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Real Time Strategic Change Session I

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Real Time Strategic Change Session I

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Real Time Strategic Change Session I

  1. 1. ‘The pessimist complains about the wind The optimist expects it to change The leader adjusts the sails’
  2. 2. Real Time Strategic Change Learning Series Session I February 18, 2009
  3. 3. Who is Here? • First and last name • Where are you logging in from (and if different, where you live) • How you’re feeling today • Best movie you’ve seen recently and why
  4. 4. Consultant, Author, Teacher, and Learner • Executive • Corning Excellence • Ford • Consulting to • Marriott Management • Mobil • Leader to Leader • National Health Service (UK) • New York Times • National Forest • Strategy and Service (US) Leadership • New York City • Strategic HR Review
  5. 5. Winds of Change Group... We help people get clear, connected, committed, and achieving common goals. Three ways we make a difference: • Partner with you throughout your change effort • Get hundreds of people making needed changes in days • Help you make fast and lasting changes on your own
  6. 6. Who Here Has Already Participated in a Webinar?
  7. 7. What tips and advice would you offer the rest of us based on your experience?
  8. 8. Series Purpose To learn how to make the future happen faster in all of your change work.
  9. 9. Series Outcomes • Understand and be able to apply the six RTSC principles to accelerate all of your change work • Know the best ways, best times, and best people to include in your change work to achieve the best results • Understand how to identify key leverage points to accelerate your change work • Gain insights that you can act on right away • Know ways that you can support or sabotage your efforts
  10. 10. Session I Purpose To set you up for success in the Series by: • Beginning to build our Learning Community • Getting an overview of RTSC • Understanding how the course can meet your unique needs
  11. 11. Session I Outcomes • Clarify what you want to learn during the Series • Understand how to best leverage the ways we’ll be working together for your own learning • Appreciate the depth and breadth of RTSC work • Recognize how RTSC is the same and how it’s different from your current change work • See how RTSC can be applied in any situation
  12. 12. Agenda • Welcome/Introductions • How We’re Going to Work Together • RTSC Evolution and History • What is RTSC? • Ways and Places RTSC Has Been Applied • Integrating RTSC Into Your Current Work
  13. 13. What Led You To Sign Up For This Series?
  14. 14. What Will Make You Say... “Wow! This was Awesome!”
  15. 15. How We’re Going to Work Together On-Line Learning • Material Presented • Questions and Answers • “Buddy” / Breakout Work • Virtual Think Tank
  16. 16. How We’re Going to Work Together: Off-Line Learning • Review Archived Sessions • Applying insights, ideas to your daily work • “Buddy” chats
  17. 17. History and Evolution of RTSC
  18. 18. A Real Time Strategic Change Story... • Three people working... • “I am cutting a stone” • “I am cutting a corner stone” • “I am building a cathedral”
  19. 19. The Essence of Real Time Strategic Change quot;I know no safe depositary of the ultimate powers of the society but the people themselves; and if we think them not enlightened enough to exercise their control with a wholesome discretion, the remedy is not to take it from them, but to inform their discretion... Thomas Jefferson, 1820
  20. 20. What is Real Time Strategic Change?
  21. 21. Real Time Strategic Change Principles Think and act in real time Get clear on your preferred future Live in your future and plan for it at the Combine the best of your past and present same time. When you think and act as if and compelling visions for your desired future. you were already the organization you When you build this integrated picture, people want to become, your desired future are energized to make it real. happens faster. Preferred Real Future Time Create community Engage and include Ensure people feel allegiance to their Create Clear direction with limited inclusion All respective part of the organization and broad-based participation can both Community and allegiance to the larger whole. be engaging. Keep asking, “Who are RTSC When these dual alliances exist, the key stakeholders and how can we Engagement Work people collaborate as part of engage them?” to build commitment something larger than themselves and ensure you get the right answers that they have created and believe in. for your organization. Build Reality is a Understanding Make reality a key driver key driver Expand your thinking by looking outside your Build understanding organization to gain perspective and focus inside Share information that needs to be common your organization to gain insight. When people throughout the entire organization and restrict maintain these two points of view, they make custom information that meets unique needs more informed decisions and are better to specific parts. When people understand prepared to respond to emerging issues and the big picture and how their work is related, opportunities. it leads to aligned action.
  22. 22. Real Time Strategic Change Areas of Work Scoping Possibilities Creating Organization-Wide Developing Congruence and Aligning Leadership
  23. 23. Some Features of RTSC • Future Happens Faster • Purpose and Outcomes Driven • Principle Based • Great Flexibility in Application • Multiple Roles for Everybody • Systems Perspective • Highly Inclusive / Freely Shared Data • Builds Sustainable Organizational Capacity
  24. 24. How is RTSC the Same and Different From Your Current Practice?
  25. 25. Ways and Places RTSC Has Been Applied on a Large Scale
  26. 26. Ways and Places RTSC Has Been Applied on a Small Scale • Senior Leadership Strategy Development • Coaching • Conflict Resolution • Career Planning • Staff Meetings • Speaking/Presentations
  27. 27. Any Other Ideas...?
  28. 28. Consulting Critical Success Factors For RTSC Work... • Think and act as if the future were now • Work in your part of the system; focus on the whole system • Clear purpose and outcomes for all work • “The many” design for “the many” • The more you live the RTSC principles, the faster you create your preferred future • Change work is real work; real work is change work • Move what might traditionally happen further downstream back upstream in the process
  29. 29. Leadership Critical Success Factors For RTSC Work • Formal and informal leaders need to: • Understand the scope and scale of the work before them • Find opportunities to display visible, tangible commitment to the effort • Dedicate time, energy, and significant organizational resources • Do their daily work in ways that are congruent with the organization's preferred future
  30. 30. Integrating RTSC Into Your Current Work -- Getting Clear About Purpose and Outcomes Why Bother With Purpose and Outcomes? • Clarifies what to include / exclude • Guides what to do, whom to involve, what discussions to have, and what decisions to make • Scales from organization, to change effort, to initiative, to event, to meeting, to conversation • Reduces anxiety – clear what you are up to • Answers the question “Why bother?” • Helps resist the seduction of going straight to activities
  31. 31. Examples of Purpose Statements Vague Purpose • To make the place better Limiting Purpose • To improve our working relationships so we can become a world-class organization Purpose With Meaning For Senior Management Only • To achieve improvements of $30 million Purpose With Meaning For Everyone • To improve the performance, efficiency, quality, and satisfaction of patients and employees of our hospital
  32. 32. “Case Study” Purpose Improve the concept and approach we will use for Team Development for the Execution Phase of our Strategic Planning.
  33. 33. “Case Study” Outcomes • Understand how we got in the room today • The Execution Phase of the Strategic Planning effort • The structure of teams in this Phase, how they relate to each other, and what their job is • Additional resources I believe will make us more effective in this Phase of work. • Understand the approaches we’re planning on using going forward • What they are • How they have helped other Strategic Planning processes • How they can help the teams who will be leading the next stage of planning and implementation of our Strategic Plan
  34. 34. Purpose and Outcomes: “Buddy Work” 1. Identify a current project that would benefit from RTSC 2. Who are the key stakeholders in this work? 3. How would they define success? 4. What would bring “greater health” to the system? 5. Capture these ideas in a clear, simple statement • Remember to focus on results, not activities • Use the “5 Why” approach
  35. 35. Getting to a Purpose Statement To have a great set of slides for Session I • Why? To make it easy for people to follow along • Why? So that people “feel smart” • Why? So everyone has a good start to the Series • Why? To set you up for success in the Series
  36. 36. Pulse Check: What Worked For You?
  37. 37. Pulse Check: What can we do to improve for o Session II?
  38. 38. Additional Resources • Learning Series “After Hours” Chat Room http://virtualthinktank.ning.com/group/ realtimestrategicchangelearningseries • Winds of Change Group Website http://windsofchangegroup.com • Winds of Change Group Blog http://windsofchangegroup.typepad.com/blog/
  39. 39. See You Online and at Session II of the Real Time Strategic Change Learning Series! Session II: March 23 Session III: April 24 Session IV: May 18 All Sessions Begin at 1:00 PM EST (Please reserve 90 minutes for each session)

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