BHMT CC 3E-Development-Toolkit

3E Development Toolkit
A Guidebook for Developing

Targeted KP Behaviors through
Experience, Exposure & Education
By National Leadership Development
Kaiser Permanente
Version 7.0 (December 1, 2011)
TABLE OF CONTENTS
INTRODUCTION 3-4
CORE: KP BEHAVIORS 5-20
Champions Innovation and Change 5

Collaborates 9
Communicates Effectively 11
Develops Self/Others 13
Drives for Results 15
Focuses on the Customer 17
Takes Accountability 19
MENU: KP BEHAVIORS 21-44
Acts with Compassion 21

Deals with Ambiguity 25
Demonstrates Business Acumen 27
Demonstrates Creativity 29
Demonstrates Resource Stewardship 31
Exerts Influence 33
Leverages Technology 35
Makes Effective Decisions 37
Pays Attention to Detail 39
Recognizes and Rewards Others 40
Solves Problems through Planning & Analysis 42
Thinks and Acts Strategically 44
APPENDIX 46
Sources 46
Kaiser Permanente
INTRODUCTION
3E - 70/20/10 - MODEL OF DEVELOPMENT
At Kaiser Permanente, we believe in the 3E development philosophy or 70/20/10
model of development. This philosophy and model describes development as
occurring via 3 main ways: Experience, Exposure, and Education. Development
generally begins with a realization of current or future needs and the motivation to
do something about it. Development actions (i.e. 70/20/10 actions) work best
when orchestrated together. Alone, they are single ways to develop. However,
incorporating a blend of all 3 types of development for any given KP behavior
will help to accelerate the development process in building the capability in
the targeted behavior:
70% of learning and development takes place from real-life and on-the-job
experiences, tasks, and problem solving. This is the most important aspect
of any learning and development plan.
20% of development should occur through exposure opportunities:
feedback, coaching, mentoring, and networking.
10% of development should occur through education: formal training –
classes, programs, e-Learning courses, books.
This Development toolkit provides an assortment of 3E development ideas &
suggestions for each of the 7 core and 12 menu KP Behaviors from which to
select those that support your Individual Development Plan (IDP).
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70% Experience
Stretch & Challenging Assignments
Cross-Regional & Cross-Functional
Projects
Regional Rotations (Short Term)
Job Changes
Special Projects or Process
Improvement Initiatives
20% Exposure
Feedback (including Peers)
Performance Reviews
Mentoring
Coaching 10%
Social Networking Education
Job Shadowing Courses
Readings
eLearning
3E - 70/20/10 - MODEL OF DEVELOPMENT

It can also help to get ideas to help you support your IDP goals. For example,
consider creating an Individual Development Plan (IDP) which includes your
development goals (current and future) with a blend of 3E ideas/activities (70%
Experience, 20% Exposure, and 10% Education) for each development goal.
Review, update, and discuss your IDP with your KP manager.
The development ideas in the Toolkit are just that -- ideas –and are not written as
development goals in SMART language. It is up to the individual to write the ideas
out so that they are measurable, etc.
Kaiser Permanente 4
CHAMPIONS INNOVATION AND CHANGE
DESCRIPTION:
Embraces and generates better and innovative ways to improve performance
aligned to a shared purpose. Commits to sustained, effective change.
BACKGROUND:
Contrary to popular belief, innovative ideas are not “bolts out of the blue” or the
product of a few lone geniuses. As Peter Drucker states, innovation is “a
conscious, purposeful search for opportunities”; innovation is a systematic
practice and anyone can learn the skills and practice of innovation. Conceptually,
these include: (from Peter Denning, The Social Life of Innovation,
Communications of the ACM, 2004: p 15 - 19)
- Listen and synthesize.
o Ability to hear others’ ideas, needs, preferences and to blend them
together with your own to create new ideas.
- Awareness.
o Ability to perceive opportunities, distinguishing them from your own
agenda, ability to overcome cognitive blindness
- Focus and persistence.
o Ability to maintain attention on innovation challenge amidst chaos and
obstacles.
- Declarations.
o Ability to make simple, powerful, moving, eloquent statements about
the future that serve as attractors for others
- Destiny.
o A sense of the future and of possibilities that is powered by a larger
purpose.
- Networks and allies.
o Ability to build and maintain productive relationships with others,
especially representing different perspectives and skills.
- Learn.
o Constantly seeking new ideas, skills and experiences from traditional
and non-traditional sources; a mindset of inquiry.
EXPERIENCE-BASED DEVELOPMENT IDEAS (70%):

Brainstorm, with a small team, ideas that will positively influence your area of
work
Promote an innovative idea or change effort to senior management and
influence their support
Connect with the Innovation Fund for Technology to discuss your idea and
possible seed funding (https://ideabook.kp.org/docs/DOC-11840)
Act as both a KP sponsor and a model for innovation and change by supporting
your team’s needs and leading by example through a KP change initiative.
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CHAMPIONS INNOVATION AND CHANGE (cont.)
Lead a transformational project or major initiative (such as hospital opening,
major clinical or technology system redesign, or planning for Healthcare Reform).
Communicate and spread success stories of innovation and change within KP,
providing anecdotal experiences and personal testimonials that humanize the
experience.
Recognize and reward behavior that supports and facilitates a new innovation or
change initiative.
Explain the importance of innovation and necessary change to KP and the
rationale behind these projects when you see examples.
EXPOSURE DEVELOPMENT SUGGESTIONS (20%):

Personal contacts:
Identify and engage with a KP Mentor who has experience leading innovation or
change initiatives at KP. Negotiate the mentor-mentee relationship with your
mentor including goals and objectives. Discuss key learnings with him/her of
what works and what does not when managing your own innovation or change
initiatives.
Interview/shadow a change or innovative leader to learn tips and techniques for
delivering messages to keep KP employees informed of innovation or change.
Meet with a KP Organizational Effectiveness/Organizational Development
consultant to get coaching and tips on how to most effectively roll out a change
initiative or innovation effort.
Manage innovation:
Communicate a KP innovation or change initiative to your team, and encourage
and support it through each step of the change transition.
 Stay visible and have frequent face-to-face communication.
 Be candid in your communication about what you know and what you don’t.
 Clarify any mixed messages.
 Acknowledge emotions openly and sympathetically.
 Respond to questions and requests for information in a timely manner.
 Reinforce enthusiasm for change.
Get feedback and exchange information on the KP innovation or change
initiative using communication opportunities and tools such as:
 Team meetings/one-on-one meetings
 KP’s Intranet
 Emails/Voicemails
Use innovation resources:

Visit the Innovation Resources website
http://kpnet.kp.org:81/kpit/innovation/index.html
Visit the Garfield center in person or take a video tour
http://xnet.kp.org/innovationcenter/
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Read the recent innovation technology reviews and latest from external
innovation conferences https://wiki.kp.org/wiki/display/iat/IAT+Research
Attend a new innovative technology demonstration session via WebEx or at the
Garfield Center http://kpnet.kp.org/innovationcenter/activities/view_calendar.htm
Join KP’s Innovate Community on IdeaBook or form a learning network with
others who are also championing innovation and change initiatives at KP.
https://ideabook.kp.org/community/innovate
See, hear and understand innovation videos
o What is important to our members in the “Voices From Our
Members” video.
http://cl.kp.org/pkc/national/cmi/dept/061509_patientcenteredcar
e/index.html
o Understand what care delivery innovations are occurring outside of
Kaiser Permanente. Visit that Agency For Health Care Research and
Quality (AHRQ)’s Health Care Innovation Exchange. Browse by subject.
http://www.innovations.ahrq.gov/
Connect with health care innovators outside Kaiser Permanente by participating
in KP’s Innovation Learning Network (ILN) and the parallel internal group, the
Garfield Innovation Network (GIN). http://www.innovationlearningnetwork.org
EDUCATION (10%):
Training and Self Study Courses:
There are a variety of training courses available to help you build and
improve your innovation acumen. Click the links listed below or follow the
path for course catalogues and additional information.
Access KP Learn to register for instructor-led and web-based classes
throughout KP.
 https://kplearn.kp.org/Saba/Web/KaiserPermanente
Participate in a “Leading Change 15/45” – Team Development Activity
Attend Skillsoft online courses are related to innovation:
Creativity and Innovation in the Workplace
Generating Creative and Innovative Ideas PD0032 3.5 hours
Evaluating Creative and Innovative Ideas PD0033 3.5 hours
Implementing Creative and Innovative Ideas PD0034 5 hours
Suggested Readings:
Innovation in Action: A Practical Guide For Healthcare Teams. Scott D Endsley, MD
180 Ways to Effectively Deal with Change: Get over it! Get with it! Get to it! by L.
Calzada
The Innovator’s Prescription: A Disruptive Solution for Health Care by Clayton
Christensen
Dealing with Darwin: How Great Companies Innovate at Every Phase of Their Evolution
by Geoffrey Moore
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Blend of All 3E’s :

Join the “Garfield Innovation Network”, on IdeaBook
Lead a new project related to the Healthcare Reform. Build a common mindset
around Healthcare Reform and the implications for KP.
Find a KP Mentor that has experience leading significant innovation or change
initiatives at KP. Discuss key learnings with him/her.
Participate in a “Leading Change 15/45” – Team Development Activity.
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COLLABORATES
DESCRIPTION:
Supports individual and team efforts by encouraging, influencing and engaging
others with different backgrounds, experiences, and points of view. Establishes
effective working partnerships, participates in joint decision-making (when
appropriate), and works through differences to achieve shared goals.

Share information with KP stakeholders regarding progress made against goals
and milestones.
Share your thinking on a current business issue at KP and invite the response of
others.
Seek out the opinions and perspectives of KP leaders outside your team. Look
for the value in their attitudes, experiences, and tenure with KP that is brought to
the team.
In meetings, solicit the ideas of less vocal team members. Be receptive to
diverse thinking through what you say and do in response to new ideas.
Lead a unit based team for KP process improvement team to work on solving a
critical issue or unique problem. Initiate idea from new colleagues to get
broader, more inventive results.

Ask for feedback on a deliverable you are currently working on to develop a
strong shared point of view.
Actively seek feedback from other KP colleagues with varying backgrounds and
include them in thought partnering or problem-solving.
Identify others whose work areas interact and intersect with yours. Discuss your
common goals and ways you can work together to achieve them.
Join KP’s IdeaBook or form a social learning network with other KP employees
to initiate collaboration. Look for people in similar situations, and create a
process for sharing and learning new ideas.
Seek input and information with other KP employees with different expertise to
brainstorm or thought partner on new ideas.
Kaiser Permanente 9
COLLABORATES (cont.)
EDUCATION (10%):
There are a variety of training courses available to help you build and improve this
behavior. Click the links listed below or follow the path for course catalogues and
additional information.
Access KP Learn to register for instructor-led and web-based classes throughout
KP.
 http://kpnet.kp.org:81/kpit/hr/training/kpli/index.html
 KP Natl. Portal>Site List>KP-IT (The Hub)>HR>KP Learning Institute
Suggested Readings:
The Empowered Manager by Peter Block
Mastering the Art of Creative Collaboration by R. Hargrove
Trust in Knowledge Management and Systems in Organization by Maija-Leena
Huotari and Mirja Iivonen

Lead a new project related to the 2010 Healthcare Reform. Build a common
mindset around Healthcare Reform and the implications for KP.
Find a KP Mentor that has experience leading large collaborative initiatives at
KP. Discuss key learnings with him/her.
Participate in a “Collaborative 15/45” – Team Development Activity.
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COMMUNICATES EFFECTIVELY
DESCRIPTION:
Seeks to understand. Asks others for input and feedback, including those with
different backgrounds, experiences, and points of view. Actively listens and
ensures that people are heard and can raise concerns. Clearly and openly
expresses ideas. Adjusts communications to fit the audience. Keep others
appropriately informed of goals and objectives.

In meetings, try asking others for their views before you share yours.
Seek to understand. Show that you are listening attentively by reflecting and
paraphrasing what you heard.
Articulate the unique value you bring to KP. Seek opportunities to communicate
that value to others and connect it to KP’s business imperatives.
Write speaker notes to a presentation for your manager.
Before making a presentation to KP constituents, understand the audience. One
presentation generally does not play equally well across audiences. Many times
you will have to adjust the tone, pace, style, and even the message and how you
adopt it for different audiences. If you are giving the same presentation (or
delivering the same message) to multiple audiences, always ask yourself how
are they different.
Participate as a speaker at a professional association or national conference.

Work with a KP Mentor who has been identified as someone who has excellent
communication skills or has given presentations externally on behalf of KP.
Observe while they communicate, taking note of their communication style, how
they deal with the audience’s concerns and their style in answering questions.
Incorporate these tactics into your communication and presentations.
Join KP’s IdeaBook to use social networks with others to clearly and openly
express ideas. Look for people in similar situations, and create a process for
sharing and learning together.
Shadow people who are successful at communicating to members, colleagues
and customers.
Solicit feedback from a KP peer about your ability to consider a range of ideas.
Identify any biases you have against particular people or issues.
COMMUNICATES EFFECTIVELY (cont.)
EDUCATION (10%):
KP.
Participate in a Active Listening 15/45 – Team Development Activity
Participate in a Giving and Receiving Feedback 15/45 – Team Development
Activity (contact Organizational Effectiveness)
Suggested Readings:
The Power of Corporate Communication: Crafting the Voice and Image of Your
Business by Paul Argenti and Janis Forman
Communicating Effectively by Lani Arredondo
The Lost Art of Listening: How Learning to Listen Can Improve Communication
by Michael Nichols

Find a KP Mentor that has experience leading effective communication initiatives
at KP. Discuss key learnings with him/her.
Participate in a “Communicates Effectively 15/45” – Team Development Activity.
DEVELOPS SELF/OTHERS
DESCRIPTION:
Builds skills and capabilities to enhance performance. Seeks and applies
feedback. Shares knowledge, feedback and contributes to the learning of others.

DEVELOPS SELF:
Leverage your strengths at KP. Maintain the clear strengths you will need in the
future by testing them in new task assignments.
Agree to take on a short term stretch assignment or project at KP, such as: (1)
significant increase in both internal and external scope and complexity, (2)
significant increase in visibility and/or bottom line responsibility at KP, (3)
unfamiliar function, technology, or region.
DEVELOPS OTHERS:
Look for one opportunity each day to provide support for your team.
Provide challenging and stretching assignments to your team.
Hold frequent development discussions as part of scheduled 1:1 meetings or
check-ins.
Ask direct reports to create an IDP with a mentor.

DEVELOPS SELF:
Learn from feedback. Ask for candid feedback from your manager, mentors,
colleagues and HR Business Partners. Your spouse, partner or friends and
family can be powerful sources of feedback on such things as interpersonal
style, values, balance between work, career, and personal life, etc.
Form a learning network with other KP peers working on the same
development goal. Look for a variety of people inside KP. Give feedback to
each other; try new and different things together; share successes, failures, and
lessons.
DEVELOPS OTHERS:
Ask your team to do an inventory of their own personal strengths and
development opportunities. Get input from others. Ask your team what they
appreciate about you as a leader and as a manager and what they would prefer
you change. Encourage them to include their strengths and development
opportunities into their development plan.
Model your own commitment to development by sharing your development
objectives and asking for regular feedback
Find a KP Mentor who is skilled in translating broad development strategies into
day-to-day activities; ask for their ideas on how to provide good direction to your
current direct reports.
DEVELOPS SELF/OTHERS (cont.)
EDUCATION (10%):
SELF AND OTHERS:
KP.
Participate in a “Coaching 15/45” – Team Development Activity (contact
Organizational Effectiveness)
Suggested Readings:
Total Performance IDP Guide for Employees, Kaiser Permanente
Total Performance IDP Guide for Managers, Kaiser Permanente
Leader As Coach: Strategies for Coaching and Developing Others by David
Peterson

Find a KP Mentor that has experience in successfully developing self and others
Participate in a “Developing Self and Others 15/45” – Team Development
Activity.
DRIVES FOR RESULTS
DESCRIPTION:
Makes timely decisions and takes action. Seeks out and utilizes appropriate
information and resources to achieve outcomes that best serve the organization.
Resolves barriers and obstacles that impede progress. Monitors progress and
acts to ensure success in an ethical manner.

Create a reasonable balance between analyzing an issue and taking action.
Watch for opportunities for improving a process or efficiency in getting a project
completed, and take action to achieve these improvements.
Access your KP networks and pull from known resources to assist you in timelier
decision-making.
Start with the end in mind, and keep your sights set on the result.
Follow up on the progress of a key KP project and continue to convey the sense
of urgency in getting it done.
Start earlier. Always do 10% of each task immediately after it is assigned so you
estimate the time it is going to take to finish the rest. Divide tasks and
assignments into thirds and schedule time to do them. Always leave more time
than you think it’s going to take.
Get certified in Six Sigma and lead a team.

Identify a KP leader who is known for getting results done, and ask him/her to be
a mentor for you. Ask him/her how s/he prioritizes projects, shows a sense of
urgency (both verbally and nonverbally), and what strategies, in the past, have
worked well for him/her at KP.
Seek mentoring. Find a KP Mentor that considers execution as a clear strength
to help you remain focused despite setbacks.
Seek feedback from others on your ability to balance process with getting results
completed.
Compare your own assessment of your work with the feedback from a KP
colleague who has proven ability to execute at KP.
Join KP’s IdeaBook or form a learning network with others who are known
experts for “Drive for Results” at KP. Look for people in similar situations, and
create a process for sharing and learning together.
DRIVES FOR RESULTS (cont.)
EDUCATION (10%):
KP.
Suggested Readings:
Execution: The Discipline of Getting Things Done by Larry Bossidy and Ram
Charan
Turning Goals Into Results: The Power of Catalytic Mechanisms by James
Collins (HBR OnPoint Enhanced Edition, Harvard Business Review)
Managing for the Future by Peter Drucker

Find a KP Mentor that has experience in leading driving for results initiatives at
Participate in a “Driving for Results 15/45” – Team Development Activity.
Enroll in KP’s 4D’s of Execution.
FOCUSES ON THE CUSTOMER
DESCRIPTION:
Consistently demonstrates the knowledge, skills, abilities and behaviors necessary
to provide superior and culturally sensitive service to each other and to our
patients, members, customers, contracted providers, vendors, regulators and
communities.

Know who KP’s internal and external customers are and be sure to have a clear
understanding of their needs before offering a solution.
Ask to observe/shadow an employee in one of KP’s service/call centers,
handling complaints and inquiries from customers.
Train customers in the use of the organization’s products or services.
If you are currently on or lead a committee or large-scale project add input from
a member or customer.

Ask to observe/shadow a KP employee from KP’s service/call centers, handling
complaints and inquiries from customers.
Share KP success stories relating to customer service with KP employees and
peers.
Volunteer to interview a KP employee from Customer Service or on of our Call
Centers on how to follow up on a request from a dissatisfied customer.
Join KP’s IdeaBook or form a learning network with others on what customer
service means at KP. Look for people in similar situations, and create a process
for sharing and learning together. Share ideas and success stories on recent
observations of superior customer service at KP.
EDUCATION (10%):
KP.
FOCUSES ON THE CUSTOMER (cont.)
Suggested Readings:
The Seven Myths of Customer Management: How to Be Customer-Driven
without Being Customer-Led by John Abram and Paul Hawkes
Customer Care Excellence by Sarah Cook
The New Market Leaders: Who’s Winning and How in the Battle for Customers
by Fred Wiersema
Epidemic of Care: A Call for Safer, Better, and More Accountability Health Care
by George C. Halvorson

Find a KP Mentor that has experience leading customer focus initiatives at KP.
Discuss key learnings with him/her.
Participate in a “Focuses on the Customer 15/45” – Team Development Activity.
TAKES ACCOUNTABILITY
DESCRIPTION:
Takes personal ownership for commitments and performance, including specific
deliverables & timeframes; consistently delivers as promised, with integrity.

Don’t wait until the last minute to meet performance targets. Not only will you not
be timely, your decision quality and accuracy is likely to be less effective.
Procrastinators miss deadlines and performance targets. If you procrastinate,
you might not produce consistent decisions. Start earlier. Always do 10% of
thinking about the decision immediately after it is assigned so you can better
gauge what it is going to take to finish the rest.
Plan and organize. Set tighter priorities. Focus more on the mission-critical few
decisions. Don’t get diverted by trivial work and other decisions. Get better
organized and disciplined.
Don’t get caught in analysis paralysis. Break out of your “examine-it-to-death”
and “always-take-the-safest-path” mindset and just do it.
Thoughtfully set priorities. What should you spend half your time on? Can you
name five things that you have to do that are less critical? If you can’t, you’re not
differentiating well.

Find a KP Mentor who has been identified as someone who is known for being
accountable. Observe how they hold themselves accountable for their
assignments; incorporate these tactics into your daily work routine. Have this
person then observe you while you deal with commitments and have them
provide feedback to help fine-tune your accountability.
Join KP’s IdeaBook or form a learning network with other KP employees who are
sharing ideas on how to be more accountable. Look for people and create a
process for sharing and learning together.
EDUCATION (10%):
KP.
TAKES ACCOUNTABILITY (cont.)
Suggested Readings:
Getting Things Done: The Art of Stress-Free Productivity by David Allen
Execution: The Discipline of Getting Things Done by Larry Bossidy, Ram
Charan, and Charles Burck
Who Will do What by When? How to Improve Performance, Accountability and
Trust with Integrity by Hanson, T., & Hanson, B.Z.

Find a KP Mentor that has experience in taking accountability at KP. Discuss
key learnings with him/her.
Participate in “Accountability 15/45” – Team Development Activity.
ACTS WITH COMPASSION
DESCRIPTION:
Demonstrates a genuine caring attitude toward others. Concerned about the well
being of others in their work and personal lives. Treats others with empathy,
dignity and respect.

Begin staff meetings by celebrating an act of compassion.
Recognize and reward behavior that supports and facilitates compassion.
Communicate and spread success stories of compassion within your team or at
KP broadly, providing anecdotal experiences and personal testimonials that
humanize the experience.
For clinical staff, incorporate compassion into your rounding routines. If others
are rounding with you, ask for their feedback on things you did that showed
compassion and things you could change to demonstrate more compassion with
members/patients and fellow employees.
Keep a daily journal of acts of compassion that were demonstrated in the
workplace by yourself or others.
End meetings by asking if there is anything else I can do for you.
Volunteer for community service work with people in need and focus on bringing
a spirit of compassion to the volunteer work.

Find a mentor who is consistently compassionate and ask if she/he will mentor
you. Agree together on what you want to get from the mentoring, what each
person’s role is and how you will make the most from the mentoring relationship.
Interview/shadow a Kaiser Permanente employee in a medical office or hospital
who is known for their compassion; ask them to describe the actions they are
taking to show compassion towards members/patients.
Learn from role models by picking one person at work and one person in your
personal life that you think are especially compassionate. Carefully observe what
they do and how they behave that makes them compassionate. See which of
their behaviors or habits you could comfortably and genuinely adapt.
Ask for feedback from peers, direct reports or your manager. What are examples
they see where you show compassion and examples where you have an
opportunity for improvement.
ACTS WITH COMPASSION (cont.)
EDUCATION (10%):
behavior. KP Learn Library offers the following courses:
Nursing Visions, Values, Model NSG:PCS Strategy 09
Offering ID 00325715
Caring Sciences NSG:PCS_NS_CS_11 Offering ID
00519695
Relationship Based Care NSG:PCS_NS_RBC Offering ID
00359628
Skillsoft courses are available online with manager approval. Note: there is a $100
annual cost to access the Skillsoft library. Following are specific e-learning
modules that might enhance your ability to act with compassion:
o Effective Relationships with Customers (2 hours) Bus:NLD ss comm 12
a04 ss, Offering ID 00329034
o Effective Relationships with Business Partners (3 hours) Bus:NLD ss
comm. 12 a05 ss, Offering ID 00329036
o An Essential Guide to Giving Feedback (2.5 hours) Bus:NLD ss
comm0521, Offering ID 00329033
o Giving Feedback to Colleagues (4.5 hours) Bus:NLD ss comm0523,
Offering ID 00329040
o Team Feedback: A Guide (4 hours) Bus:NLD ss comm0524, Offering ID
00329042
o Giving Feedback: A Manager’s Guide (4 hours) Bus:NLD ss comm0525,
Offering ID 003290
o Complete e-learning program Management Essentials: Caring for Your
Direct Reports Bus:NLD ss MGmt_15_A07_BS, Offering ID 00381755
Department of Care and Service Quality website:

AIDET Communication (Acknowledge, Introduce, Duration,
Explanation, and Thank) is an evidence based communication model that
provides a framework for communication with patients, families, and each
other that leads to better patient satisfaction, staff satisfaction, and clinical
outcomes. http://kpnet.kp.org/qrrm/service2/COE/aidet.html
Communication with CARE – The purpose of this training is to
establish warm, caring, patient-centered communication using CARE skills.
The training also incorporates new evidence based communication
strategies. http://kpnet.kp.org/qrrm/service2/COE/Care.html
Nursing Pathway Website: Caring Science

Caring Science comes from the Human Caring Theory that was
originally developed by Dr. Jean Watson. Caring Science becomes broader
than just nursing practices and can be applied to any care giver situation or
healthcare worker role. Caring Science makes explicit the covenant we
have with the public and acknowledges the mind-body-spirit connections
and healing arts used in healthcare.
http://nursingpathways.kp.org/ncal/practice/caringscience/index.html
Nursing Pathway Website:

Kaiser Permanente Nursing Vision, Values & Model
Kaiser Permanente nurses advance the art and science of nursing in a
patient-centered healing environment through our professional practice and
leadership. http://kpnet.kp.org/nursing/nursingstrategy/
Lead or participate in a 15/45 meeting on compassion where the first 15

minutes is spent presenting information and the last 45 minutes are spent in Q
and A dialogue.
Suggested Readings:
Caring: Making a difference one story at a time -
http://www.communicationsplus-la.com/shareyourstory.htm
Human Caring Science: A Theory of Nursing by Jean Watson
Weaving Complexity and Business: Engaging the Soul at Work by Roger Lewin
and Birute Regine
If Disney Ran Your Hospital by Fred Lee
To Weep for a Stranger: Compassion Fatigue in Caregiving by Patricia Smith
High Performance Healthcare by Judy Catrell
Relationship Based Care: A Model for Transforming Practice By Mary
Koloroutis, Marie Manthey, Jayne Felgen, Colleen Person, Leah Kinnaird, Donna
Wright, Sharon Dingman
High Performance Healthcare: Using The Power of Relationships to Achieve
Quality, Efficiency & Resilience By Jody Hoffer Gittell
Suggested Movies: (Watch movies with team members or individually to better

understand the meaning of compassion)
Patch Adams starring Robin Williams – A medical student in the 70’s that treats
patients using humor
Doc Hollywood starring Michael J Fox – A young doctor causes a traffic accident
in a small town and is sentenced to work at the town’s hospital

Consider blending experience, exposure and education. For example, after
reading a book or completing a training program, let your mentor, manager or
team know what you learned and how you plan to measure what you learned.
Ask them for specific feedback on how you are doing in applying what you’ve
learned.
DEALS WITH AMBIGUITY
DESCRIPTION:
Effectively copes with uncertainties and deals with risk. Exercises good judgment
and acts based on available information.

Take small, incremental steps. Dealing comfortably with uncertainty is the ability
to tolerate errors and mistakes, and absorbing the possible discomfort and
criticism that follow.
Start small so you can recover more quickly. Do something as soon as you can
and get used to the discomfort that comes with uncertainty.
Take on a KP project that seems tough and undoable, one where others at KP
may have tried it and have failed.
In times of uncertainty, you need to set clear priorities. Focus on the mission-
critical few. Don’t get diverted by KP’s complexity.
Ask questions to better define the problem. Under uncertainty, it really helps to
get as firm an understanding on the problem as possible. Figure out its root
causes. Brainstorm with other KP colleagues to see how many causes you can
come up with. This increases the chance of a better solution because you can
see more connections.

Shadow people who are good at shifting gears, such as those managing
“turnaround” projects. Ask about their thought process in making comfortable
transitions in high ambiguity situations.
Work with KP leaders who deliberately and effectively adjust their leadership
style to people and situations that are less clear.
KP is a large complex organization. Understanding how different functions,
regions, and locations operate takes some discipline. Look beyond what you see
and ask tenured KP employees for their input and interpretation of KP’s culture.
Redefine progress. Working well with ambiguity and in uncertainty at KP means
moving from incomplete task to incomplete task. Change your emphasis or focus
to feeling good about moving things forward incrementally, rather than “finishing”
the project.
DEALS WITH AMBIGUITY (cont.)
EDUCATION (10%):
KP.
Suggested Readings:
Seeing the Calm in the Storm: Managing Chaos in Your Business Life by Judith
Bardwick
The Connected Leader: Creating Agile Organizations for People, Performance,
and Profit by E. Gobillot
The Ambiguity Advantage: What Great Leaders are Great At by D. Wilkinson

Find a KP Mentor that has experience in dealing with ambiguity at KP. Discuss
Participate in a “Dealing with Ambiguity 15/45” – Team Development Activity.
DEMONSTRATES BUSINESS ACUMEN
DESCRIPTION:
Uses economic, financial, market and industry knowledge and data to understand
and improve business results. Understands health care industry and Kaiser
Permanente's business. Connects internal business activity with broader external
view of business to continuously improve performance.

Reduce your understanding of how KP operates to your own insights. Write them
down in your own words.
Study KP’s annual report and various financial reports.
Notice questions asked by KP’s management. How are they related to
understanding the financial situation?
When KP leaders consider taking a financial risk, ask about their approach at
managing the risk. Ask them to share their plans and their thinking behind them
to understand their calculated risk management.

Learn to think as an expert at KP and in the Healthcare industry. Take problems
to KP experts and ask them what are the keys they look for; observe what they
consider significant and not significant.
Listen to KP leaders explain the financial situation at Town Halls. Assess
whether the messages are accurate, clear, and understandable. Note whether
messages from KP executives are communicated accurately and with
appropriate emphasis.
Observe whether KP leaders use solid financial analyses to make decisions. For
example, some KP leaders take time to create a budget, but may not use it daily.
Work with a KP Mentor who has been identified as a KP finance and market
expert.
EDUCATION (10%):
KP.
DEMONSTRATES BUSINESS ACUMEN (cont.)
Suggested Readings:
What the CEO Wants You to Know: How Your Company Really Works by Ram
Charam
Health Care Will Not Reform Itself: A User’s Guide to Refocusing and Reforming
American Health Care by George C. Halvorson
Health Care Reform Now!: A Prescription for Change by George C. Halvorson
On the Frontiers of Management by R.M. Kanter
Understanding Business by W.G. Nickels, McHugh, J., and McHugh, S.

Find a KP Mentor that has experience in demonstrating business acumen at KP.
Participate in a “Demonstrates Business Acumen 15/45” – Team Development
Activity.
DEMONSTRATES CREATIVITY
DESCRIPTION:
Generates original, innovative, and value-added ideas to improve performance
and meet goals.

Try piloting a new initiative aligned to KP goals/strategy in a small area. Once
successful, try marketing the pilot program to a broader area.
Look for small wins to help maintain momentum and confidence in the viability of
a new idea or initiative at KP.
Challenge yourself and your team to look beyond how we do things at KP today.
Encourage and reward “out-of the-box” thinking.
Carve out dedicated time to brainstorm or discuss ideas with KP colleagues.
Leverage the ideas of other KP colleagues. Listen to them talk about new ideas
and where the ideas have come from. Make sure you acknowledge the
contribution.

Ask a colleague to play “devil’s advocate” and challenge your ideas. Practice
trying to persuade him/her to your way of thinking. Then ask for his/her
feedback.
Use KP’s IdeaBook or other social network sites to share new ideas with KP’s
community. Develop your creativity with your KP peers. Actively network,
exchange ideas, and examine innovative approaches. Benchmark your new
ideas with those KP leaders known to think outside the box.
Develop a learning environment within your KP team or among peers at KP.
Exchange ideas and experiences among team members. Ask open-ended
questions to discover:
 What are our biggest issues regarding meeting KP’s customers’ needs?
 What changes would make the customers’ experience with us more
favorable?
 What ideas do you have regarding KP’s current strategy?
 If this were your business, what would you do differently?
Work with a KP Mentor who has been identified as someone with creative ideas.
Ask how s/he generates new and innovative ideas, and how those ideas
translate into improving performance and meeting goals.
DEMONSTRATES CREATIVITY (cont.)
EDUCATION (10%):
KP.
Suggested Readings:
Borrowing Brilliance: The Six Steps to Business Innovation by Building on the
Ideas of Others by David Kord Murray
How to Get Ideas by Jack Foster
Made to Stick: Why Some Ideas Survive and Others Die by Chip Heath and Dan
Heath
Thinkertoys: A Handbook of Creative-Thinking Techniques by Michael Michalko

Find a KP Mentor that has experience demonstrating creativity at KP. Discuss
Participate in a “Demonstrating Creativity 15/45” – Team Development Activity.
DEMONSTRATES RESOURCE STEWARDSHIP
DESCRIPTION:
Ethically and systematically utilizes the resources entrusted to KP to create
superior quality and value for all members, patients and customers. Shares
successful practices, eliminates waste where it exists, decreases unwanted
variation, and enhances reliability.

Always ask: “How can I improve this to better serve our members and patients?”
Think about money and other resources as if they were your own.
Find ways to do things more effectively and efficiently.
Work on a KP process-simplification improvement team to take steps and costs
out of a current KP process.

Work with a KP Mentor who has been identified as an expert in resource
stewardship.
Join KP’s IdeaBook or form a learning network with others at KP to learn how
others use resources most effectively.
EDUCATION (10%):
KP.
Suggested Readings:
Ethics of Consumption: The Good Life, Justice, and Global Stewardship
(Philosophy and the Global Context Series) by David A. Crocker
The Durable Use of Consumer Products: New Options for Business and
Consumption by Michel Kostecki
Management for a Small Planet by Jean Garner Stead and W. Edward Stead
Strategies for the Green Economy: Opportunities and Challenges in the New
World of Business by Joel Makower
DEMONSTRATES RESOURCE STEWARDSHIP

Find a KP Mentor that has experience in leading resource stewardship initiatives
Participate in a “Resource Stewardship 15/45” – Team Development Activity.
EXERTS INFLUENCE
DESCRIPTION:
Considers the needs of various diverse interests and people. Persuades others to
pursue important courses of action. Mobilizes the interest and commitment of
people to gain buy-in, secure cooperation, adjust agendas, and sustain action
while maintaining and nurturing important work relationships.

Determine what is important to each member/purchaser and tailor your
arguments to their interests/concerns.
Present your position using logic, facts, or data, but also give your perspective
on why you believe your ideas are valid.
Gain sponsorship for your idea or plan. Discover who you will need to support
you and their position in relation to your proposal. Formulate a plan to handle
those that support your idea, oppose it or are neutral.
Be aware of KP's goals and objectives and what issue(s) KP is concerned about;
knowing the strategic intent behind them will better position you to move your
agenda forward.
Attend KP Town Halls with upper management so you can hear and observe
politics, issues, interactions, and influence strategies at KP.

Work with other KP employees who influence in ways different from your own.
Listen to other KP colleagues when they are trying to influence others. Would
you be influenced? Why? Why not? Discuss your perceptions.
Find a KP Mentor who is a know expert at influencing at KP and have him/her
observe your influencing skills. Discuss with him/her ways by which you can
persuade others.
Join KP’s IdeaBook or form a learning network with others working on
negotiation and influence skills. Look for people in similar situations, and create
a process for sharing and learning together.
EDUCATION (10%):
KP.
EXERTS INFLUENCE (cont.)
Suggested Readings:
Secrets to Winning at Office Politics: How to Achieve Your Goals and Increase
Your Influence at Work by M.G. McIntyre
Getting to Yes: Negotiating Agreement Without Giving In by Roger Fisher and
William Ury
Getting Past No by William Ury
Generating Buy-In: Mastering the Language of Leadership by M.S. Walton

Find a KP Mentor that has experience exerting influence at KP. Discuss key
learnings with him/her.
Participate in an “Exerting Influence 15/45” – Team Development Activity.
LEVERAGES TECHNOLOGY
DESCRIPTION:
Maximizes current and new technological capabilities relevant to functional area to
improve business processes, support workflow, and advance efficiencies.
Develops and maintains a working knowledge and up-to-date technological skill
set.

Whenever a new technology surfaces, volunteer to learn and try it first.
Adapt new technology for your role at KP. Practice by picking some technology
and quietly become an expert at it. Introduce it at work. Demonstrate it to your
KP peers.
Create a Lotus Notes Team Room or IdeaBook site.
 Learn web development.
 Use a BlackBerry.
 Familiarize yourself with KP HealthConnect
 Attend a conference at the Sidney Garfield Center.

Work with a KP Mentor who has been identified as a “techie” - someone who is
tech-savvy, and knows the latest technology. Ask him/her how s/he keeps up to
date with the newest technology and specifically, the technology capabilities
relevant to your KP function.
Join KP’s IdeaBook or form a learning network with others sharing ideas relating
to new technology applications at KP. Post questions on IdeaBook and share
ideas relating to technical advances and their applications at KP.
EDUCATION (10%):
KP.
LEVERAGES TECHNOLOGY (cont.)
Suggested Readings:
Groundswell: Winning in a World Transformed by Social Technologies by
Harvard Business School Press
The Geek Gap: Why Business and Technology Professionals Don’t Understand
Each Other and Why They Need Each Other to Survive by Bill Pfleging and
Minda Zetlin
Tomorrow’s Technology and You by George Beekman and Michael Quinn.

Find a KP Mentor that has experience leading technology leveraging initiatives at
Participate in a “Leveraging Technology 15/45” – Team Development Activity.
MAKES EFFECTIVE DECISIONS
DESCRIPTION:
Makes timely decisions that best serve KP based upon relevant, accurate
information. Sets priorities. Understands one's decision-making authority. Within
that authority, uses best approach to make decisions.

Recognize the tendency to hesitate in making decisions. Concentrate on
deadlines and become comfortable making decisions with the minimal amount of
critical information. Plan what to do if the decision does not generate the results
you want.
Many of us just collect data, which increases our confidence but doesn’t increase
decision accuracy. Discuss the problem with colleagues. Studies show that
defining the problem and taking action usually occurs simultaneously, so to
break out of analysis paralysis, figure out what the problem is first.
When you delay making a decision, ask what keeps you stuck. Figure out what
the issues are. Trust a KP peer who can help you address these issues in
making timely decisions.
Adopt a “roughly right” mindset to maximize speed of decision making.
Consider the 80/20 rule – making decisions that are good but not perfect, and
refining later.

Share with KP colleagues that all decisions require some risk and that it is
important to manage the risk. The more risky the decision, the more important it
is to develop contingency plans.
Share past decisions you made at KP that you had to fix later because they were
the wrong decisions or had unintended consequences.
Join KP’s IdeaBook with others providing decision making tips. Try new and
different things together; share successes, failures, and lessons learned.
EDUCATION (10%):
KP.
MAKES EFFECTIVE DECISIONS (cont.)
Suggested Readings:
Decision Making: 5 Steps to Better Results by Harvard Business Essentials,
Harvard Business School Press
Facilitator’s Guide to Participatory Decision-Making by Kaner, S., Lind, L., Toldi,
C., & Fisk, S.
Decision-Making Group Interaction: Achieving Quality by Patton, B. R., & Downs,
T.M.

Find a KP Mentor that has experience effectively making decisions at KP.
Participate in a “Making Effective Decision 15/45” – Team Development Activity.
PAYS ATTENTION TO DETAIL
DESCRIPTION:
Checks work for accuracy before sending out. Performs routine or repetitious
tasks with care and attention. Organizes highly detailed information and makes it
easily accessible.

Use spell check in all documents and then re-check yourself for grammar errors.
Schedule follow-up meetings at the completion of KP projects to determine
whether acceptable quality standards and time commitments are met.
Proof read deliverables before sending.

Volunteer to work on a project with another KP peer who is a good planner and
organizer. Ask the person for feedback on your methods.
After a project is complete, ask peers and direct reports for feedback on your
planning and organizing skills.
EDUCATION (10%):
KP.
Suggested Readings:
Getting Things Done: The Art of Stress-Free Productivity by D. Allen
Getting Organized: Improving Focus, Organization and Productivity by C. Crouch
Organized for Success: Top Executives and CEOs Reveal the Organizing
Principles that Helped Them Reach the Top by S. Winston

Find a KP Mentor that has experience paying attention to detail at KP. Discuss
Participate in an “Attention to Detail 15/45” – Team Development Activity.
RECOGNIZES AND REWARDS OTHERS
DESCRIPTION:
Recognizes and rewards people in proportion to the excellence of their
performance. Celebrates individual and team accomplishments when they go the
extra mile. Tailors acknowledgement of individual contributions in ways that have
personal meaning.

Look for one opportunity each day to provide needed support and recognition for
those who work with you.
Keep track of your team’s goals in the Total Performance system and give
recognition when they make progress towards those goals.
Recognize strong performance quickly. Research shows that the sooner a
reward is delivered, the more impact it will have.

Ask each of your KP team members what motivates him/her and how s/he would
like to be rewarded / recognized. Use this information to reward and recognize
your direct reports appropriately and meaningfully in the future.
Observe common ways that performance is rewarded to other employees.
Learn about how other KP managers celebrate achievements in innovative ways
and apply their ideas to your direct reports.
EDUCATION (10%):
KP.

Suggested Readings:
Encouraging the Heart: A Leader’s Guide to Rewarding and Recognizing Others
by James M. Kouzes and Barry Z. Posner
101 Ways to Reward Employees by Bob Nelson
Make Their Day! Employee Recognition That Works by Cindy Ventrice
RECOGNIZES AND REWARDS OTHERS (cont.)

Find a KP Mentor that has experience recognizing and rewarding others at KP.
Participate in a “Recognizes and Rewards Others 15/45” – Team Development
Activity.
SOLVES PROBLEMS THROUGH PLANNING & ANALYSIS
DESCRIPTION:
Analyzes trends, crucial relationships and diverse options to solve problems in a
systematic and timely manner. Chooses best solution to a problem after reviewing
all available information.

Conduct after-action reviews with your KP team on current and recent KP
projects to discuss what worked and what could be done differently in the future.
Get out of your comfort zone. Many busy people rely too much on solutions from
their past experience. Ask yourself, “Is this really like the problems I have
solved in the past?”
Take calculated risks. Having a more development related view towards past
failures in problem solving can help you learn what went wrong and to apply new
practices for taking risks in the future.

Identify a KP expert in their problem-solving ability. Interview or shadow them to
build your capability in this behavior.
Join KP’s IdeaBook or connect with other KP colleagues that are sharing ideas
on building their capability in Solving Problems Through Planning & Analysis.
Sharing and learning with other KP colleagues.
EDUCATION (10%):
KP.
Suggested Readings:
The Art of Problem Solving by Russell Ackoff
The Problem-Solving Journey: Your Guide for Making Decisions and Getting
Results by C.W. Hoenig
Why Not? How to Use Everyday Ingenuity to Solve Problems Big and Small by
B.J. Nalebuff, and I. Ayers
Decision Making and Problem Solving in Management by R.H. Vaughn
SOLVES PROBLEMS THROUGH PLANNING & ANALYSIS (cont.)

Find a KP Mentor that has experience problem solving through planning and
analysis at KP. Discuss key learnings with him/her.
Participate in a “Problem Solving 15/45” – Team Development Activity.
THINKS AND ACTS STRATEGICALLY
DESCRIPTION:
Understands the connections and relationships between one’s work and how it
impacts others. Seeks to understand how one’s work fits into the big picture.
Looks at the entire process. Considers possible future challenges and
opportunities in making plans and decisions.

Develop individual and team goals that reflect KP’s strategic imperatives.
Look for opportunities to connect business decisions with KP’s Value
Propositions.
Read Healthcare industry publications to identify changes or trends in
Healthcare Reform that will impact KP customers and products.
Identify the challenges that arise in your function or region. Review them to
identify themes and root causes, and then address those underlying issues.
Design your team meetings so that you are not the sole source of information.
Ask other people to give Healthcare industry updates and share relevant
Healthcare information.
EXPOSURE-BASED DEVELOPMENT SUGGESTIONS (20%):

Work with a KP leader who is known for their strategic thinking. Review a
current or recent strategic issue facing your team. Ask for their suggestions at
framing strategic options and identifying choices for action.
Join KP’s IdeaBook or form a learning network with others, sharing strategic
ideas for KP and the Healthcare industry. Sharing and learning with other KP
colleagues.
EDUCATION (10%):
KP.
Suggested Readings:
What is Strategy? by Michael Porter (Harvard Business Review, 74, 61-78)
Leading Strategic Change: Breaking Through the Brain Barrier by J.S. Black and
H.B. Gregersen
Choosing the Future: The Power of Strategic Thinking by Stuart Wells III
THINKS AND ACTS STRATEGICALLY (cont.)

Find a KP Mentor that has experience thinking and acting strategically at KP.
Participate in a “Thinking and Acting Strategically 15/45” – Team Development
Activity.
Attend KP’s Strategic Leadership Skills (SLS) course.
APPENDIX
Sources
Corporate Leadership Council, Identifying and Assigning Appropriate Employee

Development Opportunities, Washington: Corporate Executive Board (February
2006).
Darling, M., Moore, J., & Parry, C., (2005). Learning in the Thick of It. Harvard
Business School Publishing Corporation
Eichinger, R.W., Lombardo, M.M, (2009). FYI For Your Improvement. A Guide for
Development & Coaching. Minneapolis, MN: Lominger International: A Korn/Ferry
Company
Eichinger, R.W., Lombardo, M.M., & Stiber, Alex, (2005). Broadband Talent
Management: Paths to Improvement. Minneapolis, MN: Lominger
Eichinger, R.W. & Lombardo, M.M, (2005). Career Architect Development Planner.
Minneapolis, MN: Lominger
Ernst & Martin, (2006). Critical Reflections. Greensboro, NC: Center for Creative
Leadership
Gebelein, Susan H., Kristie Nelson-Neuhaus, Carol Skube, David Lee, Lisa
Stevens, Lowell Hellervik, and Brian Davis, (2004). Successful Manager’s
Handbook. Minneapolis, MN: Personnel Decisions
Jefferson, A., Polluck, R., & Wick, C., (2009). Getting Your Money’s Worth From
Training & Development. San Francisco, CA: Pfeiffer
McCauley, Cynthia D., (2006). Developmental Assignments: Creating Learning

Experiences without Changing Jobs. Greensboro, NC: Center for Creative
Leadership

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3E Development Toolkit

A Guidebook for Developing

By National Leadership Development

CORE: KP BEHAVIORS 5-20

Champions Innovation and Change 5

MENU: KP BEHAVIORS 21-44

Acts with Compassion 21

3E - 70/20/10 - MODEL OF DEVELOPMENT

EXPERIENCE-BASED DEVELOPMENT IDEAS (70%):

EXPOSURE DEVELOPMENT SUGGESTIONS (20%):

Use innovation resources:

Blend of All 3E’s :

EXPERIENCE-BASED DEVELOPMENT IDEAS (70%):

EXPOSURE DEVELOPMENT SUGGESTIONS (20%):

Blend of All 3E’s :

EXPERIENCE-BASED DEVELOPMENT IDEAS (70%):

EXPOSURE DEVELOPMENT SUGGESTIONS (20%):

Blend of All 3E’s :

EXPERIENCE-BASED DEVELOPMENT IDEAS (70%):

EXPOSURE DEVELOPMENT SUGGESTIONS (20%):

Blend of All 3E’s :

EXPERIENCE-BASED DEVELOPMENT IDEAS (70%):

EXPOSURE DEVELOPMENT SUGGESTIONS (20%):

Blend of All 3E’s :

EXPERIENCE-BASED DEVELOPMENT IDEAS (70%):

EXPOSURE DEVELOPMENT SUGGESTIONS (20%):

Blend of All 3E’s :

EXPERIENCE-BASED DEVELOPMENT IDEAS (70%):

EXPOSURE DEVELOPMENT SUGGESTIONS (20%):

Blend of All 3E’s :

EXPERIENCE-BASED DEVELOPMENT IDEAS (70%):

EXPOSURE DEVELOPMENT SUGGESTIONS (20%):

Department of Care and Service Quality website:

Nursing Pathway Website: Caring Science

Nursing Pathway Website:

Lead or participate in a 15/45 meeting on compassion where the first 15

Suggested Movies: (Watch movies with team members or individually to better

Blend of All 3E’s :

EXPERIENCE-BASED DEVELOPMENT IDEAS (70%):

EXPOSURE DEVELOPMENT SUGGESTIONS (20%):

Blend of All 3E’s :

EXPERIENCE-BASED DEVELOPMENT IDEAS (70%):

EXPOSURE DEVELOPMENT SUGGESTIONS (20%):

Blend of All 3E’s :

EXPERIENCE-BASED DEVELOPMENT IDEAS (70%):

EXPOSURE DEVELOPMENT SUGGESTIONS (20%):

Blend of All 3E’s :

EXPERIENCE-BASED DEVELOPMENT IDEAS (70%):

EXPOSURE DEVELOPMENT SUGGESTIONS (20%):

Blend of All 3E’s :

EXPERIENCE-BASED DEVELOPMENT IDEAS (70%):

EXPOSURE DEVELOPMENT SUGGESTIONS (20%):

Blend of All 3E’s :

EXPERIENCE-BASED DEVELOPMENT IDEAS (70%):

EXPOSURE DEVELOPMENT SUGGESTIONS (20%):

Blend of All 3E’s :

EXPERIENCE-BASED DEVELOPMENT IDEAS (70%):

EXPOSURE DEVELOPMENT SUGGESTIONS (20%):

Blend of All 3E’s :