|
MODULE I: OVERVIEW OF THE HPO "HIGH-PERFORMANCE ORGANIZATION" DIAGNOSTIC/CHANGE MODEL
Three questions to be addressed:
Why are we here (what is this all about)? What do we need to do? How do we get started?
Introduction to the HPO Diagnostic/Change Model:
What is High-Performance for us? How would we know if we were High-Performance?
According to whom are we High-Performance? Why be High-Performance in the first place?
A "generic" definition of High-Performance:
Simultaneously delivering high product and service; defining quality.
Download Module I
MODULE II: EVOLUTION OF THE "NATURE OF WORK"
This module begins the HPO diagnostic process; we believe that it is critical to understand how organizations got to be as they are, so that we can decide what we want to keep from our "inherited past" and what needs to be changed.
Beginning with distant hunter/gather phase, progressing through the holistic subsistence-level farmers/crafts phase and the "reductionist" industrial phase, we end up looking into the future to see the outline of the networked talent model; we will examine the changes in society ("waves") that contributed to these major paradigm shifts and will seek to understand the inheritance we received from them. Depending on when our organization was formed, we may find that the support systems and work processes of our organization date from an earlier era; and while they may have been sufficient in that earlier period, they will not capable of taking us into the future. We conclude by examining the skills needed to function in the networked talent model and look at how we might have to change our support systems to achieve these new skills.
Download Module II
MODULE III: LEADERSHIP FUNCTIONS
This module focuses on the "work of leadership." We view leadership as being distributed throughout the organization; everyone in the organization at every level must do their part of the work of leadership if the organization is to be successful. This work includes the following functions.
Strategic Customer Value Analysis:
Who are/should be our customers; what do they want/need now and in the future? Mapping the "food chain" vs. the "beneficiary chain;" environmental scanning/market analysis; political analysis/feasibility review.
Vision/Values Connected to Strategy, Structure, and Systems:
What does high-performance mean for us, what higher moral purpose are we trying to serve, and what values will guide us in achieving it? This function involves causing a shared vision/values for the unit/organization to be articulated and lived; must "nest" within the next higher level's vision/values. Activities include strategic thinking (an interaction of mission/niche and "theory of the business" thinking), strategic planning (based on the thinking, what direction does the organization/unit need to go and what capacity does it need to develop to go there?), "tactical" operational planning (matching clear actions to required resources), values work (based on our leadership philosophy, individual behavioral values, and operating systems values, what behaviors are required and which are prohibited).
Suprasystems Integration/Stewardship:
Gluing the parts of the organization back together to accomplish the organization's/unit's vision; creation of mechanisms that align the parts to form a whole; requires a stewardship role; rising above "turf" to serve and be responsible for the larger whole; linking with others to address cross-organizational issues.
Learning, Thinking, Changing, Renewing:
Staying "on the cutting edge" individually and organizationally; building a "learning/renewing organization" benchmarking/best practices/reengineering/continuous improvement.
Enabling, Empowering, and Energizing: Teaching, mentoring, motivating, and bureaucracy busting; providing knowledge, skills, and information required to make good decisions; being proactive; removing barriers to empowerment.
Download Module III
MODULE IV: LEADERSHIP PHILOSOPHY
After developing the ability to diagnose systems of organizational management, a "paradigm shift" is found to be required in organizational beliefs about the nature of people and their attitudes toward work, the primary sources of motivation, distribution of knowledge and creativity in the organization, and how work is divided and jobs designed.
Organizations must change their culture, moving from the "industrial model" characterized by an autocratic leadership philosophy to a "networked talent model" characterized by a more consultative/participative leadership philosophy.
Download Module IV
MODULE V: LEADERSHIP FORM
This module focuses on the organizational mechanisms required at every level of the organization for moving from problem-solving in an autocratic style by few individuals to a more collaborative style by teams.
Activities involve building a collective leadership mentality, assuming responsibility for linking units into a whole, and creating "parallel organizational structures" where the thinking/leadership work can be done before returning ideas to the hierarchy for implementation.
Download Module V
MODULE VI: WHERE WORK NEEDS TO BE DONE IN ORGANIZATIONS
This module takes a step back to view the organization as a whole. From this perspective, work is found to be need at all levels of the organization: first-level units must work on doing the "work of leadership" at their level while exposing themselves to rapid learning; mid-level networks of units and departments must begin the process of improving the organization's work and support processes, and the top of the organization must build and effective leadership and management team and must make the demand that all levels help with the change process.
Download Module VI
|
