PROBLEM IDENTIFICATION

TEAM PROBLEMS PERSONAL PROBLEMS

Models Models
- IPO Triangle - IPO Triangle
- Psychological Safety – Apathy Zones - DMR
- Team Effectiveness Model (Emergent States) - Self-Management: Learning (VIPES-H)
- DMR
- Performance Management
Readings Readings
- Teaming - Mundanity of Excellence
 Executing and learning at the same time  Excellence is qualitative
 Scope, structure, sort  Talent is a useless concept
- Team Effectiveness  Excellence is mundane (change the way you
 Input – Process – Output work)
 Interaction, climate, cohesion, efficiency, - Managing the High Intensity Workplace
conflict  Accepting, passing, revealing
 Psychological safety - Performance Management and Motivation
- Secret of great Teams  Motivation – expectancy of how actions will lead
 Compelling direction to positive or negative outcomes
 Strong structure  Needs produce forces with a person that need
 Supportive context to be satisfied
 Shared mindset  Action – results – evaluations – outcomes –
- Collaboration Rules need satisfaction
 Common work discipline - Managing your Boss
 Communication Key factors in a good relationship – results, information,
 Leaders as connectors support and loyalty
 Intrinsic motivation trust
- Making Star Teams out of Star players
Talent management, mission critical projects,
tough leadership
ORGANIZATIONAL PROBLEMS LEADERSHIP PROBLEMS
Models Models
- IPO Triangle - Congruence Model
- Congruent Model - DMR
- DMR - Leadership Styles
- Star Alignment Model - Leader Development
- Performance Management - Process Model for Leadership
Readings Readings
- Note on Organizational Culture - DMR
 Defines normative order  Systematic Risk – (1) success, (5) failure
 Widespread consensus and endorsement that  Adaptability – (1) inadaptable, (5) adaptable
facilitates control  Bias – (1) rational, (5) complete
- Multiply it all by culture - Imperative of Learning
 Clarity, signalling, consistency  Make it safe
- Organization culture: values and fit  Provide process guidelines
 Valued factors: benevolence, self-direction,  Encourage collaboration
understanding  Identify process improvement
 Personal match - Leader(ship) Development
- Organizational Design  Leadership – interpersonal influence process
 Value proposition directed in pursuit of a shared goal
 Activities that deliver on value proposition  Leadership  interpersonal relationships –
 Organization structure and mitigation of its social
downside  Leader  intrapersonal competence – human
 Leadership and culture capital
 Organizational practices - Becoming Boss
 Gain Authority: demonstrate character,
competence, influence
ACTION PLAN
 - What is the predicament/situation?
- How did the protagonist get into the predicament/situation?
 Self-Management: Learning – VIPES-H (PERSONAL)
 Team Effectiveness Model – Emergent States (TEAM)
 Star Alignment Model (ORGANIZATIONAL)
 Leadership Styles and Leadership Development *2 (LEADER)
- How can the protagonist get out of the predicament/situation?
 Reference model used to identify the problem and how you can turn that into a positive feedback loop
Key Elements of Action Planning
- Step 1: Analysis
 An action plan can only be only as good as the diagnosis of the situation – opportunity or problem
- Step 2: Rehearse the Action Plan
 Identify likely outcomes and critical contingencies
 Use action plan to clarify your diagnosis and goals
- Step 3: Implementation
 Evolutionary and iterative
 As you implement the action plan you will you will discover and generate new information – based on the new
information reassess and revise your action plan
- Step 4: Long and Short Term
 Develop a strategy and a ways to keep you on track as you proceed
 Identify steps  Be specific about early steps and flexibility in later ones
Key Criteria
- Defined objectives (short and term)
- Strategy  action plan consistent with analysis
 Key assumptions of the underlying strategy and evidence
 Feasible given the constraints and opportunities  pay particular attention to timing
 Action plan realistic given your sources of power
- Impact of the action plan
 Who will it be effective for? Personal or organizational  Is it ethical
 Performance Management Model
 What are the trade-offs  Who is directly vs. indirectly affected
 DMR Model
 Stakes and risks involved and those impacted by the action plan
- Timing and sequence of decisions and actions
 Differentiation between urgent and important problems or opportunities
 Are you taking care of urgent matters in a timely fashion
 Star Alignment Model – fix the culture to get the desired outcome
 Incremental steps so you can “test the waters” and thereby reduce unnecessary risks
 Early action planning steps transition into long term plan
- Possible contingencies and planned
 Probability of success at each step of the action plan
 What are the alternatives if the probability of success is low – have you developed a contingency plan
- Process to ensure evaluation and the ability to revaluate and modify the action plan
- Learn from successes and failures
Leading Teams Leading Organization Cultures Leading People
- How and why people behave in - Determinants of organizational - How and why people interact in
certain ways in their teams with culture certain ways with their peers,
respect to their tasks, their team - Cultural effects on employees and subordinates and superiors
members, and their external contacts organizational performance - Managing performance cress a
outside the team - Leadership is a key factor in diverse set of interpersonal
- Team decision making developing and maintaining a positive relationships, task settings,
- Team problem solving culture that enhances organizational social networks and
- Team conflict and crisis effectiveness and performance organizational levels