Session II

Real Time Strategic Change
Learning Series
Session II
March 23, 2009

Conference Call Dial In Number
• 1-800-511-7985
• Access code and pin: 241230-1265
• Where are you today?
• How was your weekend?

Who is Here?
• First and last name
• Where are you today?
• How was your weekend?

Series Purpose
To learn how to make the
future happen faster in all of
your change work.

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

Session II Purpose
To be able to accelerate all of your
change work

Agenda
•  Welcome/Introductions
•  History and Evolution of RTSC Principles
•  Why Work From Principles
•  How to Work From Principles
•  Case Study: Applying the RTSC Principles
•  Insights and Questions
•  Pulse Check

Session II Outcomes
• Become familiar with each of the Principles,
what they help you achieve, and how to apply
them
• Gain a deeper understanding of the Principles
by appreciating their history and evolution
• See how the Principles apply in change work
and daily work
• Be able to apply the principles in your own
practice

How We’ll Work Together Today
•  Presentations with questions throughout
•  “Raise hand” in room for comments and questions
•  Use “Table Talk and Ideas box to collect questions /
insights as we go
•  Breakout sessions with facilitators, pre-determined
“max mix” groups, and separate dial in numbers

What is Real Time Strategic Change?

History and Evolution of the
RTSC Principles

To 20 Principles...
Always leave the group
with unfinished business"
If it is to be, it is up to us"
We apply learnings in real
time throughout the
process"
Listen to see the world
through the eyes of others"
Formal leaders are different
from everybody else in the
organization, and the same"
You can only influence as
far as you can see"
We create community
throughout the entire real time
strategic change process."
A system-wide paradigm
shift occurs at some point
in the event."
We treat participants throughout
the process as they really are--
with complex sets of needs, wants
and issues"
The design stays responsive
to the emerging needs of the
whole group"
Reality is a key driver
throughout the process."
Adult learning principles
form the bedrock of the
process."
Integrating diverse perspectives
leads to discovering common
ground."
Interactive event designs
that encourage
participation"
Ensure information flows
continuously from the individual to
the table group to the whole group
and back again."
No two events are ever
the same."
Empowerment is a
constant focus in all that
we do"

To 6 Principles as Polarities
Energizing and Guiding Plans, Actions
Best of the past
and present AND
Compelling possibilities
for the future
Learning. Growth and Spirit
Strong Individuals
AND
Strong
Collective
Informed Decisions
Diverse
Perspectives AND
Shared
Meaning
Rigorous Information Base
Seeking Out AND Focusing In
Optimal Performance
Delegated
Decisions AND
Participative
Decisions
Accelerating the Pace of Change
Future Is
Tomorrow;
Plan for it
Today
AND
Future is
Today;
Be There Now

Why Work From Principles?
• Principles Are Rooted in Values
• Be clear about what’s important -- for you and
others
• Evolve and can be refined over time
• Not susceptible to fads or “flavors of the month”
• “Firm ground” to stand on

• Clear Decision Making Criteria
• Who will be good partners as clients
• How to set up and manage projects
• Real time event decisions

• Fixed Principles --------> Flexible application
• Opportunities for innovation
• “Open Platform”

• Applicable in any situation
• Individual
• Small Group
• Large Group
• Division
• Business Unit
• Enterprise

How to Work From Principles
• Use as lens to see all work
• Contracting
• Scoping / Project Planning
• Data Gathering
• Planning / Designing
• Implementation

Design From One Principle Breakout
• Purposes
• To develop a deeper understanding and
appreciation of one of the six RTSC
Principles
• To become more comfortable and confident
in applying one of the six RTSC Principles

• Process
• Groups, Dial In Numbers Assigned in “Main Room”
• 10 minute Facilitator-led conversations in
“Breakouts”
• Notes taken by facilitators in their group’s chat box
onscreen
• Breakout Group Reports by Facilitators

Group A
 Cliff Kaiser
 Amy Schuman
 Autumn Spehar
 Barry Johnson
 Bev Benwick
 Margo Freeberg
 377132 5982
Breakout Groups 1 (800) 511-7985
Group B
Leslie DePol
Linda McFadden
Bob Benwick
Spiros Paolinelis
Sherri Black
451992 3421
Group C
Kay Hubbard
Elizabeth Monroe-Cook
Gerrit Bruggeman
Jeffrey Apfelberg
Kathy Anderson
 572584 3861
Group D
Margaret Seidler
Brian Emerson
Rachael Margo
Kabir Kadre
Cory Belden
 654469 2078

• Situation
• 3 hour meeting
• 40 people
• Two-year-old conflict about governance of
organization
• Met once for two hours previously; agreement to
design a process to resolve the conflict

• Looking ONLY through the lens of your
principle...
• What questions do you have that would
help you plan for this three hour meeting?
• What actions would you take?

•  112 year old social services organization
•  38 Affiliates and National Office
•  New “Aging Strategy” to be implemented
•  History of unproductive, high conflict events
•  Resistance to new strategy
Case Study Background

Case Study: Applying the RTSC
Principles
• Agenda Pre-Planning

• CEO Meeting Planning

• March CEO Event

AND
• Link to March Meeting

• Real Time Redesign

• CEO Facilitation

Plan for Future Future is Now
• Design Team

• CEO Conversations

• Open Forum Q&A

AND
• RTSC Expertise

• CEO Meeting Design

• Presentations

Participation Direction
• “Step into” CEO meeting

• Resistance to New Strategy

• Internal Funding Sources

AND
• CEO Relationship with Org

• Aging Population

• Economic Downturn

Internal External
• Agenda/Pulse Checks

• Aging Strategy

• CEO Evening Meeting

AND
• Coaching National CEO

• My Planning with Nicole

• CEO Meeting

Common Custom
• The Aging Plan

• CEO Meeting Planning for future

• Building Relationship With CEO

AND
• Collaborating in the Meeting

• CEO Meeting Living the Future

• Real Time CEO Intervention

Past/Present Future
• Afﬁliate Needs

• CEO Work

• Aging Division

AND
• National Needs

• Total Group Work

• Total Organization

Part Whole

•  Purpose
  To get clear about the problem(s) we need to resolve and how
we’re going to move forward together.
•  Outcomes:
  • Behave in ways that reflect our love for the church and
respect for each other
  • Understand how we have dealt with this issue to date and
the
  impact that has had on the organization and us as leaders
  • Understand the scope and scale of the problem we are
facing
  • Clarify a way forward that:
•  We believe could be productive;
•  Will have integrity; and,
•  Must do no more harm to our relationships
Case Study “Deep Dive”
CEO Meeting I

•  Agenda
•  Understanding the Facts
•  Understanding the Impact -- On Us and the Organization
•  Round I
•  Round II
•  Conversation in the Round -- What has come to clear to you?
•  Next Steps
•  Meeting in 1 month
•  Pre-Meeting Survey
CEO Meeting I

•  Purpose
  To develop a plan to resolve our issues so that together, we can
create an even stronger, more effective, and sustainable
Enterprise.
•  Outcomes
•  Better understand the “problem(s)” from all points of view
•  Have enough trust in each other and the plans we create to
participate in this work with integrity
•  Agreed process for how we will resolve these issues in the
future
•  Steps to follow including target dates
•  Who needs to be involved, when and why
•  Clear expectations and commitments to do what it will
take to resolve these issues
CEO Meeting II

•  Agenda
•  How to Design a Process That Has Integrity And Will
Resolve Our Issues
  1. Agree on goals
  2. Review data
  3. Use a proven method
  4. Define design criteria
  5. Create process that meets criteria
CEO Meeting II

• Agreement to design process
• Cross-Section Team Working with Consultant
• Process to be Reviewed within 3 Weeks
• Assessed Against Design Criteria
Case Study “Deep Dive” Status

Next Stage Evolution
Assessing the RTSC Principles
Preferred Future

Real Time

Engage and
Include

Reality is Key Driver

Build Understanding

Create
Community

Insights and Questions Breakout
• Purpose
• To consolidate and expand learnings from
the session

• Process
• Groups, Dial In Numbers Assigned in “Main Room”
• 10 minute Facilitator-led conversations in
“Breakouts”
• Notes taken by facilitators in their group’s chat
box onscreen
• Breakout Group Reports by Facilitators

• What insights do you have from our
session today?
• What questions still remain for you?

Pulse Check
On a scale from 1 – 10, to what
extent did this session meet your
expectations? (1 = Missed by a
mile!, 10 = Bullseye!)
(Bar chart to fill in on one side
of screen)
Why did you mark it where you
did?
(Chat box for typing)

Additional Resources
• Learning Series “After Hours” Chat Room
• Winds of Change Group Website
http://virtualthinktank.ning.com/group/
realtimestrategicchangelearningseries
http://windsofchangegroup.com

See You Online and at Session III
of the Real Time Strategic
Change Learning Series!
Session III: April 24
Session IV: May 18
All Sessions Begin at 1:00 PM EST
(Please reserve 90 minutes for each session)

Session II

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