INN VATING - cdn.ymaws.com€¦ · Inclusive Meeting Norms as part of how they work to get results. People listen to one another as allies; they are curious about and seek others’

INN VATING OD

OD NETWORK 2013 ANNUAL CONFERENCE

Organization Development Network

Social Systems • Learning • Networks • Organizations • Practice Development

Measuring an Inclusion

Change Effort

Catherine Volk

Vice President and Corporate Counsel

Valerie Davis-Howard

Vice President and Senior Consultant

OD NETWORK 2013 ANNUAL CONFERENCE • www.odnetwork.org Organization Development Network


Copyright © 2013 The Kaleel Jamison Consulting Group, Inc. All rights reserved. No duplication permitted without written authorization. www.kjcg.com. 518-271-7000.

Purpose

1. Present the Inclusion as the HOW®

Commitment Curve to measure an inclusion

change effort.

2. Discuss Way of Life Vision: a detailed

description of the end state of internalization.

3. Provide actual ROI examples that evaluate the

impact of a change effort on organizational

results.

2




3




4




Inclusion as the HOW Commitment Curve

Tipping Point Tipping Point Tipping Point Tipping Point Tipping Point Tipping Point Tipping Point

Stages of Development

5




Inclusion as the HOW eliminates

waste in human interactions,

providing a framework and

normative behaviors for

interactions. It is HOW the

organization achieves its key

objectives and performance

measures.

6




7

Individual Team/Department Site/Function

People see and hear

about the 12

Inclusive Behaviors

and Inclusive

Meeting Norms.

People begin to

understand the

intent and goals of

Inclusion as the

HOW and how it will

help them in their

daily interactions to

achieve business

results .

Some education

occurs in teams on

Inclusion as the HOW.

Conversations about

the intent of Inclusion

as the HOW occur in

some teams and

departments, helping

people begin to

understand the link to

individual, team, and

organization

objectives.

Leaders discuss Inclusion as

the HOW to achieve higher

performance and

accelerated results.

Executive sponsors and

other senior leaders explain

the intent and business

needs driving Inclusion as

the HOW and how it will

enhance results for sites

and functions, at face-to-

face and staff meetings, and

in large group

communications.

Awareness




8

KJCG’s Way of Life Vision: Internalization

Individual Team/Department Site/Function

People are unconsciously

competent in consistently applying

the 12 Inclusive Behaviors and

Inclusive Meeting Norms as part of

how they work to get results.

People listen to one another as

allies; they are curious about and

seek others’ street corners; as a

result, they innovate and solve

problems more rapidly.

People do what they say they will

do; they follow through on

commitments and hold themselves

and others accountable.

Leaders and managers

use and drive the 12

Inclusive Behaviors and

Inclusive Meeting

Norms as core enablers

for delivering business

outcomes.

Teams at all levels apply

Inclusion as the HOW to

day-to-day operations

and interactions.

Leaders and others

proactively share best

practices.

The site/function constantly

raises the bar on performance

results and metrics to achieve

even higher performance

through Inclusion as the HOW.

Application of Inclusion as the

HOW is a part of people’s day-

to-day interactions, integrated

into processes and standard

work across the site/function.

Formal sponsorship has moved

to individual responsibility,

ownership, and accountability.




The 12 Inclusive Behaviors are part of every interaction.

Accountability for results and how the results were achieved.

The right people are in the room, doing the right work.

People do what they say they will do; they follow through on commitments.

Meetings end with clarity regarding next steps and who is accountable for specific actions.

Teams debrief what they did well and identify opportunities for continued improvement (including how a specific Inclusive Behavior could have accelerated problem solving and or rapid, disciplined decision making, and which Inclusive Behaviors enabled desired outcomes).

KJCG’s Way of Life Vision: Internalization

9




Increased speed of making problems visible and speed of decision making

Accelerated on boarding new members and ability to contribute

People feel safe to engage, raise issues, and solve problems.

People’s different talents, experiences, and backgrounds are recognized, respected, and out as resources to elicit different street corners for solving problems and providing a 360° view.

Integration with performance management, talent acquisition and talent management

10




Statistical Testing

Early N=567

Later N=15,000+

11




Group 1

Group 2

Group 3

12




13




Movement Up the Curve

UNDERSTANDING-POSITIVE

PERCEPTION

Education

Road Shows

Collect Stories

of Progress

EXPERIMENTATION

Leaders link actions to business

case for inclusion Leadership pods, leaders

modeling and sponsoring

Managers talk about the behaviors Create learning cohorts

Set priorities as a group regarding

behaviors Teams identify goals

Introduce 1-2 behaviors at

meetings Observation and feedback at

meetings

Self-Assessment Make explicit: call out when

being applied

Baseline skills Application support

14




Please complete a survey

before you leave

Your feedback is greatly appreciated.

Thank You!

15

Documents

INN VATING - cdn.ymaws.com€¦ · Inclusive Meeting Norms as part of how they work to get results. People listen to one another as allies; they are curious about and seek others’