Managing Comlexity Integrative

transcript

‘MAKING COMPLEXITY SIMPLE’ Introduction

The Network Starts Here and Now – Business Card

My Name:

Field of Expertise:

Professional Experience:

Current Managerial Challenges:

Future Managerial Challenges:

Things I have that add value to the individuals and

the group:

Things I would like to gain from the individuals and

the group:

Other relevant information about myself:

My Business Card

Use the business card to present yourselves now & during breaks

Objectives

Play the Game Acquire tools and strengthen the skills required for systematic

management and influence of touch points and stakeholders globally

Like the Game Establish a mindset that supports proactive and effective

management in a global and complex environment

Know the Game Map NICE’s organizational complexity and its implications on MOM’s role

Align to grow - expand MOM’s broad organizational perspective by learning from colleagues from different units at NICE

Rationale

This module’s structure:

Network Assessment Tool

Influence and Impact Tool

Touch Point Management Tool

Content Time

‘Making Complexity Simple’ - Introduction1 hr. and 45 min

Coffee Break15 min

'Connecting the Dots' - Network Assessment Process 90 min

Lunch Break1 hr.

‘Make a Difference’ - Influence and Impact1 hr. and 20 min

Coffee Break10 min

'Keeping Up the Rhythm' – Touch Point Management 1 hr. and 30 min

Putting it All Together30 min

Schedule

Where Complexity Happens?

Individual

Complexity is a chain reaction. It starts on the macro level and is reflected all the way down to the individual level

Why is Complexity So Complex?

MarketsTechnologies

Economy

Players

Customer’s needs & expectations

Levels & types of competition

Cultural diversity

Different time zones

Virtual management& and remote work

Work life-balance

Multi-tasking

Multi-skills

Project-oriented work

Matrix structure

Cross-work: global,cross units, cross function,

cross projects, etc.

-Super multitasking environment

and allat the same

time…

What is Complexity at NICE?

NICE managers said

From Start-Up to a Global Grown Up

Too many changes… Changes not (fast) enough… Implementation of corporate standards

and processes Still in start-up mode

It’s personal

Varied or undefined work processes

Work around existing work processes

Cross Work

Multitude of touch points

Multiple perceptions of strategy and how to execute it

Multiple priorities, objectives and processes

Multiple organizational cultures (also due to M&As)

NICE managers said

Cross-Work

An abundanceof stimulus and contradictions

Extreme multi-tasking

Workload

A constant need to reevaluate and change prioritization

NICE managers said

Effectiveness in a Complex Environment

Key Success Factors

Resilience

OrientationTowards

Collaboration

Systemization

GlobalMindset

Studies show that organizations that keep work processes and work relationships based on these 4 factors, thrive in a complex environment

Resilience – Individuals & Organization

Individual:

An ability to contain and cope with complexity, stress, contradiction, adversity and constant change

Organizational:

Employment, development and promotion of resilient people

Organizational environment that includes people and processes serving as “islands of stability”

Human and technological support systems

Resilience

Orientation Towards Collaboration

Collaboration-oriented organizational culture and individuals

Work processes create conditions for collaboration

Reward and recognition system promotes collaboration

OrientationTowards

Collaboration

Systemization

Balance between flexible & structured organizational systems: work processes, infrastructures, standards, best practices and tools

Uniform systems across the organization

Constant planning based on business forecasts

Ongoing learning and improvement processes

Systemization

Global Mindset - Organizational “Mindset”

Globalization in organizations is the process where organizations become integrated through a global network of communication, work processes, etc.

International Global

Mind Shift

Global

Mindset

Global Mindset - Individual Mindset*

Intellectual Capital:Global Business & Organizational Savvy

Psychological Capital:Quest for Adventure

Social Capital:Intercultural sensitivity & Interpersonal impact

*Excerpt from Thunderbird University

Global

Mindset

Customer & Market Impact

PeopleLeadership

EnablingChange

BroadPerspective

Effectivenessin a ComplexEnvironment

Global Mindset

The NICE Managerial Core Competency Model

Effectiveness in a Complex Environment is more than a single competency,it is the balance between all competencies

Keep it Simple

Complexity is not a Bug;

it’sa Feature

Bottom Line

Objectives:

Build a tower using spaghetti that

Stands on its own

Does not lay flat

Get the team bonus

Time: 18 Min

The Spaghetti Tower - Exercise

GreenGroup Bonus +

Stability +Height+Least Spaghetti

YellowLeast Spaghetti

BlueHighest tower

RedMost stable tower

Group BonusApproval by Red Manager

The Spaghetti Tower - Final Score

The Spaghetti Tower - Interests and Red Lines

Based on your experience during the exercise, determine

What were the other managers interests?

What were the other managers “red lines”?

“Red Lines”Personal InterestsManager

Yellow

individual

Assignment

In your teams:

Share your experience during the exercise – how did it feel to work in a team with conflicting interests?

Share how you perceived each other’s interests and “red lines” in the game

Share how you tried to overcome conflicting interests - which strategies were effective/ineffective?

Consider the observers’ insights

The Spaghetti Tower - Team Discussions

Assignment

In the plenum:

Present 2-3 main team insights for dealing with conflicting interests

How does the situation you dealt with resemble your work as an MOM?

What can you apply to your daily work as a manager at NICE?

The Spaghetti Tower - Plenum Discussion

In any given situation at work, the manager’s role is more than

just ‘building the tower.’ It’s ‘connecting the dots’

Reading the map of conflicting and common interests

Dealing effectively with conflicting interests

Bottom Line

‘Connecting the Dots’ in this Module

Self A

gThis module’s building blocks:

A Chance to Like the Game

Network Assessment Tool

COFFEE BREAK

'CONNECTING THE DOTS'Network Assessment Process

Network Management - WIIFM

Research shows that it’s not the size of your network,

it’s the nature and quality of its connections and how well

aligned they are with your interests that predict:

High Performance

Personal and Professional Development

Empowerment

Understand the strategic value of systematic mapping and management of

stakeholders

Understand your individual network and observe its patterns

(including the less obvious ones)

Analyze your personal network and alert its weaknesses and opportunities

Develop self-awareness about “auto-pilots” (patterns) and “blind spots” (patterns I’m

not aware of)

Network Assessment Process

What’s It Good For?

Know the Game Map NICE’s organizational complexity and its implications on MOM’s role

Align to grow - expand MOM’s broad organizational perspective by learning from colleagues from different units at NICE

3Review Gaps in Network Coverage

4Establish an Action Plan

5Execute Action Plan

Map & Characterize the People in the Network

2Map Network in Light of KSF

3Review Gaps in Network Coverage

Establish an Action Plan

Execute Action Plan

Map & Characterize the People in the Network1 Step I : Map & Review the Eco-system

Draw your formal organizational chart as far as your

touch point’s interfaces

Step II: List Top Stakeholders

Step IV: Characterize the Network

Step III: Evaluate the Quality of Connections & Relationships

Management

* You may phone-a-friend Phone a

friend

Map Network in Light of KSF

Step I : Map & Review the Eco-system

individual

Assignment

Review Gaps in Network Coverage

Execute Action Plan

Map & Characterize the People in the Network Step I : Map & Review the Eco-system

Execute Action Plan

Step II : List Top Stakeholders Map & Characterize the People in the Network

Spreadsheet

List the top ten most influential stakeholders in your network, in terms of

The information they provide you with

The decisions you make

Your problem solving

Execute Action Plan

For each stakeholder, assess the quality of the relationship based on two dimensions

Step III : Evaluate the Quality of Connections & Relationships

Formality

LowInformal Formal

Spreadsheet

Execute Action Plan

Characterize each stakeholder according to six parameters

Step IV: Characterize the NetworkMap & Characterize the People in the Network

Profession

Orientation

Acquaintance

Hierarchy

Proximity

Spreadsheet

Execute Action Plan

Sample Results

Spreadsheet

1. Self ReflectionReview your network and determine patterns that may have an impact on your current and future performance

2. Pair Sharing & FeedbackIn pairs, share your main insights from the self reflection and discuss:

Does your network reflect your comfort zone?

Does your network serve your interests (current and future)?

Initial thoughts about possible action

Check PointMap & Characterize the People in the Network

Pair Sharing &

Feedback

Checkpoint

Execute Action Plan

Individual

Assignment

Key Points

Execute Action Plan

Step I : Map & Review the Eco-system A Net of Comfort We tend to prefer to connect to stakeholders inside our comfort zone (people like us)

A Net of DiscomfortThe connections that are outside our comfort zone are often beneficial

Execute Action Plan

Step I : Establish KSF

Step II: List Supporters

Steps I & 2: Map Network in Light of KSF

Step I: Establish Key Success Factors (KSF)

• Define the KSF for your role (personal, professional, NICEmanagerial core competencies)

Step II: List Supporters

• For each person in your net, determine whether he supports you in regard to each KSF

Spreadsheet

Execute Action Plan

Map & Characterize the People in the Network Step I: Individual Review

Map gaps:

People - over-dependency/potential for leveraging

KSF – high / low coverage

Sample Results

Step I : Individual Review

Step II: Blind Spot Exploration

Individual

Assignment

Review each other's results and examine blind spots

Define

Well covered KSF

KSF that need work

Execute Action Plan

Step I : Individual Review

Assignment

Execute Action Plan

Map & Characterize the People in the Network ILMR

Determine which relationships to:

Assignment

Execute Action Plan

Tips for Execution

Map stakeholders according to their level of influence on your effectiveness (current and future)

Proactively manage the relationships

For each tier determine the content and frequency of communication and monitor it

Tips for Execution

Tier 3

Tier 2

Tier 1

• Strategic value for your future

• Influence important but less routine issues

• Can contribute to developing your network

• Linked directly to present core performance

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Key Points

Network management is a core, integral part of your role as a manager in a complex environment

Organizational networks will not work if maintained or used ‘on demand.’ They need constant maintenance and upgrading

Execute Action Plan

1 valuable insight from the process

1 action item

Network Assessment Process - Take Away

‘Connecting the Dots’: 23

Use the Network Assessment Process to examine your influence on ten people

Do you create dependency?

Can you “be leveraged” or “initiated” by other people?

For Further Investigation

Knowing the game is not only about understanding who

influences you but also about

knowing who you influence

LUNCH BREAK

MAKE A DIFFERENCEInfluence and Impact

Influence and Impact

The key to establishing, maintaining and leveraging your network

is your power to influence

Influence People, Influence Through People

Power Authority and Influence

*French & Raven

Authority

Your ability to demand that someone else act in a certain manner under agreed, predefined conditions

Sources of Power:Reward, coercion, legitimacy

Influence

Your ability to shape the decisions and behaviors of others

Sources of Power: Expertise, identification, information

Basic Assumptions

Assume you can influence

Always be aware of What’s in it for them (WIIFT)?

What’s in it for me (WIIFM)?

Your level of influence is correlated with your belief in your ability to influence

People are different and complex beings. Influence is a game of

give and take

Influence

Interests

Red lines

Sources of power

Currencies

Others

Interests

Decision-making style

Level of formality

Concerns

Constraints

Common Interests

Circumstances

Timing

Context

Influence

Others

(WIIFT?)

(WIIFM?)

Influence is the result of combining WIIFT and WIIFM in a given situation

What’s in WIIFT/WIIFM

When looking for your trade-off currencies, study your interests and your stakeholder’s in three dimensions:

Personal

What’s in it for me and what’s in it for them

is often found “below the surface” - to find it you

must look for it intentionally

What’s in WIIFT / WIIFM – The Iceberg Model

What is Influence?

Personal & professional interests can be divided into 4 main types:

What’s in WIIFT / WIIFM - Investigate Interests ‘Below the Surface’

Spiritual• Values & Ethics• Mission• Vision• Sense of Meaning • Social & Environmental

Responsibility

Emotional• Feel meaningful• Feel needed• Be a “part” of • Feel accepted• Fun• Self-perception

Positioning• Status• Reputation• Recognition and Reward• Acknowledgment• Visibility

Performance• Knowledge• Tools• Support• Information• Resources• Challenge• Success

CurrenciesCurrencies

Influence

Common Interests

Circumstances

Timing

Context

Influence

Others

(WIIFT?)

(WIIFM?)

Influence without Authority - Exercise

Objectives

Practice the Influence and Impact Tool

Simulate real-life influence situation

Assignment

Simulation

Excel performance

Become a source of information and know-how

Establish a network

Get others committed to you

Know and use the laws, regulations & informal norms

Generate an image of success

Invest energy in lobbying

Provide positive reinforcement

Be creative and proactive

Tips – Means of Influence

Bottom Line

Anyone in the organization is a potential ally

Even if it isn't working right now, there is hope

WIIFT is liable to change over time and according to circumstances

What you have to offer may change

Currencies can be created and developed

Long-term investment pays off – you can build relationships, get to know your partners and establish

‘Credit’

Obligations

It’s all about the attitude

'KEEPING UP THE RHYTHM'Touch Point Management

Did you know…

In traditional Chinese medicine,

patients pay their doctors

as long as they are healthy

If they get sick, the doctor treats

them, free of charge

The Physician's primary task is to keep the patient healthy,

not cure illness

Touch Point Management Tool – Preventative Medicine

Touch point management is the same…

Use it to prevent conflicts and friction and treat them if they occur

Touch Point Management Tool – Preventative Medicine

Building a new interface with a touch point

Promoting an existing interface when running into difficulties

Keeping up the rhythm - periodical “check points” to maintain interfaces

Objective:

Create a T shape with 4 puzzle pieces

Time: 5 minutes

The T Challenge - Exercise

Sometimes barriers aren’t really there;

they only exist in our mind

Keep an open mind when using the touch point management

methodology - defining gaps and working on improving them

The T Challenge - Bottom Line

Managing Touch Points

Effective Work Processes meet both partners’ needs are effective in terms of

outcome are efficient in terms of time,

energy, overhead etc.

Effective Relationships are based on mutual

understanding and shared goals are perceived as team work

(not “us” and “them”) are aware of and consider

partners’ needs, expectationsand constraints

are based on open and continuous communication

enable effective crisismanagement

The touch point management tool helps you improve both work processes and relationships

Conduct Root Cause Analysis for Major Gaps3

Establish Work Plan & SLA (Service Level Agreement) 4

Map Gaps between Current and Desired Work Processes & Relationships

Map Needs and Expectations of Touch Point1

The tool will be presented and applied in four stages

Each stage will include: Presentation of guidelines and tips - plenum

Application – small groups

Summary – 'take away' and facilitator's feedback – small groups

Touch Point Management – Exercise

Assignment

Objective:

Develop mutual awareness, understanding and empathy for each others’

needs, expectations and circumstances

Define needs and expectations - what do you need and why?

Assume your partner’s position - what are his needs and expectations?

Touch Point Management Tool - Step 1

Map Needs and Expectations of Touch Point1

Starting out by working separately, each partner/team defines his needs and expectations and then the two sides communicate

When you listen, just listen. Don’t respond when your partner presents his needs and expectations. Ask clarifying questions if necessary

Map Gaps between the Current and Desired Work Processes & Relationships

Objective:

Create list of gaps in the joint work and engage in a dialogue

about the work processes and relationships

Map the gaps between the current and desired state in:

Work processes (incl. roles and responsibilities)

Shared goals

Relationships

Outcomes

Map Gaps between the Current and Desired Work Processes & Relationships

Map the gaps between the current and desired state in:

Work processes (incl. roles and responsibilities)

Shared goals

Relationships

Outcomes

Start with quick wins - if you run into gaps you disagree about – put them in a “parking lot” for a later second-round discussion

Don’t jump to solutions - the final outcome of this stage is a list of gaps. If solutions come up as part of the discussion –put them in a “parking lot” as well for later discussion and go backto defining gaps

Objective

Understand the root cause for major gaps (rather than symptoms)

Investigate the reason why there is a gap between the current and

desired state

The 5 Whys

Every ‘why’ relates to the answer given to the previous ‘why’:

Why? _______________________

People:Attitudes, Skills...

Interpersonal Relationships & Communication

WorkProcesses & Procedures

Org. Structure Other

Fishbone Diagram

Remember to focus on the root causes at this point. If solutions come to mind, put them in a “parking lot” but don’t make them the focus!

Think of causes that are within your realm of responsibility and influence - they are the ones you have the power to change!

Further investigate by using ‘WH Questions’ when necessary – what, where, when, who etc.

Investigate the reason why there is a gap between the current and desired state

Establish Work Plan & SLA4

Make sure to focus on execution. Define: Who is responsible for the implementation? implementation process? If needed, present the plan & SLA to top management and get its approval If relevant, create a communication plan for all managers/employees/other touch points

involved

Determine next steps - based on the root cause analysis, what can be done to resolve the issues discussed?

List the solutions or "next steps" for each route cause

Create a work plan for implementing all solutions agreed upon

Define your SLA guidelines

Discuss

What surprised you during the process?

What did you gain from the process?

Considering the whole process:

Define one “do,” a tip for further implementation in your reality

Define one “don’t”, something to avoid in your reality

Touch Point Management – Plenum Discussion

PUTTING IT ALL TOGETHER

Review the KSF for effective management in a

complex environment

Reflect on the training day and share one

take-away:

What complexities became ‘simpler’

for you as a manager?

One new connection you made

What are the dots you want to connect post-training?

Share your feedback about the training day

Take Away Along the Way

Managing Comlexity Integrative

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