AHA! Creating Change Through the Power of Insight. Meeting Notes

 

Donna Hartney was kind to share her slides from her workshop from AHA! Creating Change Through the Power of Insight.

We answered these six questions:

• What is an AHA! anyway?
• How is an AHA! different from an ordinary, everyday aha?
• What impact can an AHA! have on a person’s life and career?
• What’s the evidence that it’s possible proactively to prime oneself for pivotal AHA!s?
• Where do AHA!s fit within a comprehensive model of change, and why are they a crucial addition?
• Why is it necessary to first be a student of AHA!s before attempting to teach others how to create them?

10 Team Dynamics all High Performing Teams Share

 

In a meeting a Senior Manager chose to quote Tolstoy ‘Anna Karenina’ about the challenge with getting teams to be productive and happy.  He only chose to use the last half of the quote … every unhappy family is unhappy in its own way.

Being the nerd I am, I realized that he was cherry picking the part of the quote that fit his perception of the problem…Kindly I reminded him of the whole quote.

"Happy families are all alike; every unhappy family is unhappy in its own way." – Leo Tolstoy, Anna Karenina

I believe the same thing with teams.

"Happy teams are all alike; every unhappy team is unhappy in its own way."

We know what it takes to develop happy productive teams.

Thinking about organization development and team development as a world where there is a great deal of knowledge about “what works”.  The fun and challenging part is how to apply the what-works in the teams context to ensure that it works for them and that you as the consultant or facilitator are not just using a tool or method because you are comfortable with it.

Below and in the slideshare above are

1. Identify a Leader - a common mistake teams make is the failure to recognize that any team endeavor a leader must either be identified or emerge. Teams must have leadership. Two key leader roles are required for a project team. One is the strategic leader and the other is the team leader.

2. Establish roles & responsibilities + discuss what each person ‘brings to the table’ – Understanding the various roles and responsibilities of the team is critical to success. Additionally taking time to know expertise and special interests of team members will allow people to me matched to their capacity to complete the project tasks, as they are assigned.

3. Establish a set of goals & objectives – in any team recognition and understanding of the goal is paramount. All organizations have long term goals, project teams must set technical and process goals as part of their work.

4. Establish an agenda for managing time to complete the task/meeting – Teams that do better at managing their time achieve better results. The concept of agendas is critical to better time management, whether the application of the concept is focused on project team work or meetings in general.

5. Establish a method to determine how they will reach agreement – Everyday people make decisions quickly from what to wear to what to have for breakfast, individuals use rational (and sometimes irrational) methods to make a decision. However when two or more people (any team, committee) attempt to make the simplest decision chaos results.

6. Establish ground rules for their meetings – “An ounce of prevention is worth a pound of cure.” As it relates to teams, no truer words apply. When teams meet, there should be a set of standards that establish how team members will behave toward one another. This is not just a way to ensure courtesy to one another, but also that the teams’ time together ends up being used effectively and efficiently.

7. Proper & timely use of quality tools – Teams must all have knowledge and accessibility to utilize and comprehend the quality tools that teams’ need for project success.

8. Maladaptive behaviors are properly dealt with immediately and have consequences – No matter how well a team prepares for maladaptive behavior and attempts to prevent it, such behavior will occur. This is especially true to teams! When these maladaptive behaviors are ignored and left to fester, they are like a dead body left to rot in the living room. It looks gross, it stinks, and no one wants to deal with it.

9. Ability to get started on task/project quickly – Teams waste a lot of time before the actual work gets done. Higher results in project teams can come in the initial phase when the project teams have expertise in project management skills.

10. Ability to state what is working and how to improve – Teams need an Understanding that problems DON’T equal solutions; Solutions = Solutions. Teams must quickly acknowledge that a problem exists then work to determine what will take the place of the problem, how the solution will function and work. Teams that can quickly create ‘what they want’ as opposed to ‘what they don’t want’ get work done and implement this process into the team Skilled-Knowledge.

 

What do you think?

Would like to hear your thoughts and what high performing teams have in common?

michael cardus is create-learning

AHA! Creating Change through the Power of Insight – ODN of WNY June 2013 Meeting

Organization Development Network (ODN) of WNY

June 2013 Meeting Announcement

AHA! Creating Change through the Power of Insight

Presenter: Donna Hartney, Ph.D.

 

• Friday June 14th, 8:30 am to 11:30 am (8:30 am to 9:00 am – networking; 9:00 am to 11:30 am – meeting)
• Canisius Center for Professional Development 300 Corporate Parkway, Suite 130, Amherst, NY 14226

Meeting Overview:

We want our clients to be successful. We want them to achieve their most cherished goals. And we owe it to them, and ourselves, to provide them with the best tools possible, to supply them with the right tools at the right time, and to equip them with the skills to continue to grow and to change.

Let’s face it. Organizations change when and only when the individuals within them change, but individual change can be difficult to achieve.

“People change only when they have to.” “You can’t teach an old dog new tricks.” “Change is hard.”

Yet sometimes change can happen quickly and effortlessly.

In a flash of clarity a person can be transformed, becoming a different person, a better person, a more successful person. Unfortunately, defining moments like these are outside our control—the products of fate, luck, or chance.

So says our collective wisdom.

What if our collective wisdom is wrong?

Is it possible proactively to prime ourselves for pivotal insights (what I call AHA!s), and to teach our clients to do the same?

Absolutely. I’m confident that we can, because I’ve seen it happen—beginning with myself and then through my research and work with clients.

In the session, we will focus on answering six questions:

• What is an AHA! anyway?
• How is an AHA! different from an ordinary, everyday aha?
• What impact can an AHA! have on a person’s life and career?
• What’s the evidence that it’s possible proactively to prime oneself for pivotal AHA!s?
• Where do AHA!s fit within a comprehensive model of change, and why are they a crucial addition?
• Why is it necessary to first be a student of AHA!s before attempting to teach others how to create them?

Presenter Bio:
Donna Hartney is a Ph.D. performance consultant who works with leaders and professionals nationally and internationally to devise and implement strategies to bring out the best in themselves and their people. She is also America’s top “aha” moment expert. She is the author of The AHA! Handbook: How to spark the insights that will transform your life and career and the creator of xSAIL® Coaching, a unique coaching approach that teaches clients how to prime themselves for life- and career-transforming insights.

Location Notes:
The Canisius Center for Professional Development is located in Amherst, NY.

Directions: Take the 290 expressway, and exit on Millersport Highway going north. At the first light (by the Marriott), make a left on to Flint Road. Make a left turn on to Maple Road. At the next signal, make a left turn on to Corporate Parkway. At the stop sign, turn right. The building is on your left side. The parking lot (no charge) is on your right. Complimentary coffee is available.

What is Evaluation and Why Should You Care? Meeting Notes

Via Evaluation shared their presentation and meeting notes from the Organization Development Network of WNY May Meeting.

“Evaluation” and “data-based decision making” are common terms that are understood to varying degrees, but not always put into practice. People use evaluative thinking and make “data-based” decisions every day. For example, if you are trying to lose weight, you might look at nutrition information to decide whether to eat an apple or a candy bar. Or, your organization might decide to use one training program over another based on employee feedback and previous results of the program.

However, formal evaluation that elicits information that represents reality and facilitates accurate data-based decisions can be challenging. We will provide an interactive introduction to formal evaluation that will answer:

• What is evaluation?
• Why would I do evaluation?
• How do I do evaluation?

 

What did you think?

What about the meeting was of value to you? How do you evaluate your own work? What more about evaluation do you want to know?

What is Evaluation and Why Should You Care? Organization Development Network of WNY May Meeting

Organization Development Network (ODN) of WNY

May 2013 Meeting Announcement

What is Evaluation and Why Should You Care?

Presenter: Via Evaluation

Thursday May 9^th, 8:30 am to 11:30 am

(8:30 am to 9:00 am – networking; 9:00 am to 11:30 am – meeting)

Canisius Center for Professional Development

300 Corporate Parkway, Suite 130, Amherst, NY 14226

Meeting Overview:

“Evaluation” and “data-based decision making” are common terms that are understood to varying degrees, but not always put into practice. People use evaluative thinking and make “data-based” decisions every day. For example, if you are trying to lose weight, you might look at nutrition information to decide whether to eat an apple or a candy bar. Or, your organization might decide to use one training program over another based on employee feedback and previous results of the program.

However, formal evaluation that elicits information that represents reality and facilitates accurate data-based decisions can be challenging. We will provide an interactive introduction to formal evaluation that will answer:

• What is evaluation?
• Why would I do evaluation?
• How do I do evaluation?

First, we will provide a brief introduction to evaluation (the what), including basic definitions and approaches to evaluation.

Next, we will discuss with participants why you might conduct evaluations.

After this discussion, we will present an overview of “the how” of evaluation. We will provide information about four common methods of data collection and when each is most appropriate, how to collect information that is useful, how to communicate this information effectively, and tips for survey creation.

Participants will then break into small groups to discuss approaches to evaluating sample projects. (Please think about programs or initiatives within your own organization that you may want to evaluate or areas where you want to make data-based decision. Using your own projects will facilitate discussion and real-world application of what you learn).

Participants will leave with include knowledge about the following:

• The basics of evaluation,
• Four methods of data collection and when to use them,
• Tips for survey creation, and
• Ideas about how to evaluate a current project or initiative.

Company Information:

Via Evaluation is an evaluation firm located in downtown Buffalo. We work with clients throughout New York State on projects including evaluation of programs funded by state, federal, foundation, and other grants; creation of logic models (why a program is expected to work); incorporation of data and evaluation in grant proposals; custom-designed data collection and analysis; and a variety of others. Our focus is on helping organizations collect valid, useful information and presenting that information in a way that facilitates improvement and helps organizations meet the needs of their constituents.

Location Notes:

The Canisius Center for Professional Development is located in Amherst, NY.

Directions: Take the 290 expressway, and exit on Millersport Highway going north. At the first light (by the Marriott), make a left on to Flint Road. Make a left turn on to Maple Road. At the next signal, make a left turn on to Corporate Parkway. At the stop sign, turn right. The building is on your left side. The parking lot (no charge) is on your right. Complimentary coffee is available.

Theory of Constraints – Meeting Notes

 

Rocco Surace, was kind to share his meeting notes and presentation from the Theory of Constraints April Meeting…

The GREAT article ‘Standing on the Shoulders of Giants’

Below is the video on change and resistance

 

Please comment and share what you found useful.

3 Stages of Change. What to do Before, During and After a Change

“If you have been trained to think in a certain way and are a member of a group that thinks the same way, how can you imagine changing to a new way of thinking?”

- Edgar Schein

Your organization and work are changing around you, whether you want it to or not.

Having an understanding of how this change takes place, the steps that people go through and the systems-that-drive the negative and positive behaviors to this change are requisite in your lasting or fading away.

Change and Complexity are conjoined like twins with a secret language.

The greater your business and you can understand, handle and plan for complexity, the more likely the change will happen.

3 Stages of Change

Lewin/Schein change Theory – Summation from
http://www.entarga.com/orgchange/lewinschein.pdf

Stage 1 – becoming motivated to change (unfreezing)

Multiple forces established by past observational learning and cultural influences tend to maintain the current behavior.

Change requires adding new forces of change or the removal of some of the existing factors that are at play in perpetuating the behavior.

Observed Behaviors and Actions Common in Stage 1

• Denial
• Scapegoating, passing the buck, dodging
• Maneuvering & Bargaining

 

Stage 2 – change what needs to be changed (unfrozen and moving to a new state)

Once there is sufficient dissatisfaction with the current conditions and a real desire to make some change exists, it is necessary to identify exactly what needs to be changed, if not already articulated in the first stage.

Observed Behaviors and Actions Common in Stage 2

• Words take on new and expanded meaning
• A concept is interpreted within a broader context
• There is an adjustment in the scale used in evaluating new input relative to what had previously been learned and accepted as factual.

 

Stage 3 – making the change permanent (refreezing)

Refreezing is the final stage where the action becomes habitual. This requires behavior that is consistent with other behaviors and the values and beliefs held by the individual.

Observed Behaviors and Actions Common in Stage 3

• Develop a new self-concept and identity
• Establishing the new behavior in interpersonal relationships.

 

Working Through Change + Learning Anxiety

Interventions for change success – ‘massaging the anxiety’.

Drive Survival Anxiety up by creating risk and triggering evolutionary ‘fight or flight’ response or/and drive Change/Learning anxiety down to bring the ‘tipping point’ forward (example here is how this could be used to support effective training associated with a new system implementation but the same model could also be applied for any change event and a wider change program).

Click on Image to Enlarge.

• From SlideShare

What do you think?

How might you incorporate the Lewin/Schein 3 stages of change and the ideas of Survival plus Learning anxiety into your Organization Development work?

 

For more information contact Michael Cardus

Theory of Constraints–April 2013 ODN of WNY Meeting

Theory of Constraints

How TOC is being used as both a Holistic Approach to Business Improvement, and Targeted Process Improvements

Presented by: Rocco Surace, CPA, ABV, CVA, CFF, Jonah

Managing Partner at GAINES KRINER ELLIOTT, LLP

Thursday April 18 8:30 am to 11:30 am (8:30 am to 9:00 am – networking; 9:00 am to 11:30 am – meeting)
Canisius Center for Professional Development 300 Corporate Parkway, Suite 130, Amherst, NY 14226

Meeting Overview:

In this presentation you will be presented an overview of the Theory of Constraints body of knowledge, from its core principle in believing that an organization’s best opportunity for improvement is to focus on its constraints through to what Eli Goldratt presented as his latest work in 2011 shortly before his death.

While the presentation is in the format of an overview, the attendees will walk away with very specific tools that they could begin to uses immediately:

• The three step Process of Ongoing Improvement
• The five step focusing process
• Meaningful performance measurements
• The 6 layers of resistance
• A Win / Win based change analysis tool

Speaker Bio:

Rocco Surace, CPA, ABV, CVA, Jonah, is the Managing Partner of Gaines Kriner Elliott LLP. He works with many client companies, in various industries, directing their current accounting and tax needs. Rocco’s primary focus areas are the disciplines of strategically driven improvement services and succession planning.

Rocco’s skills have been developed as a result of hands on training and leading projects with and for some of the world leaders in these services:

• Jonah designation from the Avraham Y. Goldratt Institute,
• TOC Disciplines Certifications from the TOC International Certification Organization
• An adjunct member of Goldratt Consulting
• Certificate of Mastery in Re-Engineering through training with Dr. Michael Hammer,
• Holistic-based strategic planning, operationally driven in achieving best-in-class performance and market driven to the most profitable segments for a company’s service levels
• Valuation, Forensic and Succession planning with certification as an Accredited Business Valuation Specialist (ABV) and Certified Valuation Analyst (CVA) and Certified in Financial Forensics (CFF)

Under his leadership and direction, his firm has received national awards for its Professional Services program and services involving Business Process Improvement. These awards recognized the firm’s commitment to quality service, its people, and client satisfaction.

Among Rocco’s many industry and professional organization involvement is being on the board of directors of the Theory of Constraints International Certification Organization.

 

Location Notes

The Canisius Center for Professional Development is located in Amherst, NY.
Directions: Take the 290 expressway, and exit on Millersport Highway going north. At the first light (by the Marriott), make a left on to Flint Road. Make a left turn on to Maple Road. At the next signal, make a left turn on to Corporate Parkway. At the stop sign, turn right. The building is on your left side. The parking lot (no charge) is on your right. Complimentary coffee is available.

Emotions and Defensiveness In The Workplace–Notes

 

Ethan Schutz shared his slides from Emotions and Defensiveness In The Workplace…

We had a great turnout, if you were there please comment on what you gained and how you are able to use it in your Organization Development work.

Emotions and Defensiveness In The Workplace–March 2013 ODN of WNY Meeting

Organization Development Network (ODN) of WNY

March 2013 Meeting Announcement

Emotions and Defensiveness In The Workplace

Ethan Schutz

Thursday March 14 8:30 am to 11:30 am (8:30 am to 9:00 am – networking; 9:00 am to 11:30 am – meeting)
Canisius Center for Professional Development 300 Corporate Parkway, Suite 130, Amherst, NY 14226

Meeting Overview

Emotions have a huge impact in the workplace. Our emotions can create passion and drive resulting in great achievement, or at times can derail our best-laid plans.This impact becomes more and more magnified at higher levels. When leaders fail to manage emotions effectively, the result can be organizational chaos.

The ability to manage our emotions depends not only on being aware of our emotions, but also understanding what triggers them, and how they connect to our behavior. By understanding the workings of emotions in the workplace, we are better able to perform to our full capacity, make teams most effective, lead better, resolve conflict, respond to changing circumstances, and innovate.

In this session, we will use a model called FIRO theory to understand how underlying emotions are tied to behavior and how and why we become defensive and resistant. Understanding and working with emotions and defenses is crucial for high performance. Yet, this is also the area that holds the most promise for real, lasting behavioral change. We will also discuss how FIRO theory can quickly be applied at all levels of the organization from Leadership to Customer Service.

Speaker Bio

Ethan Schutz is President of The Schutz Company, a consulting and publishing company and provider of the LIFO® Method and The Human Element® approach. He promotes, encourages, and directs the use, development, and expansion of these bodies of work in the US. Globally, he nurtures and grows the LIFO and Human Element communities, made up of practitioners and partners in over 30 countries. He delivers training, coaching, and in-depth practitioner training programs to support consultant excellence and creativity.

Ethan worked with his father, Will Schutz, PhD, creator of FIRO theory and The Human Element—a body of work designed to improve individual, team, and organizational effectiveness through self-awareness and direct, honest communication. He contributed to Human Element-based program design, the revision of the FIRO-based Elements of Awareness instrument series, and research for the book, The Human Element. He authored a chapter in The Human Element @ Work, a field book of worldwide use of The Human Element, which described his experience teaching conflict resolution skills at Columbia University using The Human Element methodology.

Specializing in consulting, training, and coaching using The Human Element, Ethan delivers Human Element workshops, coaching and certification courses on The Human Element to clients of various industries and organizations. He focuses on the areas of leadership, team building, and group facilitation, as well as integrating The Human Element into in-depth leadership and management programs.

Location Notes

The Canisius Center for Professional Development is located in Amherst, NY.
Directions: Take the 290 expressway, and exit on Millersport Highway going north. At the first light (by the Marriott), make a left on to Flint Road. Make a left turn on to Maple Road. At the next signal, make a left turn on to Corporate Parkway. At the stop sign, turn right. The building is on your left side. The parking lot (no charge) is on your right. Complimentary coffee is available.