THE FIFTH FORCEThe UNDENIABLE power of…

4 FORCES OF NATURE

GRAVITY STRONG NUCLEAR

WEAK NUCLEAR

ELECTRO-

MAGNETIC

THE 5TH FORCE

SOCIALCONEXT

IGNORE THE 5TH FORCE

SOME IMAGES ARE UNFORGETABLE

WHAT CAUSED THE CHALLENGER DISASTER?

ROGER’S COMISSION:“O”-rings become less resilient

when they get cold

WHAT ALLOWED THE CHALLENGER DISASTER?

“Normalization of Deviance”Dianne Vaughn

Toxic relationshipsContinual political pressure

Delay now impacts everything

Hubble Space Telescope…oops

$2Billion budget over run AND the mirror was ground wrong

WHY DID KOREAN AIRLINERS CRASH 17x OTHER AIRLINES?

MANAGE THE 5TH FORCE

Enhance Performance Lower Risk Develop Leaders

WHAT IS THE 5TH FORCE?

Diane Vaughan (Challenger), “It is unfortunate…that these forces are invisible and unacknowledged.”

Context Drives Behavior Would you modify your behaviors in each of these contexts:

Giving / receiving a marriage proposal?

Fiancé's family dinner?

Bachelor / bachelorette party?

Hijacked on honeymoon?

Detecting Social Context

Measuring Social Context

Which Behaviors to Measure? Intuited

Emotional Logical

Sensed

Deciding

Information

VisioningWe all need

hopeful futures

CultivatingWe all need

to feel appreciated

DirectingWe all need the ability to succeed

IncludingWe all need to feel that we belong

The Four “Dimensions” ≡ Human Needs Intuited

Emotional Logical

Sensed

Universal human needs underlie every 4–D process. 4–D dashboards are operating in 75 countries.

London France Malaysia SOEs-China

4D IS GLOBALLY APPLICABLE

Making the invisible…Visible

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Explosions, failures, crashes Success, profits, performance

300 Team Baseline

Average Performance Enhancement

BottomQuintile

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AverageQuintile

> Ave.Quintile

TopQuintile

53% 66% 70% 75%

66% 71% 76% 80%

72% 75% 79% 83%

77% 81%

84% 90%

All 198 teams with multiple assessments (2008)~4% Enhancement / TDA cycle

+7%/TDA

+5%/TDA

+4%/TDA

+2%/TDA

+2%/TDA

How Team Development Assessments Work

ON–LINE SEGMENT

Behavioral Norms

Rationale for Your Choices

Why Each Behavior Matters

Numerical Scores

The“Standard”(Criterion)

CaseStudies

What “good”Looks like

TDA Report – Team Self-Development

Team Leaders discuss report with members and direct three actions: 1. Schedule re-assessment2. Decide workshop or modules3. Identify behavior-specific actions

Responsible Action Due

Smith, John Develop andImplement our Appreciation Enhancement

System

6/28/2012

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57%

68%

72%

81%

6/07

9/07

4/08

6/09

Real “ABC” Team DataIndividual’s Perceptions

Relatively low scoring behaviors are candidates for action items

Addressing Shared Interests Being Outcome Committed

Appropriately Including Others

Keeping All Agreements

Resisting Blaming or Complaining

Clarifying Roles, Accountability and Authority

Most Recent Previous Assessment Current Assessment

Expressing Authentic Appreciation Expressing Reality -based Optimism

Case Studies

Fifth Force #5 – Case Studies

STEREOP. 54 Avionics

SystemsDivision

HNBTP. xix

You (+ charge)

1. Context-shifting Restored Profit

My customer relationship is broken

Charlie, I am in real trouble

We need a 4-D Workshop, but they won’t attend

## - This isn’t about changing them

Rather, you changing you!

Them (+ charge)

You Them

Context-shifting Restored Profit

Charlie, I am in real trouble

My customer relationship is broken

We need a 4-D Workshop, but they won’t attend

## - This isn’t about changing them

Rather, you changing you!

Change yourself from a “proton” to a “neutron”

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Context-shifting Restored Profit

1. Team Development (Assessment), as always

2. Three-day Workshop (~24 participants)

Good to Go

Shift Story-linesManage Emotions

Express Appreciation

Shared Interests

3. CSW & Re-Team Development (Assessment)

What you can Authentically Appreciateabout the other party, or your mutual (difficult) Situation?

Which Emotions (and group) are you experiencing?

What Shared Interests can youidentify by asking, “What do they

want that I can want for them also?”

Reaching broadly, whom (person or organization) should you Include to

garner support and avoid stimulating anger.

What explicit or implicit Agreementshave you broken that could affect others’

perception of your trustworthiness?

What Unpleasant Reality must youacknowledge and what Optimistic

Outcomecan you now imagine realizing?

How Committed are you to realizing your Outcome– if less than 100%,how can you enhance your commitment?

How can you reduce Victims’ helplessness;Rescuers’ weariness, Rationalizers’ anxiety, or Blamers’ (deadly) anger?

Have you clarified and communicated your Roles, Accountability, and

Authority to all involved?

What Green Story–linessupport behaviorsthat take you to your Outcome? (Response–able)

What Red Story–lines support behaviorsthat take you away from Outcome? (Blamer, Victim)

What Outcome are you 100% Committed to realizing? (Think expansively)

What Situation do you want to resolve – involving people, performance, competition, etc.?

Actions & 4–D Requestsyou will now take/make and are these sufficient?

Which Emotions (and group) must you now express?

Context-shifting Restored Profit

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Then, recurrent TDAs sustained performance & profit for years

Takeaways: Aligned 4-D Processes (Assessments, Workshop & CSW) restored profit and saved the Program Manager’s job.

2. Context-shifting Saved Project

Charlie, “Stereo” is in real trouble

Conflict across the two implementing organizations

HQ is threating cancellation of this $500M Project

1. Team Development (Assessments) for each org.

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NASA/Goddard JHU/APL

“Sins” = Inexperienced Leadership; Broken RAAs;…

Context-shifting Saved Project

2. Three-day Workshop (~12 leaders each side)

Shift Story-linesManage Emotions

Express Appreciation

Shared Interests

+ 0.5 years+ 1.0 years+ 1.5 years+ 2.0 years+ 2.5 years+ 3.0 years+ 3.5 years (and beyond)

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JHU/APLNASA/Goddard

3. Dual Team Development (Assessments) every ~6 months

Context-shifting Saved Project

The Stereo Project Manager: “We went from being the butt of ugly jokes to being a model of managerial excellence thanks to the 4-D System.”

The Stereo Deputy Project Manager: “It was amazing, to watch our performance, and our customer’s perspective, track right along with our 4-D assessment scores.”

3. Avionics for the Moon Program

About 150 people organized into 10 teams

We must perform to save the program

TopLeaders (2)

8 People 16 People

18 People 13 People 9 People 14 People

11 People 15 People 13 People 16 People

1. Formed a “Leadership Team”

Top leaders plus the leaders of all the sub-teams

They understood that people mimic their leaders’ behaviors

Context-shifting Moon Avionics

Shift Story-linesManage Emotions

Express Appreciation

Shared Interests

- Leadership team shared all their TDA Results

- All shared TDA actions - Many were the same

2. TDAs for “lead” & 10 working teams

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10 TeamsAll ‘teams” Scored in lower quintiles

They met every 6 months to discuss issues and TDA results/actions

3. Three-day “leadership team”Workshop

Context-shifting Moon Avionics

All team scores (like Stereo) moved up together.

After two- years, all teams were in the top-quintile.

Years later, they continue periodic TDAs to maintain top-quintile performance.

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10 Teams

Fifth Force #6 – Common Assessment Mistakes

Common TDA Structural Errors

Top Leaders (2)

8 People 16 People

Mistake – TDA Crosses Multiple Teams

Mixed Results No Action Focus Blaming Others?

A single Multi-team TDA

Top Leaders (2)

8 People 16 People

The Best Method – Three TDAs

Segregated Results Action Focus No Blaming

TDAs for each Team

TDA for pseudo “leadership team”

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Mistake – TDAs

“I want a TDA to improve teamwork.”

“New 4-D provider set’s up and briefs TDA report.”

They were not a “team; they were geographically diverse entrepreneurs w/ little contact

Instead, (coordinated) IDAs for all

Invite all knowledgeable colleagues to participate

All share resulting ideas/actions

Share their benchmarks with trusted others

Better – IDAs

How to Proceed?

With your team members’ e-mail addresses in the dashboard, we launch your TDA

Educate

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Benchmark

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Boost

~15 Minutes on-line

~90 Minutes to process the TDA Report

Fifth Force #7 – Closure

Closure

Never doubt that a small group of thoughtful, committed citizens can change the world.Indeed, it’s the only thing that ever has.

– Margaret Mead, Anthropologist

Visit www.NASATeambuilding.com for resources

System4-D