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‘MAKING COMPLEXITY SIMPLE’ Introduction
The Network Starts Here and Now – Business Card
My Name:
Field of Expertise:
Professional Experience:
Current Managerial Challenges:
Future Managerial Challenges:
Things I have that add value to the individuals and
the group:
Things I would like to gain from the individuals and
the group:
Other relevant information about myself:
My Business Card
Use the business card to present yourselves now & during breaks
Objectives
Play the Game Acquire tools and strengthen the skills required for systematic
management and influence of touch points and stakeholders globally
Like the Game Establish a mindset that supports proactive and effective
management in a global and complex environment
Know the Game Map NICE’s organizational complexity and its implications on MOM’s role
Align to grow - expand MOM’s broad organizational perspective by learning from colleagues from different units at NICE
Rationale
This module’s structure:
Network Assessment Tool
Influence and Impact Tool
Touch Point Management Tool
Content Time
‘Making Complexity Simple’ - Introduction1 hr. and 45 min
Coffee Break15 min
'Connecting the Dots' - Network Assessment Process 90 min
Lunch Break1 hr.
‘Make a Difference’ - Influence and Impact1 hr. and 20 min
Coffee Break10 min
'Keeping Up the Rhythm' – Touch Point Management 1 hr. and 30 min
Putting it All Together30 min
Schedule
Where Complexity Happens?
Individual
Complexity is a chain reaction. It starts on the macro level and is reflected all the way down to the individual level
7
Why is Complexity So Complex?
MarketsTechnologies
Economy
Players
Customer’s needs & expectations
Levels & types of competition
Cultural diversity
Different time zones
Virtual management& and remote work
Work life-balance
Multi-tasking
Multi-skills
Project-oriented work
Matrix structure
Cross-work: global,cross units, cross function,
cross projects, etc.
-Super multitasking environment
and allat the same
time…
What is Complexity at NICE?
NICE managers said
From Start-Up to a Global Grown Up
Too many changes… Changes not (fast) enough… Implementation of corporate standards
and processes Still in start-up mode
It’s personal
Varied or undefined work processes
Work around existing work processes
What is Complexity at NICE?
From Start-Up to a Global Grown Up
Cross Work
Multitude of touch points
Multiple perceptions of strategy and how to execute it
Multiple priorities, objectives and processes
Multiple organizational cultures (also due to M&As)
NICE managers said
What is Complexity at NICE?
From Start-Up to a Global Grown Up
Cross-Work
An abundanceof stimulus and contradictions
Extreme multi-tasking
Workload
A constant need to reevaluate and change prioritization
NICE managers said
Effectiveness in a Complex Environment
Key Success Factors
Resilience
OrientationTowards
Collaboration
Systemization
GlobalMindset
Re
lati
on
ship
s Pro
cesse
s
Studies show that organizations that keep work processes and work relationships based on these 4 factors, thrive in a complex environment
Resilience – Individuals & Organization
Individual:
An ability to contain and cope with complexity, stress, contradiction, adversity and constant change
Organizational:
Employment, development and promotion of resilient people
Organizational environment that includes people and processes serving as “islands of stability”
Human and technological support systems
Effectiveness in a Complex Environment
Resilience
Orientation Towards Collaboration
Collaboration-oriented organizational culture and individuals
Work processes create conditions for collaboration
Reward and recognition system promotes collaboration
Effectiveness in a Complex Environment
OrientationTowards
Collaboration
Systemization
Balance between flexible & structured organizational systems: work processes, infrastructures, standards, best practices and tools
Uniform systems across the organization
Constant planning based on business forecasts
Ongoing learning and improvement processes
Effectiveness in a Complex Environment
Systemization
Global Mindset - Organizational “Mindset”
Globalization in organizations is the process where organizations become integrated through a global network of communication, work processes, etc.
Effectiveness in a Complex Environment
International Global
Mind Shift
Global
Mindset
Global Mindset - Individual Mindset*
Intellectual Capital:Global Business & Organizational Savvy
Psychological Capital:Quest for Adventure
Social Capital:Intercultural sensitivity & Interpersonal impact
Effectiveness in a Complex Environment
*Excerpt from Thunderbird University
Global
Mindset
Customer & Market Impact
PeopleLeadership
EnablingChange
BroadPerspective
Effectivenessin a ComplexEnvironment
Global Mindset
The NICE Managerial Core Competency Model
Effectiveness in a Complex Environment is more than a single competency,it is the balance between all competencies
Info
Keep it Simple
Complexity is not a Bug;
it’sa Feature
Bottom Line
Info
Objectives:
Build a tower using spaghetti that
Stands on its own
Does not lay flat
Get the team bonus
Time: 18 Min
The Spaghetti Tower - Exercise
GreenGroup Bonus +
Stability +Height+Least Spaghetti
YellowLeast Spaghetti
BlueHighest tower
RedMost stable tower
Group BonusApproval by Red Manager
Group
1
2
3
4
The Spaghetti Tower - Final Score
The Spaghetti Tower - Interests and Red Lines
Based on your experience during the exercise, determine
What were the other managers interests?
What were the other managers “red lines”?
“Red Lines”Personal InterestsManager
Red
Blue
Yellow
Green
8
individual
Assignment
In your teams:
Share your experience during the exercise – how did it feel to work in a team with conflicting interests?
Share how you perceived each other’s interests and “red lines” in the game
Share how you tried to overcome conflicting interests - which strategies were effective/ineffective?
Consider the observers’ insights
The Spaghetti Tower - Team Discussions
Team
Assignment
In the plenum:
Present 2-3 main team insights for dealing with conflicting interests
How does the situation you dealt with resemble your work as an MOM?
What can you apply to your daily work as a manager at NICE?
The Spaghetti Tower - Plenum Discussion
In any given situation at work, the manager’s role is more than
just ‘building the tower.’ It’s ‘connecting the dots’
Reading the map of conflicting and common interests
Dealing effectively with conflicting interests
Bottom Line
‘Connecting the Dots’ in this Module
Self A
ware
ne
ss
Pe
er Le
arnin
gThis module’s building blocks:
A Chance to Like the Game
Network Assessment Tool
Influence and Impact Tool
Touch Point Management Tool
COFFEE BREAK
'CONNECTING THE DOTS'Network Assessment Process
Network Management - WIIFM
Research shows that it’s not the size of your network,
it’s the nature and quality of its connections and how well
aligned they are with your interests that predict:
High Performance
Personal and Professional Development
Empowerment
Understand the strategic value of systematic mapping and management of
stakeholders
Understand your individual network and observe its patterns
(including the less obvious ones)
Analyze your personal network and alert its weaknesses and opportunities
Develop self-awareness about “auto-pilots” (patterns) and “blind spots” (patterns I’m
not aware of)
Network Assessment Process
What’s It Good For?
Know the Game Map NICE’s organizational complexity and its implications on MOM’s role
Align to grow - expand MOM’s broad organizational perspective by learning from colleagues from different units at NICE
Network Assessment Process
3Review Gaps in Network Coverage
4Establish an Action Plan
5Execute Action Plan
Map & Characterize the People in the Network
1
2Map Network in Light of KSF
Network Assessment Process
3Review Gaps in Network Coverage
Establish an Action Plan
Execute Action Plan
2
Map & Characterize the People in the Network1 Step I : Map & Review the Eco-system
Draw your formal organizational chart as far as your
touch point’s interfaces
12
Step II: List Top Stakeholders
Step IV: Characterize the Network
Step III: Evaluate the Quality of Connections & Relationships
Management
* You may phone-a-friend Phone a
friend
4
5
Map Network in Light of KSF
Step I : Map & Review the Eco-system
individual
Assignment
Network Assessment Process
Review Gaps in Network Coverage
Establish an Action Plan
Execute Action Plan
Map & Characterize the People in the Network Step I : Map & Review the Eco-system
3
2
1
4
5
Map Network in Light of KSF
Step II: List Top Stakeholders
Step IV: Characterize the Network
Step I : Map & Review the Eco-system
Step III: Evaluate the Quality of Connections & Relationships
Network Assessment Process
Review Gaps in Network Coverage
Establish an Action Plan
Execute Action Plan
Map Network in Light of KSF
Step II : List Top Stakeholders Map & Characterize the People in the Network
Spreadsheet
List the top ten most influential stakeholders in your network, in terms of
The information they provide you with
The decisions you make
Your problem solving
3
2
1
4
5
Step II: List Top Stakeholders
Step III: Evaluate the Quality of Connections & Relationships
Step IV: Characterize the Network
Step I : Map & Review the Eco-system
Network Assessment Process
Review Gaps in Network Coverage
Establish an Action Plan
Execute Action Plan
Map Network in Light of KSF
For each stakeholder, assess the quality of the relationship based on two dimensions
Step III : Evaluate the Quality of Connections & Relationships
Map & Characterize the People in the Network
Formality
Fric
tio
n
High
LowInformal Formal
3
2
1
4
5
Step II: List Top Stakeholders
Step III: Evaluate the Quality of Connections & Relationships
Step IV: Characterize the Network
Step I : Map & Review the Eco-system
Spreadsheet
Network Assessment Process
Review Gaps in Network Coverage
Establish an Action Plan
Execute Action Plan
Map Network in Light of KSF
Characterize each stakeholder according to six parameters
Step IV: Characterize the NetworkMap & Characterize the People in the Network
Group
Profession
Orientation
Acquaintance
Hierarchy
Proximity
3
2
1
4
5
Step II: List Top Stakeholders
Step III: Evaluate the Quality of Connections & Relationships
Step IV: Characterize the Network
Step I : Map & Review the Eco-system
Spreadsheet
Network Assessment Process
Review Gaps in Network Coverage
Establish an Action Plan
Execute Action Plan
Map Network in Light of KSF
Map & Characterize the People in the Network
Sample Results
Step IV: Characterize the Network
Step II: List Top Stakeholders
Step III: Evaluate the Quality of Connections & Relationships
Step IV: Characterize the Network
Step I : Map & Review the Eco-system
3
2
1
4
5
Spreadsheet
Network Assessment Process
1. Self ReflectionReview your network and determine patterns that may have an impact on your current and future performance
2. Pair Sharing & FeedbackIn pairs, share your main insights from the self reflection and discuss:
Does your network reflect your comfort zone?
Does your network serve your interests (current and future)?
Initial thoughts about possible action
Check PointMap & Characterize the People in the Network
Step II: List Top Stakeholders
Step III: Evaluate the Quality of Connections & Relationships
Step IV: Characterize the Network
Step I : Map & Review the Eco-system
Pair Sharing &
Feedback
Checkpoint
3
2
1
4
5
Map Network in Light of KSF
Review Gaps in Network Coverage
Establish an Action Plan
Execute Action Plan
15
Individual
Assignment
Network Assessment Process
Key Points
Review Gaps in Network Coverage
Establish an Action Plan
Execute Action Plan
Map Network in Light of KSF
Map & Characterize the People in the Network
Step II: List Top Stakeholders
Step III: Evaluate the Quality of Connections & Relationships
Step IV: Characterize the Network
Step I : Map & Review the Eco-system A Net of Comfort We tend to prefer to connect to stakeholders inside our comfort zone (people like us)
A Net of DiscomfortThe connections that are outside our comfort zone are often beneficial
3
2
1
4
5
Network Assessment Process
Review Gaps in Network Coverage
Establish an Action Plan
Execute Action Plan
Map & Characterize the People in the Network
Step I : Establish KSF
Step II: List Supporters
Map Network in Light of KSF
Steps I & 2: Map Network in Light of KSF
Step I: Establish Key Success Factors (KSF)
• Define the KSF for your role (personal, professional, NICEmanagerial core competencies)
Step II: List Supporters
• For each person in your net, determine whether he supports you in regard to each KSF
3
2
1
4
5
Spreadsheet
Network Assessment Process
Review Gaps in Network Coverage
Establish an Action Plan
Execute Action Plan
Map Network in Light of KSF
Map & Characterize the People in the Network Step I: Individual Review
Map gaps:
People - over-dependency/potential for leveraging
KSF – high / low coverage
Sample Results
Step I : Individual Review
Step II: Blind Spot Exploration
3
2
1
4
5
18
Individual
Assignment
Review each other's results and examine blind spots
Define
Well covered KSF
KSF that need work
Network Assessment Process
Step II: Blind Spot Exploration
Review Gaps in Network Coverage
Establish an Action Plan
Execute Action Plan
Map Network in Light of KSF
Map & Characterize the People in the Network
Step I : Individual Review
Step II: Blind Spot Exploration
3
2
1
4
5
19
Pair
Assignment
Network Assessment Process
Review Gaps in Network Coverage
Execute Action Plan
Establish an Action Plan
Map Network in Light of KSF
Map & Characterize the People in the Network ILMR
Determine which relationships to:
ILMR
3
2
1
4
5
20
Pair
Assignment
Network Assessment Process
Review Gaps in Network Coverage
Establish an Action Plan
Execute Action Plan
Tips for Execution
Map Network in Light of KSF
Map & Characterize the People in the Network
Map stakeholders according to their level of influence on your effectiveness (current and future)
Proactively manage the relationships
For each tier determine the content and frequency of communication and monitor it
Tips for Execution
Tier 3
Tier 2
Tier 1
• Strategic value for your future
• Influence important but less routine issues
• Can contribute to developing your network
• Linked directly to present core performance
3
2
1
4
5
21
Network Assessment Process
PHOTOS FOOTAGE +1 646-419-4452 English
SUBSCRIBE SIGN IN
Key Points
Network management is a core, integral part of your role as a manager in a complex environment
Organizational networks will not work if maintained or used ‘on demand.’ They need constant maintenance and upgrading
Review Gaps in Network Coverage
Establish an Action Plan
Execute Action Plan
Map Network in Light of KSF
Map & Characterize the People in the Network
3
2
1
4
5
1 valuable insight from the process
1 action item
Network Assessment Process - Take Away
‘Connecting the Dots’: 23
Use the Network Assessment Process to examine your influence on ten people
Do you create dependency?
Can you “be leveraged” or “initiated” by other people?
For Further Investigation
Knowing the game is not only about understanding who
influences you but also about
knowing who you influence
24
LUNCH BREAK
MAKE A DIFFERENCEInfluence and Impact
Influence and Impact
The key to establishing, maintaining and leveraging your network
is your power to influence
Influence People, Influence Through People
Power Authority and Influence
*French & Raven
Authority
Your ability to demand that someone else act in a certain manner under agreed, predefined conditions
Sources of Power:Reward, coercion, legitimacy
Influence
Your ability to shape the decisions and behaviors of others
Sources of Power: Expertise, identification, information
Basic Assumptions
Assume you can influence
Always be aware of What’s in it for them (WIIFT)?
What’s in it for me (WIIFM)?
Your level of influence is correlated with your belief in your ability to influence
People are different and complex beings. Influence is a game of
give and take
Influence and Impact Tool
What’s It Good For?
Play the Game Acquire tools and strengthen the skills required for systematic
management and influence of touch points and stakeholders globally
Influence
Me
Goals
Interests
Red lines
Sources of power
Currencies
Others
Interests
Decision-making style
Level of formality
Concerns
Constraints
Common Interests
Circumstances
Timing
Context
Influence
Others
(WIIFT?)
Me
(WIIFM?)
Influence is the result of combining WIIFT and WIIFM in a given situation
What’s in WIIFT/WIIFM
When looking for your trade-off currencies, study your interests and your stakeholder’s in three dimensions:
Personal
What’s in it for me and what’s in it for them
is often found “below the surface” - to find it you
must look for it intentionally
What’s in WIIFT / WIIFM – The Iceberg Model
What is Influence?
Personal & professional interests can be divided into 4 main types:
What’s in WIIFT / WIIFM - Investigate Interests ‘Below the Surface’
Spiritual• Values & Ethics• Mission• Vision• Sense of Meaning • Social & Environmental
Responsibility
Emotional• Feel meaningful• Feel needed• Be a “part” of • Feel accepted• Fun• Self-perception
Positioning• Status• Reputation• Recognition and Reward• Acknowledgment• Visibility
Performance• Knowledge• Tools• Support• Information• Resources• Challenge• Success
CurrenciesCurrencies
Influence
Common Interests
Circumstances
Timing
Context
Influence
Others
(WIIFT?)
Me
(WIIFM?)
Influence without Authority - Exercise
Objectives
Practice the Influence and Impact Tool
Simulate real-life influence situation
26
Team
Assignment
Simulation
Excel performance
Become a source of information and know-how
Establish a network
Get others committed to you
Know and use the laws, regulations & informal norms
Generate an image of success
Invest energy in lobbying
Provide positive reinforcement
Be creative and proactive
Tips – Means of Influence
Bottom Line
Anyone in the organization is a potential ally
Even if it isn't working right now, there is hope
WIIFT is liable to change over time and according to circumstances
What you have to offer may change
Currencies can be created and developed
Long-term investment pays off – you can build relationships, get to know your partners and establish
‘Credit’
Obligations
Debt
It’s all about the attitude
'KEEPING UP THE RHYTHM'Touch Point Management
Did you know…
In traditional Chinese medicine,
patients pay their doctors
as long as they are healthy
If they get sick, the doctor treats
them, free of charge
Why?
The Physician's primary task is to keep the patient healthy,
not cure illness
Touch Point Management Tool – Preventative Medicine
Touch point management is the same…
Use it to prevent conflicts and friction and treat them if they occur
Touch Point Management Tool – Preventative Medicine
Building a new interface with a touch point
Promoting an existing interface when running into difficulties
Keeping up the rhythm - periodical “check points” to maintain interfaces
Touch Point Management Tool
What’s It Good For?
Play the Game Acquire tools and strengthen the skills required for systematic
management and influence of touch points and stakeholders globally
Objective:
Create a T shape with 4 puzzle pieces
Time: 5 minutes
The T Challenge - Exercise
Sometimes barriers aren’t really there;
they only exist in our mind
Keep an open mind when using the touch point management
methodology - defining gaps and working on improving them
The T Challenge - Bottom Line
BACK
Managing Touch Points
NIC
E Wo
rk P
roce
sses
NIC
E R
ela
tio
nsh
ips
Effective Work Processes meet both partners’ needs are effective in terms of
outcome are efficient in terms of time,
energy, overhead etc.
Effective Relationships are based on mutual
understanding and shared goals are perceived as team work
(not “us” and “them”) are aware of and consider
partners’ needs, expectationsand constraints
are based on open and continuous communication
enable effective crisismanagement
The touch point management tool helps you improve both work processes and relationships
4
1
2
3
Touch Point Management Tool
Conduct Root Cause Analysis for Major Gaps3
Establish Work Plan & SLA (Service Level Agreement) 4
Map Gaps between Current and Desired Work Processes & Relationships
2
Map Needs and Expectations of Touch Point1
The tool will be presented and applied in four stages
Each stage will include: Presentation of guidelines and tips - plenum
Application – small groups
Summary – 'take away' and facilitator's feedback – small groups
Touch Point Management – Exercise
34
Team
Assignment
Objective:
Develop mutual awareness, understanding and empathy for each others’
needs, expectations and circumstances
Define needs and expectations - what do you need and why?
Assume your partner’s position - what are his needs and expectations?
Touch Point Management Tool - Step 1
Map Needs and Expectations of Touch Point1
Starting out by working separately, each partner/team defines his needs and expectations and then the two sides communicate
When you listen, just listen. Don’t respond when your partner presents his needs and expectations. Ask clarifying questions if necessary
Tips
1
36
Touch Point Management Tool - Step 2
Map Gaps between the Current and Desired Work Processes & Relationships
2
Objective:
Create list of gaps in the joint work and engage in a dialogue
about the work processes and relationships
Map the gaps between the current and desired state in:
Work processes (incl. roles and responsibilities)
Shared goals
Relationships
Outcomes
38
2
Touch Point Management Tool - Step 2
Map Gaps between the Current and Desired Work Processes & Relationships
2
Map the gaps between the current and desired state in:
Work processes (incl. roles and responsibilities)
Shared goals
Relationships
Outcomes
Start with quick wins - if you run into gaps you disagree about – put them in a “parking lot” for a later second-round discussion
Don’t jump to solutions - the final outcome of this stage is a list of gaps. If solutions come up as part of the discussion –put them in a “parking lot” as well for later discussion and go backto defining gaps
Tips
2
BACK
Conduct Root Cause Analysis for Major Gaps3
Touch Point Management Tool - Step 3
45
Objective
Understand the root cause for major gaps (rather than symptoms)
Investigate the reason why there is a gap between the current and
desired state
The 5 Whys
Every ‘why’ relates to the answer given to the previous ‘why’:
Why? _______________________
Why? _______________________
Why? _______________________
Why? _______________________
Why? _______________________
3
Conduct Root Cause Analysis for Major Gaps3
Touch Point Management Tool - Step 3
GAP
People:Attitudes, Skills...
Interpersonal Relationships & Communication
WorkProcesses & Procedures
Org. Structure Other
Fishbone Diagram
61
3
Conduct Root Cause Analysis for Major Gaps3
Touch Point Management Tool - Step 3
45
Remember to focus on the root causes at this point. If solutions come to mind, put them in a “parking lot” but don’t make them the focus!
Think of causes that are within your realm of responsibility and influence - they are the ones you have the power to change!
Further investigate by using ‘WH Questions’ when necessary – what, where, when, who etc.
Tips
Investigate the reason why there is a gap between the current and desired state
3
Touch Point Management Tool - Step 4
50
Establish Work Plan & SLA4
Make sure to focus on execution. Define: Who is responsible for the implementation? implementation process? If needed, present the plan & SLA to top management and get its approval If relevant, create a communication plan for all managers/employees/other touch points
involved
Tips
Determine next steps - based on the root cause analysis, what can be done to resolve the issues discussed?
List the solutions or "next steps" for each route cause
Create a work plan for implementing all solutions agreed upon
Define your SLA guidelines
4
Discuss
What surprised you during the process?
What did you gain from the process?
Considering the whole process:
Define one “do,” a tip for further implementation in your reality
Define one “don’t”, something to avoid in your reality
Touch Point Management – Plenum Discussion
52
PUTTING IT ALL TOGETHER
Review the KSF for effective management in a
complex environment
Reflect on the training day and share one
take-away:
What complexities became ‘simpler’
for you as a manager?
One new connection you made
What are the dots you want to connect post-training?
Share your feedback about the training day
Take Away Along the Way
54