Introduction to AboutWorkEcology(tm) Thought Leadership

1. AboutWorkEcology™ Briefing Core Group Theory and Practice Thought Leadership for Innovator Presented by Lavinia Weissman www.workecology.com © WorkEcology CoP, Lavinia Weissman, June 2005 – Slides may not be copied or used without permission of the author

11. a a a “ We give them legitimacy.” “ They give us direction.” Employees Core Group

12. Time-Frame for “Noble Purpose” Instant 3 mos-2 years 25+ years

16. Companies to Look @ Part 2 Intense environment with steep goals where need for balance supported w/in teams Alvin Toeffler’s model for ATT Divestiture Decentralized work effectiveness facilitators who are part of the business unit Centralized finanical and HR systems infrastructure IDG Successful Rebranding – Strong Leadership (Sir John Browne) Navigated waters for celebration and rough edges Aligned with Alvin Toeffler & Charles Handy’s future models Centralized infrastructure with decentralized work effectiveness experts with scientific background Strong Knowledge Management Infrastructure which supported decentralized global change British Petroleum rebranding to BP Layoff Spiral has morphed into Compaq and now HP Attitude may be the same w/ a different time in History Classic Pfeffer Downward Spiral Decentralized with very little centralized infrastructure and no workforce planning Founders Syndrome with Tight Financial Controlls Digital Equipment Corporation Comment Process Human Resource Description Core Group Pattern Company

17. Companies to Look @ 2 Starting slowly and will be a learning lab of innovation for Booz Allen Hamilton Analysis Pilot change and invest in it slowly unclear at this time Drawn from Public and Private Sector cross industry, - medical care, insurance, & science MA Ehealth Initiative – Mass Medical Society, BCBS Foundation, & other groups This is still new and it is unfolding and remarkable in that it oriented around quality of care, social policy, law, legislation and patient need. Operates as a social network with open review of stakeholder needs (consumers, best practice science & representation from other stakeholders IDG like – mentoring other autonomous groups Private & Public Partnership Faster Cures and related organizations Outperforming competitor Increased sales Renewal of company morale across the board Redesign of architecture brought leadership and project management to the manufacturing floor Centralized infrastructure and work effectiveness team trained in core group theory Aggressively working corporate governance issues while pushing responsibility cross a broad range of stakeholders Boeing Comment Process Human Resource Description Core Group Pattern Company

22. Core Group Patterns Art Kleiner and Dialogos © 2004 What others perceive that the Core Group wants Dir ection an organization mo v es You make a decision I make a decision He makes a decision She makes a decision

23. Defining Organizational Structures Hierarchy Governance & Direction The formal architecture of the organization: Its hierarchy and accountability structure, its relationships with key outsiders, the nature of its board, its labor relationships, and its key subgroups, and the ways in which the formal structure helps (or hinders) the unfolding potential of the enterprise. Elliot Jaques, Ichak Adizes Network Knowledge & Learning The intellectual capital and “integrated learning base” of the organization; its structures for supporting collaborative experimentation and reflection; the capacity for generating, applying and adapting ideas into action and results; the quality and caliber of the network links (formal and informal) through which knowledge travels; the ability to break through blind spots by increasing the proprioceptive awareness of the organization. Karen Stephenson, Alfred D. Chandler, Jr. Clan (Core Group) People & Culture The prevailing values and qualities held by people throughout the organization: the perceived “core group” priorities (symbolized by key leaders) which influence their decisions; the effect of holographic participation (i.e., the ways in which the larger system and individual groups reflect one another). Edgar Schein, Art Kleiner Market Work Processes & Transactions The internal flow structures through which products and services are exchanged in an organization; the ways in which the “raw materials” of the enterprise are processed into the outgoing products or service through a chain of internal and external customers; the use of processes to establish coherent differentiation among the various agents within the organization. Ronald Coase, Michael Jenkins Art Kleiner and Dialogos © 2004

24. Interplay of Organizational Structures Light grey boxes show the formal hierarchy. Stars depict Core Group members, legitimate symbols of direction (Clan). Arrows show work flow and the return of money from customers (Market). Dotted lines show the informal paths by which knowledge travels (Network). Each individual is defined by a variety of relationships. The OD/OE manager is not only “plugged in” but influential - but not directly involved in the production process. The Regional Manager is a key hub in the work network, but not a Core Group member. Etc. Union Leader Board Member CEO “ Gate-keeper” to key production process OD/OE Manager Regional Manager Customers A/R

44. Which of these types of networking activities require the most trust and why?