of others' contribution
Perceptions of own contribution
Top
Second
Third
Peeling the Layers
TOP
What is the technical or business problem that you are experiencing?
SECOND
What are other individuals or groups in the organization doing to either cause or maintain this problem at its current level of severity?
THIRD
What is your role in sustaining all of this? What might you be doing that gets in the way of an alternative future emerging?