JOHN EDWARDS Success in Your Business Getting Top Performance from Yourself and Others

JOHN EDWARDS

Success in Your BusinessGetting Top Performance from

Yourself and Others

LEVELS OF PERSPECTIVE

LEVERAGE

Systemic Structures

Vision

Patterns of behaviour

Events

Mental Models

KOTTER - VISION

Shared vision prevents conflict and non-stop meetings, allowing people to work more autonomously while still working interdependently.

Without a vision to guide decision making, every tiny decision can become an interminable debate.

MENTAL MODEL - LEADERSHIP

Long term Focus on culture and visionDefines the futureAligns people with the visionInspires people to make it happen despite

obstacles

(John Kotter)

MENTAL MODEL - MANAGEMENT

Immediate futureFocus on structure and systemsPlanning, budgeting, organising,

staffing, controlling, and problem solving

(John Kotter)

MENTAL MODEL -PROACTIVITY

Reactive Tension

Creative Tension

Focus on what we want to create

Focus on how we feel and on getting rid of bad feelings

VISION

CURRENT REALITY

Structural Tension

(Robert Fritz)

BUTLER MODEL

PUBLIC INFORMATION

PERSONAL PRACTICAL

KNOWLEDGE

REFLECTION & GENERATION

MENTAL MODELS

CURRENT PRACTICE

OUTSIDE SELF INSIDE SELF

ACTION LEARNING - Revans

ACT

REFLECT

GATHER DATA DESIGN

ACT

GATHER DATA

DESIGN

REFLECT

ACT

WALLBESSER - EVALUATION

Evaluation is gathering information for decision-makers.

YOU THEN ASK 3 QUESTIONS:Who are the decision-makers?What are the decisions they want to (have to)

make? What will convince them one way or the other?

TRANSMISSION MODEL

The single greatest determiner of what a person is able to learn is my ability to skilfully craft the message, transmit it, and lodge it in the learner.

DAVID AUSUBEL

“The single greatest determiner of what a person is able to learn is what they already know.”

MENTAL MODEL - CONSTRUCTIVISM

FILTER

WHAT I ALREADY

KNOW

MEANING MAKER

MENTAL MODELS

M’

M”

M

SOCIAL CONSTRUCTIVISM

r

R

PERSONAL

SOCIAL

LINK WORKSHOP TO WORKPLACE

WORKSHOP WORKPLACE

DESIGN

REFLECT

DESIGN

ACT

GATHERDATA

ACT

GATHERDATA

TRANSFORMATIONAL LEARNING

time

L +clear understood flows

confusion frustration angst

L -

THE PIT

BUTLER MODEL

PUBLIC INFORMATION

PERSONAL PRACTICAL

KNOWLEDGE

REFLECTION & GENERATION

MENTAL MODELS

CURRENT PRACTICE

OUTSIDE SELF INSIDE SELF

L L L

MENTAL MODEL - THINKING / LEARNING

LEARNING ORGANISATIONCOMMAND & CONTROL

M

S S S

O O O O O O

L

L L L L L

CHRIS ARGYRIS

ESPOUSED THEORY

Talk theory - what I say that I do.

THEORY-IN-USE

Walk theory - what I actually do.

DYSFUNCTIONAL MENTAL MODEL

What I observe are THE FACTS.What I know is THE TRUTH.And any reasonable person would see

what I see and know the truth as I know it.

MENTAL MODEL - LADDER OF INFERENCE

ACTION

BELIEF

CONCLUSION

ASSUMPTIONS

MEANING

DATA

SITUATION

REFLEXIVELOOP

LATERAL THINKING - de Bono

Define the problem- Generate multiple definitions- Select the most useful definitions

PO - Random input- Randomly associate with any word or object- Select the most relevant and powerful ideas

PARALLEL THINKING - de Bono

Six thinking hatsRule governed behaviourAlignment of thinkingBetter taps the intellectual power of a

groupMental discipline

SENGE - 5 WHYS

POOL OF OILGABUNGIE

LEAK DEFECTIVE GASKETS

PURCHASING DECISION

COMPANY POLICYBOARD

DECISION

WHY 1WHY 2

WHY 3

WHY 4

WHY 5

SYSTEMS - SINGLE / DOUBLE LOOP

Mental Models Actions Results

React

Single Loop

Reflect

Double Loop

CASE STUDY

A Total Quality Management (TQM) consultant worked with senior management to carry out a variety of surveys and group meetings to help 40 supervisors identify nine areas in which they could tighten procedures and reduce costs.

The resulting initiative met its goal one month early and saved more money than management had anticipated.

The CEO was so elated that he treated the entire team to a champagne dinner to celebrate what was clearly a victory for everyone involved. Argyris(1994)

SOURCES OF INACTION

When Argyris asked the supervisors how long they had known about the nine problem areas, their responses ranged from three to five years. When asked why they had never taken any action themselves they:

cited the blindness and timidity of the management, blamed inter-departmental competitiveness verging on

warfare, and claimed the company culture made it unacceptable to get

others into trouble for the sake of correcting problems.

In every explanation the responsibility for fixing the problem belonged to someone else. The supervisors were loyal, honest managers. The blame lay elsewhere.

CHRIS ARGYRIS

Most leadership strategies do not:

Get people to reflect on their work and behavior

Encourage individual accountabilitySurface the kind of deep and potentially

threatening or embarrassing information that can motivate learning and produce real change.

DREYFUS MODEL

Basis For Action

Novice

Rule Governed Behaviour

PPK

Read the Context

Beginner ProficientCompetent Expert

Peter Drucker

We know that the key to the productivity of the knowledge worker, and his/her achievement, is to demand responsibility from him or her. All knowledge workers, from the lowliest and youngest to the company’s chief executive officer, should be asked at least once a year: “What do you contribute that justifies your being on the payroll?

Peter Drucker (cont.)

What should this company, this hospital, this government agency, this university, hold you accountable for, by way of contribution and results? Do you know what your goals and objectives are? And what do you plan to do to attain them?”