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
GETting THE Picture
Establishing A contract
Implementing change
0
Statistics
Experience
Perception
1A
1B
1C
1D
and BIAS
Experience
Treat your As an INSIGHT rather than BIAS.
Experience
1E
Overall GOals / Objectives
Problem-Based
Possibility-Based
-
ColleCt information
-
define a Question
-
Assess situation
-
Choose discovery method/process
-
produce picture
-
report to client
2
"Play-by-Play"
3
Redecide to Proceed
Select Discovery strategy
-
Incentive?
OR
-
Coach (Possibility-based)?
When the Contract is clear...
-
Doctor (Problem-based)?
4A
identify presenting problem
Who will be involved?
Possibility-based:
Problem-based:
-
Depth? Elaboration?
-
New vision?
-
initiation?
-
levels?
-
People?
"asking people questions creates expectations that something will shift."
- Block
Select Dimensions to examine
4B
-
TECHNICAL/Business
-
how the problem is MANAGED?
OR
IT
Finance
HR
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
EQUIPMENT
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
4C
collect data and observations
-
implement methods of inquiry
funnel the information
-
reduce information to MANAGEABLE portion
Summarize the picture
-
summarize what has been produced
4D
-
What does "the picture" mean?
manage feedback meeting
-
report "the picture" and its implications
construct meaning
recommend
who?
how?
4E
make a decision
implement
4F
DISCOVERY intervieWS
OPPORTUNITY AS CONSULTANT TO PLANT SEEDS OF SUCCESS
JOINT LEARNING EVENT
The mere act of asking questions can stimulate people to rethink what they are doing
5A
PEOPLE & CULTURE SURVEYS
Computerized employee surveys
Completed every quarter
ANONYMOUS SUBMISSIONS
5B
PEOPLE & CULTURE SURVEYS
SURVEYS CONVERTED TO NUMBERS AND GRAPHS
REsults communicated in town hall meetingS
FEW EMPLOYEES FELT engageD in process
5C
ENGAGEMENT INTERVIEWS
MIDDLE MANAGEMENT
INTERVIEWED EMPLOYEES FROM OTHER DEPARTMENTS
DISCUSSION ON WIDE RANGE OF HR TOPICS
CONDUCTED ANNUALLY
5D
ENGAGEMENT INTERVIEWS
EMPLOYEES CONTRIBUTED MORE IDEAS AND INSIGHTS
SUPPORTED NEW IDEAS AND INITIATIVES BETTER BECAUSE THEY FELT MORE ENGAGED IN THE PROCESS AND PLANNING
5E
Assessing THe situation
UNDERSTAND HOW THE organization functions so that you will understand how it will manage the implementation of your recommendations.
6A
Assessing THe situation
Objectives
Subgroups
Support
Evaluation
Positive History
Status Differences
Diversity
Authority and Power
Decision Making
Behavioural Norms
Management Style
Leadership
Attitudes
Politics
6B
Successful Implementation
WIDENING THE PATH
6C
TEAM
History
Corporate
politics
management
style
TEAM
History
politics
Corporate
style
management
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
7A
The presenting problem
Perceptions of others' contribution
Perceptions of own contribution
Top
Second
Third
7B
The top layer
WHAT IS THE TECHNICAL OR BUSINESS PROBLEM THAT YOU ARE EXPERIENCING?
“The system isn’t working.”
“THE HEALTH AND WELLNESS PROGRAMS HERE ARE INEFFECTIVE.”
7C
The presenting problem
Perceptions of others' contribution
Perceptions of own contribution
Top
Second
Third
7D
The Second layer
WHAT ARE OTHER INDIVIDUALS OR GROUPS IN THE ORGANIZATION DOING TO CAUSE THIS PROBLEM?
“people JUST don’t understand the system.”
“THE WELLNESS PROGRAMS THAT HR HAS STARTED ARE BORING.”
7E
The presenting problem
Perceptions of others' contribution
Perceptions of own contribution
Top
Second
Third
7F
The third layer
WHAT IS YOUR ROLE IN SUSTAINING ALL OF THIS?
"I AM NOT REALLY HELPING OTHERS TO UNDERSTAND THE SYSTEM"
"MAYBE I COULD VOLUNTEER AS A SPORTS COACH TO SUPPORT THE WELLNESS PROGRAMS"
7G
The presenting problem
Perceptions of others' contribution
Perceptions of own contribution
Top
Second
Third
7H
KEYS TO GET THE PICTURE
DISCOVERY INTERVIEWS
can BETTER ENGAGE YOUR CLIENTS AND HELP gather support
ASSESSING THE SITUATION
CAN WIDEN THE PATH TO A SUCCESSFUL IMPLEMENTATION
ANALYZING THE LAYERS
CAN UNCOVER RESOURCES TO HELP SOLVE THE PROBLEM - INVITE OWNERSHIP OF THE SOLUTION
8
Questions?
9
Copy of Copy of BAMS 521 Chapter 13
By tony g
