Reticent Media, Inc.Team Development

Change Management

Planned process for change divided into four stages:

• Awareness; a felt need or pain

• Design; tangible actions taken by the company, intervention, diagnosis and development of a plan

• Implementation

• Stabilize & Sustain the change

Senge’s Five Learning Disciplines

The core of a learning organization is based upon five learning disciplines, which are lifelong programs of

study and practice.

Personal Mastery

Mental Models

Shared Vision

Team Learning

Systems Thinking

Shared Vision

• Adopt a strategy for building a shared vision

• Communicate leader vision so that it’s made clear to all members of a team

• Build listening capacity, practice effective communication, and share both values and visions from the top-down & the bottom-up

• Form bridges between personal and professional agendas

Session OneNew priorities have been created out of the examination of the company’s history.

Principle leaders can now address different visions so they can realign individual and collective goals. And, manage the transition into a new direction of an open source

environment that all members can commit to.

Outcomes of ‘The Destiny Factor’ exercise

Identifying Opposing Visions

False Starts In:

Touring DivisionFinancier

Marketing ShowsSnapSite Studios

Identifying Supportersof the VisionAcquisition of:

Financial BackingKey Talent

Volunteer Operations WorkerIntern Workers

Reticent Community(Shared Vision)

Reticent Community(Shared Vision)

The Grand Vision - Collectively Changing Our Futures

How Do We Get There?

Building Shared Vision in the Reticent Community

Marketing Shows (Personal Vision)

Marketing Shows (Personal Vision)

Merchandise

Store (Personal Vision)

Merchandise

Store (Personal Vision)

Software

Development

(Personal Vision)

Software

Development

(Personal Vision)

Touring Division (Personal Vision)

Touring Division (Personal Vision)

You come from a place where

you’ve communicated

you grand vision, but few

have felt reason to commit

themselves and act

according to it.

You want to be at a place

where members co-create and voluntarily

contribute to the

community, rather than

focus on what each individual person can get

out of it.

Steps To Co-Creating• Start with Personal Vision

• Treat Everyone as Equal

• Seek Alignment, Not Agreement

• Among Teams, Encourage Interdependence & Diversity

• Avoid Sampling

• Have People Speak Only for Themselves

• Expect and Nurture Reverence for Each Other

• Consider Using an Interim Vision to Build Momentum

• Focus on the Dialogue, Not just the Vision Statement

Systems Thinking

• Understand the structure and nature of systems, events, and patterns of behavior resulting in the events

• Identify points within systems that can be leveraged to effect change that lead to improved results

• Develop a model or universal language to bring disciplines together and integrate functions

• Change the ordinary ways we think and talk about complex issues

Session TwoProblem Statement: Time availability for development of store application to turn on merchant services, and funds availability to initiate it. Low cost developers/interface

coders are needed with appropriate graphic design skills to get this started.

Outcomes of ‘Exploring Your Own Story’ exercise

Key Themes & Recurring Patterns

Leader Standards are to High

Zero Available TimeLimited Low Cost

Talent with proven capabilities

Limited Funding

List of Key Factors

Risks of capturing Talent without

raw skill set and at a low costTranslation of 200 Template

FilesCapturing Autonomous

WorkersIdentify Resource Pool for

Key TalentSet up Vendor Relationships

for Merchant Services

Larger Organization

Distinct Functions of the

Organization

THE ENCLAVE

Facilitation• Be prepared, and present groups with an agenda, orientation or plan

of the meeting before hand so that you don’t lose focus and drift

• Allow creativity and spontaneity, avoid controlling the flow of ideas and conversation to tightly

• Use visual aids and metaphors to grab attention, motivate dialogue and help in the understanding of disciplines

• Use good communication and active listening skills, acknowledge others and collaborate as a group.

• Give everyone a chance to speak and encourage those who are silent

• Establish ground rules and expectations around communication and performance during team meetings

Recommendations• Mature our own mental models and re-examine our assessments of

situations

• Hold team learning meetings, and explore areas that have not before been made public, such as personal visions and values

• Begin to build shared vision by creating environments for co-creating and atmospheres for trust and mutual respect

• Find a balance between the uses of modern technology and exercising learning disciplines - put the human element (close communication & vision sharing) back into the business

• Train leaders and managers on employee coaching, team building, and trust building

• Engage groups in dialogue with well established ground rules to make collective decisions and solve problems

Resources

• The Society for Organizational Learning is an international not-for-profit organization and provides a space where communities, organization, institutions and individuals can come together, network and benefit from one another, http://www.solonline.org/

• The Free Management Library has many resources links for businesses relating to a vast amount of business processes, issues and topics, http://www.managementhelp.org/

• The American Society for Training & Development is the largest association dedicated to workplace learning and performance professionals, http://www.astd.org/astd

• The Fifth Discipline Fieldbook, Strategies and Tools for Building a Learning Organization, written by Peter Senge, Art Kleiner, Charlotte Roberts, Richard Ross, and Bryan Smith.