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© Tesseract Management Systems / Managing by Design / 2002 - 1
Smarter Working
This set of slides is intended to encourage a group of managers to review and think about their approach, and to identify ways in which they can work smarter rather than harder.
Some slides have notes to aid their interpretation.These slides can be further reinforced by a board game: www.tesseracts.com/Files/SmartWork_Game.ppt
Please do not attempt to use these slides as part of a presentation until you have read and fully understood the relevant sections of the website, you know how each slide builds, and you are clear on the points you wish to make with them.
© Tesseract Management Systems / Managing by Design / 2002 - 2
TIME FOR REFLECTION
A chance to reflect on what it is like managing within our organisation.
© Tesseract Management Systems / Managing by Design / 2002 - 3
TIME FOR REFLECTIONWhere Do We See Ourselves?
Lots of time to think about anticipating
and leading the change and
developing people & processes
Responding to change. Struggle to balance it with the day-to-day but seeing the benefits of being systematic
Work can be tough and expectations
unreasonable, but by and large we are doing as well as we can.
Recognise that there are issues in
performance but feel trapped due to lack of time to think or do
anything different
© Tesseract Management Systems / Managing by Design / 2002 - 4
MANAGEMENTPERSPECTIVES
Based on your perceptions of your role in management:
Stand in the square which most closely reflects how you feel most often about your role
There can be as many people standing in any particular quadrant as wish to
Please engage in group discussion and debate, in order to test your own view and assumptions, and those of others
You have fifteen minutes.
Please make a note of which quadrant you are in: Red, Blue, Green or Yellow
Lots of time to think about anticipating
and leading the change and
developing people & processes
Responding to change. Struggle to balance it with the
day-to-day but seeing the benefits of being systematic
Work can be tough and expectations
unreasonable, but by and large we are
doing as well as we can.
Recognise that there are issues in
performance but feel trapped due to lack of time to think or do
anything different
© Tesseract Management Systems / Managing by Design / 2002 - 5
SO, HOW MANY OF YOU CAN RELATE TO THIS?
Source unknown
© Tesseract Management Systems / Managing by Design / 2002 - 6
MANAGEMENTPERSPECTIVES
Old Bayou Proverb:
When you are up to your ass in alligators, it is often difficult to remember that your original objective was to drain the swamp.
We can probably name all of the ‘alligators’.
But, who can remember the original instructions for draining the swamp?
Individually, write down on a sheet of paper, all of the six aspects of systematic management, and what they mean, that you can remember (please do not cheat!)
Lots of time to think about anticipating
and leading the change and
developing people & processes
Responding to change. Struggle to balance it with the
day-to-day but seeing the benefits of being systematic
Work can be tough and expectations
unreasonable, but by and large we are
doing as well as we can.
Recognise that there are issues in
performance but feel trapped due to lack of time to think or do
anything different
© Tesseract Management Systems / Managing by Design / 2002 - 7
SIX ASPECTS OF SYSTEMATIC MANAGEMENT
Purpose: ensure a clear understanding of how value is added to the customer (clarity of role/calling)
Philosophy: ensure a consistent set of values which are commonly shared (QFD, targets & deployment)
People: systematically developing and harnessing their potential (teamwork/coaching/empowerment)
Process: consciously and professionally design and develop them (process maps, lean)
Predict: data flows to invoke responsibility & enable accurate decisions (measures, quad charts, problem)
Perfect: strategy to monitor and improve all of the above (learning from others, benchmarking, plans)
Which were the most remembered; which the least?
What do you read into this?
Lots of time to think about anticipating
and leading the change and
developing people & processes
Responding to change. Struggle to balance it with the
day-to-day but seeing the benefits of being systematic
Work can be tough and expectations
unreasonable, but by and large we are
doing as well as we can.
Recognise that there are issues in
performance but feel trapped due to lack of time to think or do
anything different
© Tesseract Management Systems / Managing by Design / 2002 - 8
TWO DIMENSIONS OF OUR EXPECTATIONS
Quality of Approach:
How good are the approaches you use in each of these systematic aspects?
Extent of Deployment:
What proportion of your people have adopted the same approaches, and how deep into your process/area?
What might ‘High’ look like for each of these?(Flipchart the answers)
© Tesseract Management Systems / Managing by Design / 2002 - 9
MANAGEMENTPERSPECTIVES
Please note:
These are relative terms
We are looking for comparisons
Therefore:Position yourselves on this grid for how you see your implementation of the six systematic mgt aspectsThere can only be a maximum of (‘x’ = one quarter of the group) standing in any particular quadrantYou need to resolve which ‘x’ should be standing where by means of group discussion and debate??? will referee the discussions – their decisions will be final, unless they change their mindsYou have thirty minutes
Low HighExtent of Deployment
Lo
wH
igh
Qua
lity
of A
ppro
ach
© Tesseract Management Systems / Managing by Design / 2002 - 10
PAUSE
Please reflect for a moment on what for you are the key messages out of this session, and write them down
Low HighExtent of Deployment
Lo
wH
igh
Qua
lity
of A
ppro
ach
© Tesseract Management Systems / Managing by Design / 2002 - 11
Purpose
Philosophy
People
Process
Predict
Perfect
A WIDER REFLECTION
How have we collectively fared on Systematic Management?
Stretched? / Patchy?Often not the first thingreached for?Additional burden/task?Far from rigorous?Not yet embedded?
And yet you have been working really hard!Surely the answer is not to work harder still?
© Tesseract Management Systems / Managing by Design / 2002 - 12?
?
A WIDER REFLECTION
Which sector were you in?
Red, YellowBlueGreen
Please go and stand there again
Lots of time to think about anticipating and leading the change and developing people & processes
Responding to change. Struggle to
balance it with the day-to-day but
seeing the benefits of being systematic
Work can be tough and expectations unreasonable, but by and large we are doing as well as we can.
Recognise that there are issues in per-formance but feel
trapped due to lack of time to think or do
anything different
Working Harder
W
ork
ing
Sm
art
er
Low High
Lo
wH
igh
?Fall Asleep
?
?
?
Think differently
Dep
loy
Foc
us
Take O
wnership
© Tesseract Management Systems / Managing by Design / 2002 - 13
A WIDER REFLECTION
Consider your sector: Can you
see yourself in this?
Can you see the others in your sector?
And the others in the other sectors?
Lots of time to think about anticipating and leading the change and developing people & processes
Responding to change. Struggle to
balance it with the day-to-day but
seeing the benefits of being systematic
Work can be tough and expectations unreasonable, but by and large we are doing as well as we can.
Recognise that there are issues in per-formance but feel
trapped due to lack of time to think or do
anything different
Working Harder
W
ork
ing
Sm
art
er
Low High
Lo
wH
igh
Fall Asleep Think differently
Dep
loy
Foc
us
Take O
wnership
© Tesseract Management Systems / Managing by Design / 2002 - 14
WORKING SMARTER OR HARDERIt can all become a bit of a game!
Zone 4: HomeDesigning and leading a well tuned machine
Zone 3: HomeSystematically
resolving issues
Zone 1: HomeWe are doing fine just as we are, thank you!
Zone 2: HomeWe feel trapped and overworked
Think differently6
Fall Asleep
6Fall Asleep
6
Dep
loy
Foc
us
6
Take O
wne
rship
6
Point of ReflectionPick up a question
Point of Reflection
Pick up a question
Point of Reflection
Pick up a question
Point of Reflection
Pick up a question
Overload!Collect a
‘perspective’card if 4 rolled
Sickness!Collect a
‘perspective’card if >4 rolled
Redundant!Collect a ‘come
clean’ card if >4 rolled
Problem!Collect an
‘opportunity’card if 4 rolled
Re-prioritise!
Collect a ‘keep awake’
card
In Hospital!Take a
‘hospital’ card
Searching for a Job!Miss a turn
Analysis & Design!
Have another two goes!
Implement systematicallyCollect a ‘good move’ card
Suspend ‘vision’
Miss a turn
RecuperateCollect an
‘insight’ card if >4 rolled
New StartCollect an
‘insight’ card if >4 rolled
LoseEnergyGo to ‘Sickness’if <3 rolled
Long term Sick Go to ‘Redundant’ if<3 rolled
RejectionReturn to
‘Redun-dant’
Quick FixedGo to ‘Overload’
if <3 rolled
© Tesseract Management Systems 2005