The next wave of data monetization will be improving how leaders and staff make better, faster, m... more The next wave of data monetization will be improving how leaders and staff make better, faster, more accurate decisions that they are confident in — which lead to actions that spark value.
This paper covers: * Why a massive mindset shift is needed, from a sole focus on data to collaborative data-informed (NOT data-driven) decision-making * Why OSEMN and the scientific method are insufficient as decisioning approaches * How to incorporate tangible business value, unknown and unknowable data, and intuition into the decisioning process. * Why decision-making requires human emotions, * How to ensure actionable insights and meaning-making occur (new knowledge is merely sense-making) * An overview of the seven stages of SMARTER. * How business storytelling factors into each stage in the SMARTER approach.
Research since 2009 shows that something is terribly wrong with how leaders interface with their ... more Research since 2009 shows that something is terribly wrong with how leaders interface with their staffs. Yet, while much has been written about business storytelling and the stellar results it can bring to employee engagement, team building, trust, retention, and the like, many leaders still do not utilize this practice on a routine basis. This article outlines specific techniques to build trust, forge relationships and engagement, spark empathy and caring, shift attitudes and intentions, align people’s thinking, increase comprehension, and accelerate decision making
Tools for planning research efforts, and collecting and analyzing qualitative data are limited in... more Tools for planning research efforts, and collecting and analyzing qualitative data are limited in marketing research. Two problems arise from this limitation. First, plans for collecting data are often under- or improperly-focused because the objectives of the research effort are not clearly specified. Second, researchers are often left with unstructured processes for analyzing the data
There is no question that some form of strategic planning is key to an organization’s future perf... more There is no question that some form of strategic planning is key to an organization’s future performance. However, there are several challenges to implementing this type of planning in an organization. Large group interventions are one set of methods for addressing these challenges. This paper outlines the key characteristics behind different types of large group interventions. In addition, it describes the framework for creating a Real Time Strategic Change intervention and the necessary elements for using this approach in your organization. THE CHALLENGES OF STRATEGIC PLANNING Strategic planning implies planning for the long-term. In many organizations, the time frame associated with this type of planning is from three to five years into the future. Due to this timeframe, there are several challenges associated with long-range planning. These include: creating a plan that is breakthrough in its orientation rather than “more of the same, ” getting all stakeholders to commit to the ...
When most organizations embark on a total quality effort they tend to "leap before they look... more When most organizations embark on a total quality effort they tend to "leap before they look." Sometimes a brief assessment of the organization and selection of a quality philosophy occurs prior to management training. Often when a management team does receive training it usually is in the form of a "canned " overview presentation. Management then rushes to start several problem
“I don't understand it. We've had these teams for months and nothing's... more “I don't understand it. We've had these teams for months and nothing's happened.” “Our teams are floundering and we don't know what to do.” “We tried to help our teams but they resented our suggestions. Some people even quit.” Put a group of people in a room with a problem to solve. Give them a basic method for problem solving and they will solve the problem. Right? Not always. So what is needed for teams to be successful in their problem-solving efforts? When a company integrates a total quality management approach into its day-to-day and strategic operations, it tends to stumble onto the answers to this issue. To be successful, process improvement teams (i.e., teams of employees of cross-functional and multilevel representation) that are put together to solve problems need: 1. To be composed of the “appropriate ” individuals—those who work in the work process where the problem is occurring, and customers and suppliers to that work process; 2. Team members who have been exposed to the seven basic QC tools and teams skills; 3. To be given “real ” problems to solve, not solutions to implement; 4. A problem-solving methodology that investigates root causes based on data, before moving
www.partnersforprogress.com Many organizations believe they espouse the tenets of total quality m... more www.partnersforprogress.com Many organizations believe they espouse the tenets of total quality management. However, upon closer inspection, one would observe that few of these companies have truly integrated quality into their businesses to the extent that quality has become a way of life for all employees. Instead, one would notice that quality concepts, methods, and tools are used only in specific activities—quality team meetings, quality training events, and so on. In essence, quality has been laid on top of the traditional organization, creating parallel ways of doing work; quality concepts are used in quality events but it is "business as usual " behind the scenes in what are considered "non-quality" activities (i.e., running the business). How can organizations transition from quality as "add-on work " to quality as the way they do business? This paper will describe specific things companies can do and issues they must address in order to achieve...
To create value for customers, organizations need to become increasingly agile. This challenge ha... more To create value for customers, organizations need to become increasingly agile. This challenge has been present for some time. However, few organizations have truly developed a framework (i.e., organizational architecture) that speaks to this challenge and ensures successful performance in an environment of accelerated change and heightened competition. Instead, organizations that have embraced quality management practices have primarily focused on product/service quality requirements and cost containment. Value is more than quality; it spans the supplier-organization-customer chain and occurs over the lifetime of customers and their ongoing use of products/services. Value is also more than cost containment. All aspects of an organization need to be continually studied, refined and/or recreated, and aligned to serve current and anticipated customer needs, wants, and expectations. This paper overviews the purpose of organizational architecture. It addresses why organizational archite...
ABSTRACT/INTRODUCTION Tools for planning research efforts, and collecting and analyzing qualitati... more ABSTRACT/INTRODUCTION Tools for planning research efforts, and collecting and analyzing qualitative data are limited in marketing research. Two problems arise from this limitation. First, plans for collecting data are often under-or improperly-focused because the objectives of the research effort are not clearly specified. Second, researchers are often left with unstructured processes for analyzing the data generated from interviews or focus groups. Thus, tools that can help marketing researchers to plan their research efforts, and help to structure and analyze qualitative data, would be useful. This paper introduces several such tools from the discipline of total quality management. These tools are useful in the planning of marketing research, as well as in the collection, organization, and analysis of qualitative marketing research data. First, we outline a potential gap in the marketing researcher's capability to analyze verbal data. Next, we introduce tools for addressing t...
Keeping employees involved is essential for maintaining a high performance work force. One way or... more Keeping employees involved is essential for maintaining a high performance work force. One way organizations can increase employees' levels of engagement and self-motivation is through storytelling. Stories help connect people, build relationships, and ..
Many organizations believe they espouse the tenets of total quality management. However, upon clo... more Many organizations believe they espouse the tenets of total quality management. However, upon closer inspection, one would observe that few of these companies have truly integrated quality into their businesses to the extent that quality has become a way of life for all employees. Instead, one would notice that quality concepts, methods, and tools are used only in specific activities—quality team meetings, quality training events, and so on. In essence, quality has been laid on top of the traditional organization, creating parallel ways of doing work; quality concepts are used in quality events but it is "business as usual" behind the scenes in what are considered "non-quality" activities (i.e., running the business). How can organizations transition from quality as "add-on work" to quality as the way they do business? This paper will describe specific things companies can do and issues they must address in order to achieve this paradigm shift. These in...
INTRODUCTION Over the past few years, there has been a lot of talk about the benefits of self-man... more INTRODUCTION Over the past few years, there has been a lot of talk about the benefits of self-managed teams (also known as self-directed teams, natural teams, or semiautonomous work groups). Everyone seems to want some form of them in their organization. A number of books and articles have been written on the subject since they were first introduced in the 1940s as a method of employee involvement. They typically list the activities and steps the organization should follow to develop self-managed teams, outline the skills required of team leaders and team members, and describe the phases an organization goes through to achieve its objective of employing self-managed teams. These books and articles contain good ideas and useful information, yet many organizations do not have fully functioning self-managed teams. Why is this? We believe it is due, in part, to the lack of a model that describes the roles of self-managed teams within organizations. This paper introduces such a model tha...
There is no question that some form of strategic planning is key to an organization’s future perf... more There is no question that some form of strategic planning is key to an organization’s future performance. However, there are several challenges to implementing this type of planning in an organization. Large group interventions are one set of methods for addressing these challenges. This paper outlines the key characteristics behind different types of large group interventions. In addition, it describes the framework for creating a Real Time Strategic Change intervention and the necessary elements for using this approach in your organization. THE CHALLENGES OF STRATEGIC PLANNING Strategic planning implies planning for the long-term. In many organizations, the time frame associated with this type of planning is from three to five years into the future. Due to this timeframe, there are several challenges associated with long-range planning. These include: creating a plan that is breakthrough in its orientation rather than “more of the same,” getting all stakeholders to commit to the o...
To create value for customers, organizations need to become increasingly agile. This challenge ha... more To create value for customers, organizations need to become increasingly agile. This challenge has been present for some time. However, few organizations have truly developed a framework (i.e., organizational architecture) that speaks to this challenge and ensures successful performance in an environment of accelerated change and heightened competition. Instead, organizations that have embraced quality management practices have primarily focused on product/service quality requirements and cost containment. Value is more than quality; it spans the supplier-organization-customer chain and occurs over the lifetime of customers and their ongoing use of products/services. Value is also more than cost containment. All aspects of an organization need to be continually studied, refined and/or recreated, and aligned to serve current and anticipated customer needs, wants, and expectations. This paper overviews the purpose of organizational architecture. It addresses why organizational archite...
strating sincere interest. It also means immersing yourself in the story without interrupting to ... more strating sincere interest. It also means immersing yourself in the story without interrupting to ask questions, and foregoing judgment of the person and the story’s content. Ultimately, the listener wants to hear the details about a situation rather than interesting sound bites or a sanitized report. You can evoke stories by using prompts that begin with the words “tell me about....” This approach can be used in talking with an employee about an issue or problem, for coaching someone or relaying performance feedback, in new
THE LINK BETWEEN COACHING AND CHANGE The intricacy and speed of organizational life often force a... more THE LINK BETWEEN COACHING AND CHANGE The intricacy and speed of organizational life often force a company to make large-scale changes rapidly. This in turn requires leaders to quickly develop new leadership proficiencies and may require new attitudes and leadership styles. Few leaders have the time or patience to sit through leadership training courses, and training without orchestrated follow-up has not proven to be the most effective way to change behavior. How then can organizations implement the kinds of large-scale change they need to stay competitive in a rapidly changing market? For many companies who face this common challenge, a significant part of the answer is leadership coaching. The role of the leader is key whether the organization is merging with another entity, being acquired by another enterprise, reengineering its processes, downsizing its operations, or undertaking any number of productivity and profitability initiatives. For leaders, coaching offers concentrated,...
Every association seeks the secret sauce—how to create the right conditions so current and prospe... more Every association seeks the secret sauce—how to create the right conditions so current and prospective members open their wallets and hand over monies for membership dues. Sending e-mails touting the association’s benefits and services is not going to do it. Neither are traditional member endorsements. Telling prospects they are going to miss a future opportunity will not either. Forget data and facts; even in the shortest of short-term memory, they are not remembered. To get people to take action, you need to engage them beyond their intellect. You need to pull at their hearts and spirits to get them to want what you offer. The only way to do this is through story. Especially in today’s world when keeping members is more critical than ever. This article highlights two categories of stories: individual stories from association members and stories that highlight various aspects of the association.
The next wave of data monetization will be improving how leaders and staff make better, faster, m... more The next wave of data monetization will be improving how leaders and staff make better, faster, more accurate decisions that they are confident in — which lead to actions that spark value.
This paper covers: * Why a massive mindset shift is needed, from a sole focus on data to collaborative data-informed (NOT data-driven) decision-making * Why OSEMN and the scientific method are insufficient as decisioning approaches * How to incorporate tangible business value, unknown and unknowable data, and intuition into the decisioning process. * Why decision-making requires human emotions, * How to ensure actionable insights and meaning-making occur (new knowledge is merely sense-making) * An overview of the seven stages of SMARTER. * How business storytelling factors into each stage in the SMARTER approach.
Research since 2009 shows that something is terribly wrong with how leaders interface with their ... more Research since 2009 shows that something is terribly wrong with how leaders interface with their staffs. Yet, while much has been written about business storytelling and the stellar results it can bring to employee engagement, team building, trust, retention, and the like, many leaders still do not utilize this practice on a routine basis. This article outlines specific techniques to build trust, forge relationships and engagement, spark empathy and caring, shift attitudes and intentions, align people’s thinking, increase comprehension, and accelerate decision making
Tools for planning research efforts, and collecting and analyzing qualitative data are limited in... more Tools for planning research efforts, and collecting and analyzing qualitative data are limited in marketing research. Two problems arise from this limitation. First, plans for collecting data are often under- or improperly-focused because the objectives of the research effort are not clearly specified. Second, researchers are often left with unstructured processes for analyzing the data
There is no question that some form of strategic planning is key to an organization’s future perf... more There is no question that some form of strategic planning is key to an organization’s future performance. However, there are several challenges to implementing this type of planning in an organization. Large group interventions are one set of methods for addressing these challenges. This paper outlines the key characteristics behind different types of large group interventions. In addition, it describes the framework for creating a Real Time Strategic Change intervention and the necessary elements for using this approach in your organization. THE CHALLENGES OF STRATEGIC PLANNING Strategic planning implies planning for the long-term. In many organizations, the time frame associated with this type of planning is from three to five years into the future. Due to this timeframe, there are several challenges associated with long-range planning. These include: creating a plan that is breakthrough in its orientation rather than “more of the same, ” getting all stakeholders to commit to the ...
When most organizations embark on a total quality effort they tend to "leap before they look... more When most organizations embark on a total quality effort they tend to "leap before they look." Sometimes a brief assessment of the organization and selection of a quality philosophy occurs prior to management training. Often when a management team does receive training it usually is in the form of a "canned " overview presentation. Management then rushes to start several problem
“I don't understand it. We've had these teams for months and nothing's... more “I don't understand it. We've had these teams for months and nothing's happened.” “Our teams are floundering and we don't know what to do.” “We tried to help our teams but they resented our suggestions. Some people even quit.” Put a group of people in a room with a problem to solve. Give them a basic method for problem solving and they will solve the problem. Right? Not always. So what is needed for teams to be successful in their problem-solving efforts? When a company integrates a total quality management approach into its day-to-day and strategic operations, it tends to stumble onto the answers to this issue. To be successful, process improvement teams (i.e., teams of employees of cross-functional and multilevel representation) that are put together to solve problems need: 1. To be composed of the “appropriate ” individuals—those who work in the work process where the problem is occurring, and customers and suppliers to that work process; 2. Team members who have been exposed to the seven basic QC tools and teams skills; 3. To be given “real ” problems to solve, not solutions to implement; 4. A problem-solving methodology that investigates root causes based on data, before moving
www.partnersforprogress.com Many organizations believe they espouse the tenets of total quality m... more www.partnersforprogress.com Many organizations believe they espouse the tenets of total quality management. However, upon closer inspection, one would observe that few of these companies have truly integrated quality into their businesses to the extent that quality has become a way of life for all employees. Instead, one would notice that quality concepts, methods, and tools are used only in specific activities—quality team meetings, quality training events, and so on. In essence, quality has been laid on top of the traditional organization, creating parallel ways of doing work; quality concepts are used in quality events but it is "business as usual " behind the scenes in what are considered "non-quality" activities (i.e., running the business). How can organizations transition from quality as "add-on work " to quality as the way they do business? This paper will describe specific things companies can do and issues they must address in order to achieve...
To create value for customers, organizations need to become increasingly agile. This challenge ha... more To create value for customers, organizations need to become increasingly agile. This challenge has been present for some time. However, few organizations have truly developed a framework (i.e., organizational architecture) that speaks to this challenge and ensures successful performance in an environment of accelerated change and heightened competition. Instead, organizations that have embraced quality management practices have primarily focused on product/service quality requirements and cost containment. Value is more than quality; it spans the supplier-organization-customer chain and occurs over the lifetime of customers and their ongoing use of products/services. Value is also more than cost containment. All aspects of an organization need to be continually studied, refined and/or recreated, and aligned to serve current and anticipated customer needs, wants, and expectations. This paper overviews the purpose of organizational architecture. It addresses why organizational archite...
ABSTRACT/INTRODUCTION Tools for planning research efforts, and collecting and analyzing qualitati... more ABSTRACT/INTRODUCTION Tools for planning research efforts, and collecting and analyzing qualitative data are limited in marketing research. Two problems arise from this limitation. First, plans for collecting data are often under-or improperly-focused because the objectives of the research effort are not clearly specified. Second, researchers are often left with unstructured processes for analyzing the data generated from interviews or focus groups. Thus, tools that can help marketing researchers to plan their research efforts, and help to structure and analyze qualitative data, would be useful. This paper introduces several such tools from the discipline of total quality management. These tools are useful in the planning of marketing research, as well as in the collection, organization, and analysis of qualitative marketing research data. First, we outline a potential gap in the marketing researcher's capability to analyze verbal data. Next, we introduce tools for addressing t...
Keeping employees involved is essential for maintaining a high performance work force. One way or... more Keeping employees involved is essential for maintaining a high performance work force. One way organizations can increase employees' levels of engagement and self-motivation is through storytelling. Stories help connect people, build relationships, and ..
Many organizations believe they espouse the tenets of total quality management. However, upon clo... more Many organizations believe they espouse the tenets of total quality management. However, upon closer inspection, one would observe that few of these companies have truly integrated quality into their businesses to the extent that quality has become a way of life for all employees. Instead, one would notice that quality concepts, methods, and tools are used only in specific activities—quality team meetings, quality training events, and so on. In essence, quality has been laid on top of the traditional organization, creating parallel ways of doing work; quality concepts are used in quality events but it is "business as usual" behind the scenes in what are considered "non-quality" activities (i.e., running the business). How can organizations transition from quality as "add-on work" to quality as the way they do business? This paper will describe specific things companies can do and issues they must address in order to achieve this paradigm shift. These in...
INTRODUCTION Over the past few years, there has been a lot of talk about the benefits of self-man... more INTRODUCTION Over the past few years, there has been a lot of talk about the benefits of self-managed teams (also known as self-directed teams, natural teams, or semiautonomous work groups). Everyone seems to want some form of them in their organization. A number of books and articles have been written on the subject since they were first introduced in the 1940s as a method of employee involvement. They typically list the activities and steps the organization should follow to develop self-managed teams, outline the skills required of team leaders and team members, and describe the phases an organization goes through to achieve its objective of employing self-managed teams. These books and articles contain good ideas and useful information, yet many organizations do not have fully functioning self-managed teams. Why is this? We believe it is due, in part, to the lack of a model that describes the roles of self-managed teams within organizations. This paper introduces such a model tha...
There is no question that some form of strategic planning is key to an organization’s future perf... more There is no question that some form of strategic planning is key to an organization’s future performance. However, there are several challenges to implementing this type of planning in an organization. Large group interventions are one set of methods for addressing these challenges. This paper outlines the key characteristics behind different types of large group interventions. In addition, it describes the framework for creating a Real Time Strategic Change intervention and the necessary elements for using this approach in your organization. THE CHALLENGES OF STRATEGIC PLANNING Strategic planning implies planning for the long-term. In many organizations, the time frame associated with this type of planning is from three to five years into the future. Due to this timeframe, there are several challenges associated with long-range planning. These include: creating a plan that is breakthrough in its orientation rather than “more of the same,” getting all stakeholders to commit to the o...
To create value for customers, organizations need to become increasingly agile. This challenge ha... more To create value for customers, organizations need to become increasingly agile. This challenge has been present for some time. However, few organizations have truly developed a framework (i.e., organizational architecture) that speaks to this challenge and ensures successful performance in an environment of accelerated change and heightened competition. Instead, organizations that have embraced quality management practices have primarily focused on product/service quality requirements and cost containment. Value is more than quality; it spans the supplier-organization-customer chain and occurs over the lifetime of customers and their ongoing use of products/services. Value is also more than cost containment. All aspects of an organization need to be continually studied, refined and/or recreated, and aligned to serve current and anticipated customer needs, wants, and expectations. This paper overviews the purpose of organizational architecture. It addresses why organizational archite...
strating sincere interest. It also means immersing yourself in the story without interrupting to ... more strating sincere interest. It also means immersing yourself in the story without interrupting to ask questions, and foregoing judgment of the person and the story’s content. Ultimately, the listener wants to hear the details about a situation rather than interesting sound bites or a sanitized report. You can evoke stories by using prompts that begin with the words “tell me about....” This approach can be used in talking with an employee about an issue or problem, for coaching someone or relaying performance feedback, in new
THE LINK BETWEEN COACHING AND CHANGE The intricacy and speed of organizational life often force a... more THE LINK BETWEEN COACHING AND CHANGE The intricacy and speed of organizational life often force a company to make large-scale changes rapidly. This in turn requires leaders to quickly develop new leadership proficiencies and may require new attitudes and leadership styles. Few leaders have the time or patience to sit through leadership training courses, and training without orchestrated follow-up has not proven to be the most effective way to change behavior. How then can organizations implement the kinds of large-scale change they need to stay competitive in a rapidly changing market? For many companies who face this common challenge, a significant part of the answer is leadership coaching. The role of the leader is key whether the organization is merging with another entity, being acquired by another enterprise, reengineering its processes, downsizing its operations, or undertaking any number of productivity and profitability initiatives. For leaders, coaching offers concentrated,...
Every association seeks the secret sauce—how to create the right conditions so current and prospe... more Every association seeks the secret sauce—how to create the right conditions so current and prospective members open their wallets and hand over monies for membership dues. Sending e-mails touting the association’s benefits and services is not going to do it. Neither are traditional member endorsements. Telling prospects they are going to miss a future opportunity will not either. Forget data and facts; even in the shortest of short-term memory, they are not remembered. To get people to take action, you need to engage them beyond their intellect. You need to pull at their hearts and spirits to get them to want what you offer. The only way to do this is through story. Especially in today’s world when keeping members is more critical than ever. This article highlights two categories of stories: individual stories from association members and stories that highlight various aspects of the association.
Uploads
This paper covers:
* Why a massive mindset shift is needed, from a sole focus on data to collaborative data-informed (NOT data-driven) decision-making
* Why OSEMN and the scientific method are insufficient as decisioning approaches
* How to incorporate tangible business value, unknown and unknowable data, and intuition into the decisioning process.
* Why decision-making requires human emotions,
* How to ensure actionable insights and meaning-making occur (new knowledge is merely sense-making)
* An overview of the seven stages of SMARTER.
* How business storytelling factors into each stage in the SMARTER approach.
To get people to take action, you need to engage them beyond their intellect. You need to pull at their hearts and spirits to get them to want what you offer. The only way to do this is through story. Especially in today’s world when keeping members is more critical than ever. This article highlights two categories of stories: individual stories from association members and stories that highlight various aspects of the association.
This paper covers:
* Why a massive mindset shift is needed, from a sole focus on data to collaborative data-informed (NOT data-driven) decision-making
* Why OSEMN and the scientific method are insufficient as decisioning approaches
* How to incorporate tangible business value, unknown and unknowable data, and intuition into the decisioning process.
* Why decision-making requires human emotions,
* How to ensure actionable insights and meaning-making occur (new knowledge is merely sense-making)
* An overview of the seven stages of SMARTER.
* How business storytelling factors into each stage in the SMARTER approach.
To get people to take action, you need to engage them beyond their intellect. You need to pull at their hearts and spirits to get them to want what you offer. The only way to do this is through story. Especially in today’s world when keeping members is more critical than ever. This article highlights two categories of stories: individual stories from association members and stories that highlight various aspects of the association.