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Institutional development of the Office of the Minister of State for Administrative Reform (OMSAR)
RETREAT OF OMSAR SENIOR TEAM
Guy Gimenez 10-11 December 2015
BROUMANA
Collective Intelligence
Day 2
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According to Complexity management model, 5 elements are critically relevant:
Identity and aim of the
project
Personal and collective link-
up (entailment)
Discrepancies’ identification and
management
Decision making
processes
Monitoring, Learning and
Change capacity
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Identity and aim of the
project Ongoing Communication and suggestive story
telling about vision and mission statement
Ascertain level of knowledge and understanding of vision and mission by the whole organization
Regular check that company values are actually
honored in day to day operations, internally (between colleagues) and externally (towards
stakeholders)
Establish solid connections and Communications flows with your environment in order to detect early
any trend modification (Business intelligence)
Ongoing revision of strategic lines, aims and objectives in order to check if outdated or revalidate
Engineering for Evolutionary Organization (Complexity Management)
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Identity and aim of the
project
Narrative about the org. How do we
explain it?
Level of general knowledge of the org
(Mission / Aims / Structure…)
Company values: existence, familiarity,
reality (internal / external)
Policies and politics Updating processes
Conscience of the outside world / Type
of links, relationships, connections
Common narrative to be written (evolution)
For strategic use only, not operational
Raise level of awareness towards
common stakeholders
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Google Mission: To organise the world’s information and make it universally
accessible and useful.
Google Core Values
1) We want to work with great people
2) Technology innovation is our lifeblood
3) Working at Google is fun
4) Be actively involved; you are Google
5) Don’t take success for granted
6) Do the right thing; don’t be evil
7) Earn customer and user loyalty and respect every day
8) Sustainable long-term growth and profitability are key to our success
9) Google cares about and supports the communities where we work and live
10) We aspire to improve and change the world
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Personal and collective link-
up (entailment)
Transparent, receptive and facilitating Leadership
Situate teams in the Global Framework
Allow and promote teams self organisation
Maximise empowerment
Support a “try & learn form mistakes” culture
Personalised acknowledgements
Participatory product/services design and management
Engineering for Evolutionary Organization (Complexity Management)
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Leadership style (incl.
empowerment)
Team capacity for understanding org.
environment
Organisation and processes design
Supporting feeling / Mistakes
management
Rewards and recognition
policies Personal and
collective link-up (entailment)
Team Leaders (IP) prepared for leading
change
Identify Key transversal process and put team
to work on it
HR Policies as main Strategic KSF
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Entailment with the project
Contribute:
Challenges and competencies
Count:
Visibility, Recognition
Connect:
Appropriation and belonging
Courage:
Audacity and innovation
Basat en Bettner i Lew (1989)
The 4 C’S for project Entailment :
connect, count, contribute, courage
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Discrepancies’ identification and
management
Cultivate carefully level of trust and relationship in the team (teambuilding)
Detect and expose clearly discrepancies as our main
evolution opportunity, as our motor for change
Create space and setting for professional discrepancy management
Train and practice on reasoning, argumentation and
debating abilities, as well as empathy
Nourish and embody respect, assertivity and transparency
Pay attention and sponsor proposals
Reward creativity and lateral thinking
Promote and enjoy diversity and differences
Engineering for Evolutionary Organisation (Complexity Management)
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Trust / confidence / Love / respect / assertively in the
team
Clear identification and exposure of
discrepancies
Discrepancies management
techniques
Capacity for listening,
clarifying, argue, debate
Promotion of diversity and
creativity Discrepancies’ identification and
management
Avoid conflict through early identification
Multiply transversal encounters
Create real spaces for open debate
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Adapt deicion taking method to environment specificity (simple ? Complicated ? Complex ?
Chaotic?)
Ensure that the decision is actually taken at the most appropriate level
Use both brain hemispheres : balance between
rational and intuitive thinking
Innovate in creative collective intelligence processes (Co-intelligence)
Evaluate and assume a sensible level of risk at time
of decision making
Decision Making Process
Engineering for Evolutionary Organisation (Complexity Management)
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Conscience of complicated /
complex environment
Who takes the decision (and
why)?
Analytic vs. intuitive balance
Creativity
Out of Box thinking
Ambiguity tolerance and risk
taking Decision Making process
No decision, no conflict…
Create conditions
Deep reflection on responsibilities
distribution
New management organizational design
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Monitoring, Learning and
Change capacity
Integrate in processes and procedures the learning dimension, through systematic reflection on what we do (and not do) and how we do it
Make sure that results drive us to reconsider
beliefs and processes (double loop learning) Set of indicators that provide information,
beyond results, about the health of the organisation and its members (social relationships, emotional support, quality of internal and external cooperation, access to new contacts and relationships, etc.)
Monitor relationships: evolutionary or entropic?
Engineering for Evolutionary Organisation (Complexity Management)
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Which we evaluate at the end
Which is embodied in an action plan ....
Then you need to choose the best solution ...
Which involves identifying the linear causes
We need to gather enough information to ...properly evaluate the problem ....
Creation of ordered spaces (agreed and temporary)
Plans are learning processes (action / correction) persuing....
generating alternative hypotheses and action plans
An intuitive and rational understanding...
Draw your attention toward the system and its interactions to achieve ...
From the awareness of how we construct reality
COMPLICATED WORLD MODEL
COMPLEX WORLD MODEL
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Double-loop thinking (What & How)
Questioning and management of results
Type of indicators identified and used by
management
Internal relationships quality
(evolutive/involutive)
Monitoring, Learning and
Change capacity
Knowledge management
Quality standards and management
Definition of new generation of
indicators
Identification of indicators for the
Follow-up of evolution process
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How to diagnose and manage discrepancies
?
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Conflict ?
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• Conflict is a concept with a bad reputation and
hardly accepted.
• Initially, no one is willing to admit his conflicts,
due to its apparently negative image. It is often
perceived as a lack of capacity for managing our
relationships and our environment.
• Another reason is that admitting the existence of
a conflict obliges us to deal with it !
•That’s why it is often hidden or ignored.
Is it «wrong» to disagree ?
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POSITIVES ASPECTS OF
DISCREPANCIES
• In a project management, we highlight at least 3 positive
aspects:
– DISCREPANCY IS A SIGNAL: some unforeseen points of view
and approaches are appearing
– DISCREPANCY IS THE ENGINE OF EVOLUTION: A rich and
well managed discrepancy of opinions and criteria energise and
stimulate creativity toward new solutions
– DISCREPANCY IS AN OPPORTUNITY FOR LEARNING: an
insight, for oneself and the environment in order to improve and
evolve.
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RELATIONAL SETTINGS
CONFLICT INNOVATION
INESTABILITY STABILITY
DISCREPANCY
LOVE
CONSENSUS
FEAR
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DISCREPANCY
CONSENSUS
LOVE FEAR
INTERRUPTIONS
IRONY
CRITICAL TO THIRD PARTIES
”FORGETTING"
DISCUSSIONS
TENSIONS
LACK OF RESPECT
THREATS
FOCUSED ON RELATIONSHIP
IGNORE DIFFERENCES
RELEGATING TASK
REJECT ALL QUESTIONNING
FATALISM TOWARDS CHANGE
DISREGARDING DIFFICULTIES
RELATIVISATION OF PROBLEMS
HIGH VALUE OF STABILITY
CAUTIOUS COMMUNICATION
SECRECY
SOME TOPICS NOT ADRESSED
”HALLWAYS” AGREEMENTS
RELATIONSHIPS AVOIDANCE
TABOO TOPICS
ANXIETY
MUTUAL CONTROL
OPEN COMMUNICATION
FOCUS ON THE TASK
MUTUAL CONCESSIONS
RESPECT
CREATIVITY
SYNERGY
FACING THE FUTURE
CONFIDENCE INDIFFERENCE
”CONSULTANT"
SPECTATOR
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RELATIONAL SETTINGS & COMPLEXITY
CONFLICT INNOVATION
INESTABILITY STABILITY
DISCREPANCY
LOVE
CONSENSUS
FEAR
ENTROPIC
ORDER
EVOLUTIONARY
ORDER CHAOS
DISORDER
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AGREE
OFFER ASK
LISTEN
RECOGNIZE
THE 5 RELATIONAL ACTS
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ASK Is the ability to explain to other the need to do something
It can be done by begging, suggesting, indicating, and even ordering a requirement, depending on the situation and relational context.
Asking requires the ability to clearly specify the requirements of the order and the ability to tilt the will of others in a positive way.
How to ASK ? • I ask when I need, not expecting that
the others will guess right. • When I ask for something, my need is
clear for me • When I ask for something, I clearly
define conditions, deadlines and responsibilities
• Communicate my demands thinking in the other’s logic
How NOT to ask ? • I don’t fancy asking for help, I prefer to
act on my own, even if the cost is higher • When I ask, I try to seduce the other in
order to achieve the impossibility to get a “NO” for answer
• My way of asking looks like a supplication • When asking, I am not prepared for a
negative answer
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OFFER
Is proposing to other any action that I consider might be useful. Offering effectively requires the willingness to accept the rejection of a particular offer and to listen to other actions that may appear.
How to Offer ? • When offering something, I do it
according to the needs of others • My offerings are clear and
specific • Offer from honesty, openness and
generosity • The offer is focused on results,
not in improving the relationship
How NOT to offer ? • On many occasions I offer generically,
without specifying • My offers include hidden demands, I
offer, asking for something • I offer solutions to problems not
identified by others • I offer constantly, provoking that others
may feel indebted to me
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AGREE Is a process of dialogue that allows two or more people coordinate future actions or opinions on agreed situations. Agreement is a process that generates joint declarations and commitments that can lead to effectively coordinate future action.
How to Agree ? • When agreeing about something, I
clearly define the commitments, the persons in charge and the deadlines
• When I can not fulfill a commitment, I renegotiate the terms and conditions
• I am willing to adapt and renegotiate what I ask and what I offer according to common goals.
• If I'm not sure to perform, I am able to clearly say it
• When others do not meet their commitments I say it straight
How NOT to agree ? • When I reach an agreement I'm not
clear in defining requirements, creating ambiguity in my commitments
• I easily justify breaches of others • I don't negotiate before accepting
unclear agreements • I'm not able to say no in case of
agreements impossible to reach • If the agreements are not met, nothing
happens
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LISTEN Is the action of seeing the other and making him/her fell understood, by your ability to pay attention to emotions, explanations, actions and the meaning transmitted about facts and persons.
It is accepting the fact that the world of the other is different and that it is impossible to really be in his place, but still it is possible to approach and make him feel that you are standing by.
How to LISTEN • I create appropriate spaces to talk and allow
the necessary time to do it. • I can accept that the other thinks and feels
something different without judging him • I investigate about the way of thinking of
others, what they feel and worry about • When conversing with others I pay attention
to what they say, how they say it and what they do not say.
• When I do not understand what others say, I repeat what I have understood, and ask if this is what they meant.
How NOT to listen • I pretend to listen, but I'm actually thinking
about something else and absent • I hear only what confirms my position and I can
hardly hear something different • When I listen to others, I am more concerned
about answering than listening • Often "I already know what the other is going
to say” • There are issues on which it is absurd to listen
to discrepancies because they are inacceptable
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RECOGNISE Is sharing with an other opinion and feelings that I have for him or her. It is being able of recognising and showing how important he/she is for me and which aspects I value positively and those which need to be improved. Is giving legitimacy to the other for being as he/she is, thinking as he(she think and being where he/she is.
How to Recognise ? • Acknowledge good job immediately • Offer precise examples to convey my
views on others. • When others make mistakes, I show
them how to improve • When I see someone unsure of their
abilities, I offer support reinforcing their strengths.
• Publicly acknowledge a job well done by others
How NOT to Recognise • I have problems to accept that an other person
may have different logic and interests • My way to recognize is generic and vague • I have difficulties to recognize the positive side of
others • I often use recognition as a strategy to get what I
want • I tend to recognise the mistakes and deficiencies
of others, but not what they do well
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By units
• Using the relational settings models, where would you situate OMSAR in this moment?
• Identify one of the principal subject of discrepancy.
• Imagine (and represent in a roleplay) how it could be handled using the 5 acts relational model: – What would you offer ?
– What would you ask for?
– What should you agree upon?
