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Is it normal to obsess? As individuals and organizations?
Heart, soul, mind and strength.
What organizations can learn from how nature handles complex processes.
The answer will impact how you approach both strategic decision-making and daily challenges.
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• Process corporate activities and interactions at the most efficient place for each.
• Overcome isolated specialties through general integration. • Build interdependent roles with leadership teams that quickly
adapt to changing circumstances.Heart, soul, mind and strength.
What organizations can learn from how nature handles complex processes.
How to…
Is it normal to obsess? As individuals and organizations?
The answer will impact how you approach both strategic decision-making and daily challenges.
3Heart, soul, mind and strength.
What organizations can learn from how nature handles complex processes.
Like an organization, the mind goes crazy trying to process when and where it cannot.
• Process corporate activities and interactions at the most efficient place for each.
• Overcome isolated specialties through general integration. • Build interdependent roles with leadership teams that quickly
adapt to changing circumstances.
Take a lesson from the most complex processes ever…
Illustration: Each area of the brain has a processing specialty
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http://www.amenclinics.com/the-science/spect-gallery
Normal (Peaceful processing)
Self-Medicating (Deadening some hot spots)
Schizo (Overheated at many hot spots)
Hot spots at the joints: Base, limbic, cortexSo, is your leadership frontal yet?
"Store it where it can be most efficiently processed.“ – Amen Clinic Therapist
http://www.youtube.com/watch?v=LM_nw5N3n-I
Like an organization, the mind goes crazy trying to process when and where it cannot.
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As in the mind so in the body… and the organization.
*See “Gifted Individuals” presentation for details.
Twenty-six arenas of an organization - seemingly infinite areas of the brain. Simple truism of defining responsibility.
Move activity to where it is most efficiently processed.
Organizationally:• Tune teams for energetic chemistry.• Align positions to personal strengths.• Enforce interdependence of functional responsibilities.
Efficient and effective organizations and processes are, in essence, governed frontally.
That is, knowing where to focus, when to hurry up, when to get intense, when to be more social, when to hold on tightly and when to let it go. "As the wind blows and the flock flies."
"Know your region.“*
Click Pause to read.
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Obsess vs. Process
See the presentation "3 Life Process" for a more detailed description of the stages above.
Similar to how the brain experiences hot spots between regions that do not hand-off to each other,
the organization experiences pain points, inefficiency and redundancy where process outputs on one side
do not align with valued inputs on the other side of a boundary and, ultimately, across the service lifecycle.
• Tune teams for energetic chemistry.• Align positions to personal strengths.• Enforce interdependence of functional responsibilities.
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Obsess vs. Process
See the presentation "3 Life Process" for a more detailed description of the stages above.
Impulses Disciplines Insights Generalizations
MindfulResponses
1. 2. 3. 4.
Unthinking Reaction
Mind
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Obsess vs. Process
See the presentation "3 Life Process" for a more detailed description of the stages above.
Organization
Juggling Interactions
Processing Transactions
Following-up on concerns
Researching Requirements
Valued Solutions & Realized Service Value
1. 2. 3. 4.
Crisis Management
Impulses Disciplines Insights Generalizations
MindfulResponses
1. 2. 3. 4.
Unthinking Reaction
Mind
Requests Fulfillment Incidents Problems
Change & Transition
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Products & Services
Governance Systems
Strategy Management
Engineering & Knowledge
Relationships & Requirements
Master Scheduling & Resource Management
ApplicationsPrograms
Ops Control
Infrastructure Fulfillment
Projects
IncidentsDevelopment
Catalogs
&Problems
&Portfolios
&Design
&Maintenance
Interdependencies and Hot Spots
Action Agents must take on assigned issues
Programs must adjust to priorities
Service Reps Ensure coverage ofall constituencies
(Customers/Channels)
1st Line Support 1st Response andPoints of Contact
(Support/Knowledge)
To align life to value, contact Greg@RoweServices.com
Click Pause to read.
Common conflicts and inefficiency
End. The details of corporate interactions follow,
expanding on the approach.
To align life to value, contact Greg@RoweServices.com
Needs of Sub-Groups
Service Reps Cover all
Constituencies(Channels)
Is your chaos manageable?
IndividualRequests
Flow of Interdependencies
Plan & Resource
Long-TermChanges
(Re)ArchitectOrganizational
Capabilities
Action Agents Take on Issues
© Gregory P. Rowe, gp@kgit.net
Programs Adjust to Needs
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First Line Response and
Points of Contact (Admin)
Communicationof Vision
Balanced vs. Personality-Based
Leadership & Governance
Well-defined sandboxes that allow leadership
from strength.
Agreed service levels
Problem Solving& Recommending
Improvements
Agree on the need to change
and register it
Master Scheduling
(De-conflict)
Steering Groups(Prioritizing Actions) Working Groups
(Designing Solutions)
OperationsControl
(Eventually 24x7)
Confe
ss
Repen
t
Inspirational Visionary
Brilliant Architect
Sandboxes and Services
Core and Enhancing Services
1.
Supporting Services(Internal and External)
2.
Group Leadership Group ManagementOrganize Logistics & Supplies
Bring Content, Host and Help
Prepare Agenda & Facilitate
DirectGuide Group MembershipForm, Storm,
Norm, Perform TogetherShare/Feel Think/Do
Example Cellular Leadership Approach Along a Boundary
Juggling routine interactions (knowledge-based exchanges)
Processing requests and transactions (request or order fulfillment)
Following-up on concerns and issues (processing incidents & complaints)
Researching and publishing root causes (coordination and oversight of long-term solutions)
Transformational Changes
1. 2. 3. 4.
Processing CorporatelyProcessing instead of obsessing according to the general revelation.
Complex processes of the mind are not that far from complex processes of the organization,
as the next presentation introduces.
To align life to value, contact Greg@RoweServices.com
Barrage ofEncounters
IntentionalActions
Concerns toAddress
Long-Term Issues to Solve
Projects to Implement Changes
Inter-nal
Exter-nal
ProjectMgmt
TechOps
Coord. Mgmt
Prog.,Proj.
TechMgmt
Gov.
HQ
Sched.
Infra.Apps.
BRM Svcs
Gov. Quality
Internal orexternal
TranscendAutomating mindfulness?
1. Impulses buffered in a duality team.2. Emotions redirected in a triad evaluation team.
3. Self-contradictions eliminated in brainstorming team.4. Inspired architecture emerges from project transition team.
The first three must go submarine into subconscious ('die') so as to process the rest
Application in organizational management systems:
Simple responses from complex processes
Reactions
And it al starts out in reverse order.
Impulsesautonomic & basic
Disciplinestraining & experience
Insightspersonality & chemistry
Generalizationsuniversal, strategic & transformative
1. 2. 3. 4.Routine Transactional Resolving Solving
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Obsess vs. Process
ReptilianImpulsesautonomic or basic genetic
MammalianDisciplinesincluding training & experience
Pre-Frontal Insightsincluding personality
Frontal Generalizationsincluding universal goodness of intent
ComplexResponses
1. 2. 3. 4.
Unthinking Reactions
See the Starling presentation "3 Life Process" for a more detailed description of the stages above.
Just as the brain experiences hot spots between regions when they do not hand-off to each other, the organization has pain points, inefficiency and redundancy where process outputs do not align with value across the service lifecycle.
Enforce interdependence of functional responsibilities
1. 2. 3. 4.Routine Transactional Resolutions SolutionsJuggling interactions
Processing requests
Following-up on concerns
Researching requirements
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