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Skills building training - day 5 thinking outside the box
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Bu proje Avrupa Birliği ve Türkiye
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IMPROVED STRATEGIC MANAGEMENT
CAPACITY PROJECT
October 2013
Change Management – Session 5
Jocelyne Rasé
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Day Five
Inciting creativity and innovation
• How open are you to new ideas / different concepts / diverse points of view?
• Being in the box – What does it mean?
• Stepping out of the box to be creative
• Thinking outside the box
• Divergent vs. convergent thinking – the Intermediate Impossible
Assignment for working teams
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How open are you to new ideas?
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How do you feel?
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Being in the box
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Inaction
Powerlessness
Anger Pessimism Negativity
Isolation It won’t work I shouldEnvy
Jealousy
Boredom
Helplessness
Dual Thinkingeither/or black or white
Disbelief
Confusion
Fear
Resistance
I can’t..I really, really
want to…
Judgment
Criticism
Resentment Apprehension Depression Lack of vision
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edilmektedir Dual Thinking
either/or – good/bad – black/white
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WIN and WIN
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11/15/2013 10
Stepping out of the box
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11
It’s up to you…IN THE BOX
I have to «get along with» … or else…
• There will be conflict,
• I will be reprimanded,
• There will be negative consequences,
• I will be fired, I will have a bad reputation, etc = NEGATIVE
OUT OF THE BOX
I choose to «get along with… » because…
• We will collaborate better to finish the project on time
• I might learn something from him
• The atmosphere will more positive, etc = POSITIVE
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Attitude is everything
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edilmektedir What is your basic attitude?
15 November 2013 13
Situation Pessimist Optimist Principle
Good event
Ex: It is sunny
"It is temporary."
"It will last for a long
time; Spring is here
to stay.”Permanence
13
Bad event
Ex: I lost the
tennis game
“I am such a failure, I
never win anything”
“Today was not my day...
I will do better tomorrow"Pervasiveness
Negative outcome
Ex: I did not get the
promotion
"I caused it;
it’s my fault”
“Circumstances
caused it.”Personalisation
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I take the
Power to ActIt will work
I am not perfect
but
I will learn from
my mistake
I can
I think of
the
Impossible
I will
What if…
It might be
possible,
at least in part
I am doing it
I choose toI am not going
to be stopped
Why not? I start now
I trust that I
can do it
It is time to start
Here
& Now
I do some today,
one day at a time
I am
In Control
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11/15/2013 IAEA 15
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Think differently
• Find 15 original uses for a paper cup
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Connect the 9 Dots
Using 4, 3, 2, 1 , 0 straight lines
without lifting the pencil page 18
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11/15/201
3
IAEA 19NINE DOTS
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Is it half full or half empty?
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Lead by Desperation or by Inspiration
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Left Side
Management of tasks
Reason
Practicality
Logic
Analysis
Structure
Organisation
Critical
&
Convergent
Thinking
Right Side
Management of
relationships
Openness
Intuition
Emotions
Beliefs
Flexibility
Creative
&
Divergent
Thinking
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11/15/2013 IAEA 23
Courage
to challenge
& to go against the flow
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edilmektedir How open are we to new ideas?
24
INTEGRATE How can WE build this into tour daily practice?
How can WE work together?
ADAPT What do I need to do differently?
How can we be better aligned?
RECOGNISE I hear your point of view.
& ACCEPT Let’s agree to disagree
RECOGNISE I see your point, but I don’t have time for this,
& MINIMIZE We will deal with it when we have time later
RECOGNISE Yeah, that’s what you say, so what?
& EVALUATE
NEGATIVELY
IGNORE That’s not important, I don’t see it
Influence –P
roblem S
olvingR
esistance -R
esentment
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edilmektedir Divergent vs.Convergent thinking
11/15/2013 25
CREATIVITY:
generating a maximum of
ideas – widening things out,
opening the realm of
possibilities
INNOVATION:
Use the sum of all
propositions to make it
work - focusing on solutions
NEED
SOLUTION
INTERMEDIATE IMPOSSIBLE
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edilmektedir The Impossible Intermediate - Kenneth Karloff - Nigel May Barlow
What is impossible today
but if you could do it,
would make significant change
to your life or your work?
“Let’s forget about the rules and being logical for a moment”.
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15 November 2013 27
Pike Place Fish Market - Seattle
Teatro capicitacion Filosofia Fish - UTube
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edilmektedir Exercise: How much is it exactly?
1. It’s too far to go there just for one day How many km?
2. I’ll be there in a few minutes How many minutes?
3. Charles is old enough to be a Country Manage How old is he?
4. I want to make enough money to live comfortably How many €?
5. It’s a lot of money to lose gambling at the casino How much in €
6. This box is too heavy to carry by yourself How many kg?
1. He drinks too much How many drinks/week?
2. You’ll need a little time to get accustomed to the department How much time?
3. We need some time to implement the SMD project How much time?
2815/11/2013
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edilmektedir Setting S.M.A.R.T. Objectives
Specific
Measurable
Agreed upon - Achievable - Action-Oriented Today
Realistic
Time Bound
15/11/2013 29
Vision
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Exercise
• Identify a significant change you would like to make
• Describe state – A –
• Describe the problem you have
• Identify the situation where you will end if no corrective action is taken
(worst scenario)
• Describe the desired state – B – what you want to achieve
• Brainstorm the positive and negative forces
• Review and clarify each force or factor
– What is behind each factor?
– What is necessary to support the change?
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Blocking factors – restraining forces• Lack of vision
• Lack of purpose
• Lack of understanding
• Lack of motivation
• Lack of courage
• Lack of encouragement
• Lack of incentives
• Circumstances
• Political climate
• Tradition
• The old tapes in your head
• Specific negative people “It can’t be done”
• Other priorities (family, sickness, emergencies, etc)
• Misconceptions - beliefs
• Prejudice
• Preconceived ideas
• Fear, learned helplessness
• Etc….
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5 topics identified1. How to get engagement and support from the under secretary of
your institution? What actions would take? How would you do it?
2. How to make more coherent the various SM documents. Which
ones? and how?
3. Choose 3 strategic areas relevant to your institutions and define the
main priorities and the KPIs – Key Performance Indicators - for each
of them
4. What measures would you take to improve the SM capacity in your
institution
5. How would you ensure that there are more incentives to comply with
the SM measures?
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33
Can you start telling the story of what you would like to see?
Vision
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Force Field Analysis - Lewin's Model
Driving forces:
• Incentives
• New people
• Strategic Management
Development – SDUs
• Managerial pressure
• International pressure
Restraining forces:
• Loss of status
• Skills deficit
• Complacency
• Established work methods
• Tradition
• Culture
cause a shift in the equilibrium towards change
counter driving forces to oppose change
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edilmektedir Your issue:
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Solution focus – one step at a time…
36
4 5 6 7 8 9 10
NOWFUTURE
PERFECT
What is
already
going well
that gives us
a 4?
What can
you do to
reach that
next step?
What does it
look like
concretely?
You can’t eat an elephant in one
day…
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VisionGoal Setting:
eliminate or reduce the
blocking factors?
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VisionGoal Setting
What are you going to do to
increase or mobilise the
enabling factors?
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39
Bu proje Avrupa Birliği ve Türkiye
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Change management
15 November 2013 40
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Assignment
• Start working on the elevator pitch - keep on working on the
story you want to tell in your ministry – 5 min individual
presentation – to be done in Mod II
• Keep in touch with work group to fine tune your action plan to
remove blocking factors & increase enabling factors – be ready
to present it to the group when you come back for Mod II
• Visit e-platform – to communicate and exchange until Mod II
• Keep your journal
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edilmektedir The S.T.E.P. model
Efforts ResultsS.T.E.P.
STOP EVALUATETHINKPROCEED
DIFFERENTLY
42
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edilmektedir Keeping a Journal Journaling is an exercise of affirmation of your strengths: learn to articulate and
document your accomplishments on a regular weekly basis; especially proactive activities
which tend to be less visible than reactive ones. What did you do right?
SELF AFFIRMATION
Record 5 good things you accomplished this week when you had real impact – not what you did but HOW you did it.
On the other hand, journaling is also an exercise of humility, paying attention to what can be done better, in a smarter way, which lessons can be learned for ongoing improvement of your performance.
HUMILITY
Record 5 points that need improvement - 5 lessons learned
How would you handle a similar situation in the future… What would you do differently?
15/11/2013 43
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Conclusion - Closure
Feedback about the programme – evaluation form
What should we keep?
What could be improved?
What should we stop?
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Work in progress…
11/15/2013 45