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AugusBoth checks were cut the 900.00 was cut on1/16 and the other one for 862.50 was cut yesterday, both went out yesterday
Marybeth Tahar
Interaction Associates, Inc.
Building Collaborative Capability in Competitive Organizations
STEP Presentation April 2006Marybeth Tahar, Chairman of the Board, Interaction Associates
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Desired Outcomes
An understanding of the top challenges STEP
members have in building collaborative cultures and
An understanding of the best practices 8-10 large and competitive companies have used to create collaborative capability…
So that members leave the session with specific and actionable ideas to implement in their organizations.
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Interaction Associates Overview
Over 35 years in business serving over 1200 clients, 1/2 of the Fortune 500
Industry pioneer in:• Collaborative Problem Solving
& Decision Making • Facilitation• Facilitative Leadership • Involvement Mapping
Interaction Institute for Social Change & Alliance Partners: HBSP iDL Center for Organizational Fitness
Top-rated books include: How to Make Meeting Work; and recently released: How to Make Collaboration Work
Learning Solutions: Combines world-class content, learning process expertise, and implementation advice to deliver unmistakable business value.
Collaboration Consulting Services: A facilitative approach to working with leaders that builds clarity, alignment, and commitment to business priorities, while modeling the power of collaborative action.
Our Mission: Our mission is to empower people in organizations and communities to realize their most noble aspirations by transferring the skills and demonstrating the power of collaborative action.
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Our Aim with Clients
We help our clients achieve success – outstanding results, better work processes and satisfying relationships –
by providing high quality learning solutions and consulting services that improve their collaborative capability
in the most complex and challenging situations.
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Challenges in Building Collaborative Cultures
What have you seen as the principal barriers to increasing collaboration in your organization?
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Conference Board Research Conference Board Research Results: Leadership 2010Results: Leadership 2010
Personal and Organizational Personal and Organizational Communication SkillsCommunication Skills
Influence and Persuasion Skills Influence and Persuasion Skills Cognitive AbilityCognitive Ability Strategic Thinking SkillsStrategic Thinking Skills Analytical AbilityAnalytical Ability Decision Making Amidst Ambiguity and Decision Making Amidst Ambiguity and
UncertaintyUncertainty The Ability to Manage in an Environment The Ability to Manage in an Environment
of Diversityof Diversity
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Key Content Domains Key Content Domains
Collaborative Skills
Self AwarenessStrategic Thinking
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Collaborative SkillsCollaborative Skills Enrolling others by offering an inspiring
vision of the future Setting up and launching teams for rapid Setting up and launching teams for rapid
successsuccess The ability to effectively distinguish between The ability to effectively distinguish between
positions and interestspositions and interests Using effective and efficient stakeholder
analysis and involvement The ability to discern between diverse
decision making options Utilizing strategies/tools to guide group
processes in ways that results, process and relationship satisfaction.
Expertly managing the emotional and Expertly managing the emotional and cognitive complexity of changecognitive complexity of change
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Collaborative SkillsCollaborative Skills
Typical Content Areas include models, tools and practice in:
• Inquiry • Advocacy • Conflict Resolution: Positions and Interests• Facilitating Agreement• Feedback• Stakeholder Analysis
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Collaborative SkillsCollaborative Skills
Group Discussion: Best Practices in Group Discussion: Best Practices in Developing Competency in Developing Competency in Collaborative SkillsCollaborative Skills
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Strategic ThinkingStrategic Thinking
The world is increasingly complex.The world is increasingly complex. In great companies, strategic thinking is In great companies, strategic thinking is
expected and rewarded.expected and rewarded. For any complex decision, leaders must be For any complex decision, leaders must be
able to:able to: access and organize the most pertinent data, access and organize the most pertinent data, draw accurate and compelling conclusionsdraw accurate and compelling conclusions enroll others in shared meaning andenroll others in shared meaning and build alignment toward actionbuild alignment toward action
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Strategic ThinkingStrategic Thinking
Interaction Associates defines Interaction Associates defines Strategic Thinking as… Strategic Thinking as… ““the the process of taking in complex data process of taking in complex data and making shared, sound and making shared, sound decisions.”decisions.”
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Strategic Thinkers Can…Strategic Thinkers Can…
See the forest and the trees at the same See the forest and the trees at the same time.time.
Scan for just the right amount of data from Scan for just the right amount of data from the best sources to inform decisions.the best sources to inform decisions.
Organize/bucket data into meaningful Organize/bucket data into meaningful patterns. patterns.
Identify and understand the relationship Identify and understand the relationship among multiple complex variables. among multiple complex variables.
Create robust, data based hypotheses and Create robust, data based hypotheses and conclusions. conclusions.
Selects a successful course of action amidst Selects a successful course of action amidst a highly complex, ambiguous situationsa highly complex, ambiguous situations
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Strategic Thinkers Can…Strategic Thinkers Can…
Seek out/enroll key stakeholders strategically Seek out/enroll key stakeholders strategically in decisions.in decisions.
Think through the possible impact of different Think through the possible impact of different options and select a course of action that options and select a course of action that produces positive results.produces positive results.
Seek data and reframe hypotheses and Seek data and reframe hypotheses and conclusions as necessary.conclusions as necessary.
Describe the belief system from which they Describe the belief system from which they operate to identify areas of alignment/lack of operate to identify areas of alignment/lack of alignment with others.alignment with others.
Identify and integrate short and long term Identify and integrate short and long term variables in difficult decisions.variables in difficult decisions.
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Complex
Reframing
Scanning
Patterning
Multivariate Analysis
Hypothesis Creation
CalibratingAlternative Generation
Decision Making
Analyzing/Forecasting
Complex Situation
Individual Thinking and De-biasing
Collaborative Thinkingand De-biasing
Strategic Thinking
Sound Decision
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Strategic ThinkingStrategic Thinking
Group Discussion: Best Practices in Group Discussion: Best Practices in Developing Strategic Thinking Developing Strategic Thinking CompetencyCompetency
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Personal AwarenessPersonal Awareness
Research and literature points to the Research and literature points to the need for individuals at all levels of need for individuals at all levels of organizations to improve self awareness. organizations to improve self awareness.
Employees are motivated to follow Employees are motivated to follow leaders who understand the impact of leaders who understand the impact of their behavior and are willing to change their behavior and are willing to change it. it.
When their decisions produce unintended When their decisions produce unintended results, successful leaders draw upon results, successful leaders draw upon personal-awareness, courage and skill to personal-awareness, courage and skill to engage in behavior transformation.engage in behavior transformation.
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Personal AwarenessPersonal Awareness
The ability to: The ability to:
Be conscious of one’s character, feelings, Be conscious of one’s character, feelings, motivesmotives
Objectively recognize and understand your Objectively recognize and understand your moods, emotions and behavior as well as their moods, emotions and behavior as well as their effect on others.effect on others.
Separate yourself from the facts in order to Separate yourself from the facts in order to reflect upon them and take appropriate action reflect upon them and take appropriate action in a way that creates desired results.in a way that creates desired results.
so that you may improve your ability to change so that you may improve your ability to change limiting structures, beliefs, thoughts and limiting structures, beliefs, thoughts and behaviors.behaviors.
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Personal AwarenessPersonal Awareness
Increasing self awareness creates:Increasing self awareness creates: – – more accurate and productive problem-more accurate and productive problem-
solvingsolving– more mature emotional well-being– more mature emotional well-being– more tolerance for ambiguity– more tolerance for ambiguity– more capacity to move from competition to – more capacity to move from competition to collaboration collaboration– more sophisticated relational abilities– more sophisticated relational abilities
– – greater abilities to see and recognize the greater abilities to see and recognize the value of others in relation to themselves and value of others in relation to themselves and the organizational system in which they work.the organizational system in which they work.
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Personal AwarenessPersonal Awareness
Group Discussion: What trends have you seen Group Discussion: What trends have you seen over the last 3-4 years in your organization’s over the last 3-4 years in your organization’s need and/or readiness to develop personal need and/or readiness to develop personal awareness capability?awareness capability?
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Learning Processes: Key Learning Processes: Key LearningsLearnings
The power of working with intact work groupsThe power of working with intact work groups (eg: facilitate them through specific conflict to mutual interests”(eg: facilitate them through specific conflict to mutual interests”
The importance of having executive The importance of having executive “sponsors” speak to the importance and “sponsors” speak to the importance and possibility of collaboration in a competitive possibility of collaboration in a competitive environmentenvironment
Developing skill/capability in only one of the 3 Developing skill/capability in only one of the 3 domains (collaborative skill, strategic thinking domains (collaborative skill, strategic thinking or personal awareness) won’t get you or personal awareness) won’t get you sustainabliltysustainablilty
The increasing use and impact of action The increasing use and impact of action learning projects with ongoing coaching.learning projects with ongoing coaching.
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Learning Processes Learning Processes
What learning processes are you What learning processes are you beginning to implement that are getting beginning to implement that are getting increased traction in your organization?increased traction in your organization?
