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

  • ColleCt information

  • define a Question

  • Assess situation

  • Choose discovery method/process

  • produce picture 

  • report to client

 and BIAS

Experience

"Play-by-Play"

Redecide to Proceed

Select Discovery strategy

  • Incentive?

OR

  • Coach (Possibility-based)?

When the Contract is clear... 

  • Doctor (Problem-based)? 

identify presenting problem

Who will be involved?

Possibility-based:

Problem-based:

  • Inital Problem?

  • Deepth? Elaboration?

  • New vision?

  • initiation?

  • levels?

  • 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

  • access

  • pressure

Statistics

Perception

Experience

collect data and observations

  • implement methods of inquiry

funnel the information

  • reduce information to MANAGEABLE portion 

Summarize the  picture

  • summarize what has been produced

  • summarize what has been produced

  • What does "the picture" mean?

manage feedback meeting

  • report "the picture" and its implications

construct meaning 

recommend

who?

how?

make a decision

  • summarize what has been produced

implement

  • 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?

 

 

 

Questions?

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