4sight participant manual - being first · 1. what progress have you made in your pursuit of your...

4Sight Participant Manual

© 2014 Being First, Inc. BeingFirst.com i

Table of Contents4Sight Session 3

Day 1. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

4Sight Session 3 – Agenda . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Team Focus. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Between Sessions 2 and 3 Assignments. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Who Are You? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Worksheet: Mid-4Sight Assessment: Breakthrough and Learning Objectives . . . 7

Breakthrough Pattern Record Review . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Worksheet: Dynamics of Self-Limiting Patterns. . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Worksheet: Breakthrough Pattern Record. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Worksheet: Breakthrough Declaration Observations. . . . . . . . . . . . . . . . . . . . . . 10

Co-Creative Way of Being . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Breakthrough Consulting Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Worksheet: Breakthrough Consulting Process . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Important Consulting Dilemmas. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

Day 2. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

Self-Mastery Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

Worksheet: Identifying Limiting Core Beliefs . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

Core Beliefs Quadrant . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

Self-Disclosure Guidelines. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

Active Listening Guidelines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

Core Beliefs: Self-Disclosure/Active Listening Practice. . . . . . . . . . . . . . . . . . . . 29

Worksheet: Speaker/Listener Reflection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

Worksheet: Self-Disclosure Feedback. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

Worksheet: Active Listening Feedback . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

Worksheet: Self-Disclosure / Active Listening Self-Assessment . . . . . . . . . . . . . 33

Phase IV: Design the Desired State . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

Info Sheet: Levels of Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

Design Options . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39

Process for Planning, Designing, and Implementing Your Content Solutions . . . 41


ii BeingFirst.com © 2014 Being First, Inc.

Worksheet: Design Process Planning Considerations . . . . . . . . . . . . . . . . . . . . 43

Applying Conscious Process Design to Your Design Process . . . . . . . . . . . . . . 46

Worksheet: Planning, Designing and Implementing Your Content Solutions . . . 47

Day 3. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49

Optimizing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51

Intention and Attention. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53

Active Release Techniques . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54

Two Types of Thinking. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55

Creating Technologies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56

Programming the Mind Through Mental Rehearsal . . . . . . . . . . . . . . . . . . . . . . . 57

Personal Practice: Programming for Optimal Performance and Breakthrough . . 58

Worksheet: Breakthrough Pattern Record. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60

Worksheet: Programming Positive Behaviors . . . . . . . . . . . . . . . . . . . . . . . . . . . 61

High-Performing Teams: Your Best Practices . . . . . . . . . . . . . . . . . . . . . . . . . . . 62

Comfort Zone. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63

The Path to Greatness. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64

Worksheet: Team Greatness. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65

Engaging Being: Personal Focus . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66

Reticular Activating System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67

Engaging Being and Staying Present: Nature Walk . . . . . . . . . . . . . . . . . . . . . . 68

Worksheet: Nature Walk Discovery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69

Day 4. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71

Phase V: Analyze the Impact. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73

Phase VI: Plan and Organize for Implementation . . . . . . . . . . . . . . . . . . . . . . . . 73

Impact Analysis and Implementation Planning Process . . . . . . . . . . . . . . . . . . . 75

Planning for Your Impact Analysis (IA) and Implementation Planning Process . 76

Worksheet: Determining Impact Topic Areas . . . . . . . . . . . . . . . . . . . . . . . . . . . 79

Info Sheet: Case Example: Impact Analysis Working Session #1. . . . . . . . . . . . 82

Info Sheet: Impact Resolution Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87

Task VI.A.5: Pacing Strategies and Timeline . . . . . . . . . . . . . . . . . . . . . . . . . . . 89

Worksheet: Pacing Strategies in Past Projects . . . . . . . . . . . . . . . . . . . . . . . . . . 91


© 2014 Being First, Inc. BeingFirst.com iii

Info Sheet: Pacing Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92

Info Sheet: Variables Impacting the Determination of Pacing Strategy . . . . . . . . 93

Conscious Process Facilitation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95

Styles of Process Facilitation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96

Day 5. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97

Phase VII: Implementation (Monitoring) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 99

Frames of Reference for Monitoring Process . . . . . . . . . . . . . . . . . . . . . . . . . . 100

Course Correcting and Navigating a Turn . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101

Worksheet: Skills of Conscious Process Facilitation: Self Assessment . . . . . . 102

Info Sheet: Change Process Topics to Monitor during Implementation. . . . . . . 104

Info Sheet: Desired State Topics to Monitor during Implementation . . . . . . . . . 106

Between Session Assignments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107

Key Insights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108

Key Insights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109

Key Insights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110

Action Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 111

Action Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 112

Action Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113

4Sight

Session 3

Day 1


2 BeingFirst.com © 2014 Being First, Inc.

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© 2014 Being First, Inc. BeingFirst.com 3

4Sight Session 3 – Agenda

DAY ONE - MONDAYDAY TWO - TUESDAY

DAY THREE - WEDNESDAY

DAY FOUR - THURSDAY

DAY FIVE - FRIDAY

Welcome / Check-In

Between Work Status

• Review of New Earth

• Personal Practices

• CLR Application

Breakthrough Declarations

Expansion Breathing

Core Beliefs Active Listening/

Self-Disclosure Exercise

Intention and Attention

Active Release Techniques

Creating Technologies

Programming through Mental Rehearsal

Check-In CLR Phases

V-VI: Impact Analysis and Implementation Planning

Check-In Programming for

Optimal Performance

Phase VII- Implementation Monitoring

Between Session Assignments

Action Planning Appreciations

LUNCH LUNCH LUNCH LUNCH LUNCH TO GO

Co-Creative Way of Being: # 5 - 8

Breakthrough Consulting Process

Resolving Project Dilemmas using the BCP


CLR Phase IV: Design

High-Performing Teams

Special Event Nature Walk:

Engaging Your Being

CLR: Pacing Strategies

Conscious Process Facilitation

Group Dinner Group Dinner



Team Focus

Context: Creating team alignment and commitment to produce optimal outcomes from change throughout the nine phases of the CLR

Identifying how to go beyond effective team functioning to team greatness

Opening up a new way of being in a team

Taking active listening to a fuller form of inquiry and dialogue in a team setting



Between Sessions 2 and 3 Assignments

For CLR: Review all CLR Methodology Activities, Tasks, Info Sheets, and Tools for Phases IV –

VII.

Bring your Impact Analysis plans for Phases V and VI, if you are working in these phases. If not, review this work and sketch out a brief plan of how you think this part of your project should go. Include your engagement strategy for these phases, who you will engage, in what ways (types), using what vehicles.

Personal Practices

Read Eckhardt Tolle’s A New Earth and come prepared to share three key insights you have had about yourself from reading it.

Watch Dean’s video with Bill Torbert on Action Logics.

Practice self-disclosure as appropriate, and fill in the Self-Disclosure Record at least two situations per week.

Practice active listening and fill in the Active Listening Record at least two situations per week.

Practice body awareness technique with the audio support for at least 15 minutes at least 3 days per week.

Charge your flow state anchor at the end of each body awareness exercise.

Program your mind and integrate: mentally rehearse positive behavior change / flow state / breakthroughs!

Keep your Personal Practice Record.

Keep your Breakthrough Pattern Record for all relevant situations.

Pause at least 3 times a day to take 5 conscious breaths.



Who Are You?

_________

Negative core beliefs are a story your ego tells you to keep you small.

EGO BEING

False self; personal self True or Higher Self; Presence; Conscious Awareness; Universal Self

Form: Identification and attachment (to beliefs, being right, stance in life, material objects, etc.)

Formless; the Awareness behind your thinking and feeling

Judge of what is; right/wrong; superior/inferior

Neutral Observer; Witness of what is

Manufactured pain/pleasure based on cir-cumstances

Natural state of peace and joy regardless of circumstances

Conditional: I am to the extent that I iden-tify with some thing

Unconditional; I am


WORKSHEET

Mid-4Sight Assessment: Breakthrough and Learning Objectives

Personal Breakthrough

1. What progress have you made in your pursuit of your breakthrough?

2. Has your statement evolved? What is it now?

3. What insights into your self-limiting pattern did you get from keeping the Breakthrough Pattern Record over the past month?

4. What is your next needed learning / development in your path to breakthrough?

Learning Objectives

1. What progress have you made toward your Learning Objectives?

2. What knowledge or skills do you need to further develop to fully achieve your Learning Objectives?



Breakthrough Pattern Record Review

Dynamics of Self-Limiting Patterns

Mindset – Not enough

Emotions – “Contracted”

Physical Reaction – Tight, constricted

Behavior – Fight/Flight

Performance – Below potential

Results – Undesired


WORKSHEET

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WORKSHEET

Breakthrough Declaration Observations

Contractions

1. Where did you experience yourself holding in your body?

2. What self-limiting thoughts did you hear in your mind?

3. What contracted emotions did you feel?

Expansions

1. What openings or expansions occurred in your body, and what was your experience of them?

2. What impact did triggering your flow state anchor have? Where did you feel an increase of Presence or power in your body?

3. What key insight do you wish to take forward from this experience for further application?



Co-Creative Way of Being

A person who operates co-creatively embraces twelve key attributes. Conscious change leaders proactively pursue personal development (vertical) to model these attributes in their leadership:

1. WIN-Win-Win

Serves the Big Win, what is best for the larger systems

Sees one’s self and one’s interests intricately linked with those of others and the larger system, and seeks what serves all parties the best

Seeks to understand others’ needs and does whatever is possible to help fill them

Asks directly for support to get one’s own needs met

2. Being First

Intentionally nurtures one’s being and ability to be, engaging in daily internal practices that support being

Turns to and relies on the “invisible” as a real force that one can tap into and be guided by

When in chaos or challenge, turns inward for Presence to regenerate and balance oneself, and reveal insight and solution

Trusts, cultivates, and utilizes intuition

3. Consciously Aware

Sees one’s mindset in action and how one’s worldview influences the interpretation of events and one’s emotional and behavioral reactions to them

Can adjust one’s mindset, emotions, and behaviors in real time

Can sense the difference between operating from autopilot and conscious awareness

Seeks above all else to become more aware and mindful, and to bring one’s Presence to every moment and thing one does

Spends time daily operating with mindfulness



4. Authentic

Is one’s self without inflating or deflating one’s personality for self image

Responds with one’s natural and truthful expression, whether it be happy or sad, selfish or considerate of others

Not driven to seek acceptance by others or act based on what others might think

Possesses integrity and walks one’s own talk, with seamless alignment between one’s values, intentions, decisions, behaviors, and actions

5. Doing What Is Right

Lives by the positive values inherently found in the essential goodness of life

Looks our for what is best for the whole; puts this highest good first rather than only one’s self-interest

Does whatever evolves a situation and makes things better

6. Personally Responsible

Understands that one’s internal response is caused by one’s own mindset

Doesn’t blame others or circumstances for one’s inner experience or challenges

Owns both successes and failures; shares successes with others and makes amends for failures

7. Self-Generating and Referencing

Knows what one stands for and overtly takes that stand

Follows one’s own vision and values as one’s primary guidance system

Looks within self as reference for what is right, rather than to social norms

Values personal choice and freedom in the context of what works for others, without sacrificing self because of an addiction to needing others’ acceptance

Blends and balances independence and caring for others

8. Learning and Development-Oriented

Pursues self mastery as a natural matter of course

Does not beat up one’s self or others for mistakes, but rather, uses them to learn

Knows one can never really know anything for sure, so does not adhere to dogma, but rather, seeks to learn the emerging truth in any situation

Sees life as developmental, and seeks to consciously evolve one’s self, others, circumstances, and systems as appropriate



9. Self-Organizing

Knows that human systems will break through to a higher level of order if perceiving the right information and interpreting it with enhanced meaning

Seeks to provide new information and ways of interpreting it to catalyze change, rather than forcing compliance

Stays centered in chaos, knowing the solution will emerge with good listening, presence and doing the work of putting one’s being first

10. Inclusive

Appreciates and nurtures diversity of race, gender, religious beliefs, sexual preferences, behavioral styles, opinions, etc.

Collaborates and networks across boundaries and differences

Seeks right involvement of others, not blind universal or egalitarian participation

Seeks to bring out dissonant or conflicting information and opinions

Considers all people’s needs, factors, and circumstances in decisions and actions

11. Flexibility and Flow

Not attached to dogma or one “right” way, but rather, seeks what is most functional and effective

Is comfortable with both ends of any behavior or performance continuum; i.e., leading with discipline and with nurturance; coaching by telling answers and by eliciting insight

Adjusts course willingly as new information emerges

Seeks new information from both inside and outside the normal way of operating

“Goes with, then guides”: blends with the situation, collects information, and gets rapport; and then leads appropriately, sometimes gently, sometimes autocratically

12. Holistic and Integrative

Able to integrate what one knows with what one feels to create inner balance

Tackles complex problems by first “seeing” the whole set of dynamics at play and how factors inter-relate to form meaningful wholes

Holds paradoxes and polarities with a level of mindful detachment that allows holistic solutions to emerge




Steps

1. Clarify the situation.

Describe what you can observe about the situation (see, hear, taste, smell, or touch).

Be careful not to label as observable what are really assumptions or beliefs.

2. Identify the underlying dynamics.

Describe the forces you believe are at play that are causing the situation you observe.

Such forces may come from any place (e.g., marketplace dynamics, cultural dynamics, organizational politics, power struggles between people, hidden agendas, control issues within an individual leader, mindsets, etc.).

3. Name your current assumptions and beliefs about the situation.

Identify worldviews, assumptions or beliefs you hold about the situation that influence how you interpret what you observe and how you might respond.

design



4. Shift your internal state.

Center yourself by surrendering at the end of your exhale.

Breathe into and relax any body tension.

Consciously let go of your position or idea about how to proceed.

5. Generate a more insightful mindset and way of seeing the situation.

Use the 4 Sights to identify alternate ways of perceiving the situation.

Articulate the mindset, perspective or worldview that generates the greatest possibility for breakthrough.

6. Clarify values or design principles.

Perceiving through this new worldview, identify the values or principles you want to guide your actions or the design of the solution.

Think about operating “co-creatively” and what principles would call forth the highest, most conscious intervention.

7. Design your intervention.

Given your new way of seeing the situation and the design principles you will follow, choose the method or actions that will produce the greatest probability of success.


WORKSHEET


1. Clarify the situation.

What is occurring?

What have you seen or heard first-hand?

What has been reported to you by others?

2. Identify the underlying dynamics.

What are the underlying forces that you believe are at play causing the situation?

What marketplace or organizational dynamics are at play?

What cultural, mindset, relational, or human dynamics are at play?

3. Name your current assumptions and beliefs about the situation.

What beliefs do you hold about the situation and what is occurring?

What is your fundamental worldview that influences how you are interpreting the situation?


WORKSHEET CONT’D

What do you assume or project onto the situation as being real, but perhaps it is not?

4. Shift your internal state.

What is your internal state?

How emotionally attached are you to a given direction or solution?

What are you advocating for or defending?

How is your ego engaged and what do you need to tell it in order to free yourself to open to new ideas?

5. Generate new ways of seeing the situation.

Using the 4 Sights, what other ways of seeing the situation are there?

Which of these are useful?

What is the mindset that would generate the greatest possibility for breakthrough?


WORKSHEET CONT’D

6. Clarify values and design principles.

On what values or guiding principles do you want to base the design of your action or solution?

Thinking co-creatively, what principles would call forth the highest, most conscious intervention?

What do you want to stand for and model in how you approach the situation?

7. Design your intervention.

Perceiving through your new mindset and applying your chosen values and principles, what actions are you going to take by what date?

What resources will you need?

Who will you need to involve or communicate with?



Important Consulting Dilemmas

1. The leaders believe that creating boundaries and control mechanisms, using fear and posing threats, are the best ways to cause people to change...versus inspiring people with a compelling vision and getting them engaged about how to shape their collective future. How do you influence these leaders to lead differently?

2. You have “permission” to address organizational issues, but nothing personal, behavioral, or emotional. There is no safe or real way to address mindset issues. How do you proceed?

3. The leaders want the change to be simpler than it is...and they see you—who wants to attend to what is really required—as the one who is complicating things. How do you turn this around?

4. Your client wants you to provide right answers and expert guidance...versus co-creating with you, learning as you go, course correcting in real time, partnering on the best ways for their particular organization to change. How do you respond without doing all of the work for the client and inadvertently reducing their ownership of solutions? How do you avoid being set up for failure when things don’t go as your “template” suggests and the client is not engaged enough to make course corrections needed to be successful?

5. How do you handle political mine fields when you are committed to telling the truth that people do not want to hear?

6. How do you deal with the “dark side” issues or unconscious reactions in the leaders or the organization that may be triggered by the change process or the cultural/mindset work?

4Sight

Session 3

Day 2



Self-Mastery Model


WORKSHEET

Identifying Limiting Core Beliefs

UNSETTLING SITUATION OUTCOMES YOU RESIST BELIEFS



Core Beliefs Quadrant

I AM... YOU ARE / ENVIRONMENT IS...

Enough

Worthy

Competent

Lovable

Just

Supporting

Abundant

Caring

I AM NOT...YOU ARE / ENVIRONMENT IS NOT...

Enough (Inadequate)

Worthy (Undeserving)

Competent (Incapable)

Lovable

Just (Unfair)

Supportive (Hostile)

Abundant (Scarce)

Caring (Uncaring)



Self-Disclosure Guidelines

Be Present

Center yourself — Breathe, relax, set aside thoughts

Focus — On the moment and the speaker; eliminate distractions

Be emotionally available — Operate from a place of compassion and respect

Keep body posture open - Make eye contact

Use “I” Statements

Speak from the first person — not the second or third (as in you, he/she, or one)

Speak Authentically

Slow your pace — take the time to feel what you are saying

Embody your message — feel your body as you deliver your message so it is not just coming from your head

Feel your emotions — believability and impact come from expressing what is truly occurring for you

Reveal Your Interior

Share your assumptions, perspectives, beliefs, and feelings

• “I assume...”

• “I perceive...”

• “I believe”

• “I feel”

Be Responsible for Your Inner State

Own your interior as your own creation — even if you are angry or judgmental

Do not project onto others — refrain from making others the cause of what you are assuming, thinking or feeling



Active Listening Guidelines

Be Present

Center yourself — Breathe, relax, set aside thoughts

Focus — On the moment and the speaker; eliminate distractions

Be emotionally available — Operate from a place of compassion and respect

Keep body posture open - Make eye contact

Withhold Judgments

Be a sounding board — just hear how they are experiencing it

Give them space — to reflect and speak

Reflect Back

Be a mirror — paraphrase back information and feelings

Restate — in a way that indicates that you heard and understand

• “What I hear you saying is...”

• “So you were...”

• “It sounds like you’re having...”

Confirm Understanding

Use clarifying questions — double-check anything that is ambiguous or confusing

• Who, what, where, when, or how questions if clarification needed

• Other options: “Would you repeat that? I think I missed your point.” “I’m not quite clear about what you are saying. Can you explain it again?”

Summarize — restate key themes; ask for confirmation; be sure they feel heard

• “It sounds like your main concern is... Is that correct?”

• “The key points I’m hearing are... Do I have that right?”

Ask Deepening Questions...only after you have confirmed they feel heard!

Inquire further —support them to go further into their content, thoughts, feelings or assumptions; invite deeper reflection



• Only ask deepening questions after they have felt heard.

• Be careful not to manipulate the conversation or take over its direction. In active listening, your primary role is to “give them back to themselves,” reflecting back and letting them direct where the conversation goes next.

• Sample questions that deepen include:

____ “What concern or fear do you have that might be causing that perspective?”

____ “What other ways of looking at this situation occur to you?”

____ “What is most meaningful or valuable for you to achieve in this situation?



Core Beliefs: Self-Disclosure/Active Listening Practice

Exercise Setup

The purpose of this exercise is to give everyone a chance to more deeply ponder their Core Beliefs, and to practice self-disclosure and active listening with feedback. Working in triads, each will play the role of speaker, listener, and observer. Each speaker and listener will receive feedback from the observer and their partner in the dialogue.

Topic: What am I seeing about my core beliefs and their influence on my Breakthrough?

1. Organize into triads. Identify an A, B, and C player.

2. You will do three 20 minute practice rounds rotating the Speaker, Active Listener, and Observer roles as assigned below.

3. Practice Session timelines:

• Speak/listen phase: 10 minutes

• Speaker/listener reflection: 5 minutes

• Observer feedback: 5 minutes

4. You will be notified by the instructor when to switch roles.

5. Use speaker/listener reflection and feedback sheets below when you debrief each session.

6. Complete self-assessment worksheets below.

SPEAKER LISTENER OBSERVER

Round 1 A B C

Round 2 B C A

Round 3 C A B


WORKSHEET

Speaker/Listener Reflection

Speaker’s Experience

1. What was the impact of the listener’s listening on you?

2. What happened to your emotional state over time?

3. What happened with regard to your speaking? Did you want to disclose more or withhold?

Listener’s Experience

1. What was the impact of the speaker’s speaking on you?

2. What happened to your emotional state over time?

3. Were you drawn in or pushed away?


WORKSHEET

Self-Disclosure Feedback

Observer’s Feedback to Speaker

Rate the speaker and explain your ratings: 1. Spoke about their interior in balance with externally-oriented conversation.

2. Used “I” statements appropriately.

3. Shared feelings (fear, doubt, anger, etc.), and didn’t just say “I feel” and then follow with a declaration or judgment that wasn’t an actual feeling.

4. Owned assumptions, beliefs and judgment as their own “meaning making,” rather than projected them onto others or circumstances as facts of the “way it is.”

5. Was authentic and believable; drew me in.

6. Body language signaled they were actually feeling what they were speaking about (pacing, energy level in synch with what they were saying)


WORKSHEET

Active Listening Feedback

Observer’s Feedback to Listener

Rate the listener and explain your ratings: 1. Made good eye contact, was calm and receptive.

2. Used body language that signaled they were focused on speaker (nodding, eye contact, leaning towards)

3. Did not interrupt, judge, or criticize speaker.

4. Reflected key points back to speaker so that speaker’s points were acknowledged and confirmed; enabled speaker to share more; speaker seemed to feel heard.

5. Asked helpful questions that had speaker consider their idea further; questions took speaker deeper rather than derail them to another topic or point.

6. Speaker appeared more open and relaxed as time went on.


WORKSHEET

Self-Disclosure / Active Listening Self-Assessment

Speaker

1. Where did you struggle most in the Self-Disclosure role?

2. What was most comfortable for you in the Self-Disclosure role?

3. What can you do to improve your ability to self-disclose?

Listener

1. Where did you struggle most in the Active Listener role?

2. What was most comfortable for you in the Active Listener role?

3. What can you do to improve your practice as an Active Listener?



Phase IV: Design the Desired State

Phase Purpose

To design the specific organization and cultural solutions that will enable you to successfully achieve your project’s vision.

To engage the right stakeholders in the Design process so that the future state meets their needs.

Module Purpose

Explore the various strategies and structures to produce the best design solution.

Understand that Design is a highly politicized phase. The Design process should model the future state culture to ensure that you get the best business and cultural outcomes.

Understand that the Design phase has high impact engagement opportunities in how you design its process.

Strategic Questions

1. How will you develop design scenarios (structure, strategy, participants)?

2. How will you use your design requirements and boundary conditions? How will you ensure the alignment of your preferred solution with them?

3. How will you ensure that the process for completing your Design phase optimizes stakeholder engagement? Who needs to have input to the design scenarios?

4. Who has decision authority over the design solution?

5. What levels of design will you produce within your Phase IV Design process, and what levels will you leave to the leaders of the new state once they are selected? How will you coordinate this?

6. Do you intend to pilot the design before rollout? If so, how will you handle that in your process design?

7. How will you ensure that your preferred solution reflects your desired culture?



Key Tools and Info Sheets

Info Sheet: Using External Consulting Services to Design Your Future State

Info Sheet: Levels of Design

Info Sheet: Design Process Options

Tool: Determining Your Process and Structure for Designing Your Desired State



Info Sheet:Levels of Design

The scope of your transformation will indicate what your design work must cover. You may need to design any relevant aspect of the organization—products or services, business processes, organization and/or work redesign, culture, technology, information systems, or policies. Depending on how much you already know about your future state, you will design scenarios to specify what you will actually implement in the organization. Typically, you will begin with a conceptual design and then, upon approval, continue with more detailed design.

We describe four levels of design for your consideration: vision, strategic, managerial, and operational. The first two are more abstract or conceptual (vision and strategic), and the second two are more concrete (managerial and operational). Note that each of the words, “vision,” “strategic,” “managerial,” and “operational” refers to a level of design; in this case, none of them refer to the organization’s vision, its business strategy, its management, or its operations.

These levels are sequential. You must first design your vision level, which then informs your strategic level. Your strategic level then shapes your managerial level, which in turns determines the most detailed operational design. Working with these four levels of design, rather than the more traditional two levels (conceptual, detailed), enables a smoother design process, a better design result, and great alignment of those making the design decisions.

To complete your design scenario, you will have to work through all four levels, starting with vision and ending with operational. If you skip one of the higher levels, your managerial and operational designs may not function the way you intend or they may actually compete with your desired outcomes. The following graphic illustrates the levels and gives some general examples of what is typically included in each level. The copy in the table following the graphic applies the levels of design to the specific example of a reorganization.



LEVELS OF DESIGN EXAMPLE APPLIED TO A REORGANIZATION

Vision Level Streamlined organization, efficient and resilient, working close to the customer

Strategy Level Consolidate functions A, B, and C; move to strategic business units; create single point of cus-tomer contact within each business; create shared services

Managerial Level Executive committee composed of all strategic business unit presidents; create cross-business councils; define shared services for all affected functions; put business planning expertise into each strategic business unit; use interdependent customer service systems (CRM); shared rewards

Operational Level Twenty customer service centers staffed by fifty customer service representatives; customer sat-isfaction measurements; standardized information processing procedures; job descriptions



It is essential for the people doing the design to be clear about what level they are designing and what information exists about the levels above their current level of focus. Too often, leaders delegate the task of operational design without having thought about or reached consensus on the strategic or managerial levels, causing costly political and emotional battles. Nothing is more frustrating than working diligently on an operational design and discovering that the strategic design is either not clear or emphasizes a different direction.

A very helpful design practice is to complete one level of design and have it approved before fine-tuning the next more tangible level. Keep in mind, however, that issues with one level often surface once you begin to design the next level down; in other words, the next level down reveals the impacts of the level above. Consequently, when you get approval for a level of design, be sure the decision-makers know that you may surface issues in the next level that requires them to review their current decision. When you make this overt, it helps pave the way for smooth decision-making.



Design Options

Who Designs

Leaders develop solution themselves

In-house experts on a Design Team

External consultants do the design/present to leaders

External experts partner with in-house experts on Design Team

Experts collaborate with stakeholders/end-users on Design Team

No formal team, but leader orchestrates process

Design Process

With or Without Design Requirements

Develop multiple design scenarios; leaders debate/decide

Develop one recommendation and presents to leaders for approval

Choose 1 or 2 recommendations ; cascade to stakeholder groups for input; refine and propose to leaders for approval

Develop 1 or 2 scenarios and pilot test; evaluate and refine



Process for Planning, Designing, and Implementing Your Content Solutions

(11 x 17)

************* NOTE *******************

This sheet (93/94) is a placeholder for the 11” x 17” in the title above. DO NOT remove this placeholder as it will create significant problems for document pagination.


WORKSHEET

Design Process Planning Considerations

1. Who will oversee the design of this process?

2. Who will you engage to input to or create your various desired state scenarios?

3. Will you use external content expertise, do the work in-house, or both?

4. If you use external consultants as well as in-house resources, how will you ensure that the two groups work effectively together?

5. If your change includes a focus on culture, who are the best people to define the details of the desired culture?

6. Who will lead the design work from within the organization? If this person is known as a key content expert, how will you ensure that they use the most appropriate process that reflects you desire culture?


WORKSHEET CONT’D

7. What role will change leaders and executives play in design? Have they approved your design requirements?

8. How will the design get done? Consider the following options:

• Leaders develop solutions themselves in private

• In-house experts on a Design Team

• External consultants do the design themselves and present to leaders

• External consultants partner with in-house experts on a Design Team

• Experts collaborate with stakeholders/end-users on a Design Team

• No formal team, but a leader orchestrates the design process using any of the above

9. What training or professional support does your in-house design team require?

10. Given how the actual desired state scenarios will get generated, how will you use your design requirements to guide this work?

11. How will the various design scenarios be evaluated?


WORKSHEET CONT’D

12. How will the decision about the best desired state scenario be made?

• Develop multiple design scenarios; leaders debate/decide

• Team develops one recommendation and presents to leaders for approval

• Choose one or two recommendations and cascade them to various stakeholder groups for input; refine and propose to leaders for approval

• Develop one or two scenarios and pilot test; evaluate and refine

13. How will you handle the political dynamics that arise during the process?

14. How will the effort be supported and given resources?

15. What is the timetable for this entire phase?



Applying Conscious Process Design to Your Design Process

Instructions

1. Identify and secure your medium for recording your process design (i.e., Excel spreadsheet, butcher paper, flip chart, project management software, etc.)

2. Identify your timeframe from start to design decision, and list weeks or months as column headings.

3. Identify key stakeholder groups who will be engaged or communicated to in the design process, and list down the left column as row headings.

4. Brainstorm the key activities in your design process.

• Be sure to include communication of your design requirements to your key stakeholders doing the actual design work.

• Include steps for getting input, keeping executives informed, getting ahead of predictable political dynamics, and keeping stakeholders informed to mitigate potential resistance.

5. Start with a priority key activity, and break it up into sub-tasks as appropriate, and place each in its appropriate stakeholder group and timeframe.

• Identify any upstream tasks for required inputs and place them in the appropriate stakeholder group/timeframe.

• Identify any cross-stream tasks to run in parallel in other stakeholder groups and place them in the appropriate stakeholder group/timeframe.

• Identify any downstream tasks and place them in the appropriate stakeholder group/timeframe.

6. Continue process mapping until complete.

7. Assess the whole process flow and optimize your process design by looking for efficiencies; redundancies; missed tasks or stakeholder groups; or inappropriate pacing or sequencing.

8. Refine your process map and get it approved for implementation.


WORKSHEET

Planning, Designing and Implementing Your Content Solutions

Review the Content Design Flow Chart. Discuss and note:

1. What is the purpose of each box related to content design?

2. What would happen if you skipped that work?

3. What process would you use to accomplish the work of each box?

4. What people dynamics are likely and how would you handle or integrate them into the flow of events?

4Sight

Session 3

Day 3



Optimizing

How to Shift Your Inner State

The seven step process below is the essence of personal change. The Self Mastery techniques you learn at Being First integrate to this personal change process.

This is a body-centric process that honors the mind-body connection, and engages Being to support the transformation of ego conditioning. You can use the Optimizing process to shift internal states and program positive behavior, performance and outcomes in “real time,” just as you can use it “off line” to reprogram self-limiting mental, emotional and behavioral patterns.

The Optimizing Process

1. Become Consciously Aware (of your inner state)

• Use physical “contractions,” negative self-talk, fear-based emotions, and undesired behaviors to wake you into conscious awareness.

2. Accept

• Consciously feel your body’s contractions.

• Let your exhale carry your awareness down into the contractions.

• Surrender at the end of your exhale, dropping deeper into the physical contractions.

• Open and receive the contractions into your awareness without blocking any of your experience. Allow any “contracted” emotions to emerge.

3. Release

• Passively: keep surrendering your awareness at the end of your exhale into your body’s contractions until they relax and the energy releases.

• Actively: use your voice (shout, sing), shake, cry, or laugh to purge your body of the contracted energy.

4. Create Flow State (trigger a positive inner state)

• Trigger your flow state anchor.

• Visualize positive images, sounds, feelings, smells, or tastes.



• Recall positive memories.

• Smile inwardly, and with your face.

• Repeat positive affirmations, especially those that counter known self-limiting core beliefs.

5. Embody

• Inhale the positive feeling throughout your body, especially into the areas in which your body was contracted.

6. Integrate (Program Optimal Performance)

• Associate the positive feeling to the situation, circumstance or specific stimulus that triggered your contraction.

Visualize back and forth repeatedly the positive feeling and the external “trigger” of the contraction until they are seamlessly connected and integrated.

If you notice contractions arise when you visualize the stimulus / situation, go back to step one and repeat.

• Align your intention and attention.

Call forth your highest outcome, what you really want to happen (WIN-Win-Win). Focus your attention on this higher objective.

• Program your positive behaviors by mentally rehearsing optimal performance.

Visualize and affirm yourself breaking through, excelling, feeling and behaving as you choose, and getting the outcomes you want in the situation.

7. Act

• Engage in the real situation, operating from your new internal state, and observe what happens.

• Learn and course correct as needed, optimizing your inner state in real time as required.

• Continue offline “reprogramming” until you have fully integrated your chosen transformation.



Intention and Attention

Intention

• The underlying purpose, objective, or expectation that gives direction to consciousness and personal energy; a foundation for meaning-making and interpretation.

Attention

• The focus or content of your consciousness.

Attention is relatively simple to discover. With conscious awareness, simply observe what your mind is focused on. Your attention is on that object, feeling, or idea.

Intention is more challenging to discover, as it is sometime conscious and easily known, while at other times it is unconscious and outside of your awareness. Your ego’s fears and self-limiting core beliefs often establish negative intentions in challenging or stressful situations. By becoming consciously aware in these situations, you can operate from Being and choose positive intentions that deliver the outcomes you seek.

Breakthrough and optimal performance require consciously aligning your intention and attention. In any important situation, especially stressful ones, always ask, “What is my primary intent here?” Then direct your energy toward that intent and focus your mind (attention) on what will produce that outcome.

Self-limiting core beliefs, fear-based emotions, and lower states of awareness often carry intentions that cause you to unconsciously mis-interpret situations and focus on things other than what will produce your desired results. By consciously declaring your positive intent, and consciously directing your attention, you can overcome the limitations of negative core beliefs. This unleashes your potential to create the results you want in any situation.




There are four primary ways to release emotional energy out of the body-mind:

Breathing (passive, aggressive)

Using Your Voice (yelling, screaming)

Moving (shaking, exercise)

Emoting (crying, laughing)

You can proactively release contracted emotions–anytime, anywhere–by consciously and intentionally using active release techniques.

Become consciously aware of contractions

Accept and feel them in your body

Release them using release breathing (or other appropriate release techniques)



Two Types of Thinking

LEFT BRAIN RIGHT BRAIN

Analysis Synthesis

Linear Holistic

Logical Intuitive

Conceptual Experiential

Verbal Non-verbal

Rational Emotional

Thinking Sensing



Creating Technologies

“Methods of Focusing and Programming the Mind”

VISUALIZATION AFFIRMATION

(Right Brain) (Left Brain)

Images with Sensory Input Verbal Statements

Seeing Positive

Feeling Present Tense

Hearing Concise

Tasting Powerful

Smelling Meaningful



Programming the MindThrough Mental Rehearsal

Definition: Visualizing and affirming how you choose to be and perform—and what you choose to achieve—in a situation before the situation occurs.

Visualize from a first person perspective; from inside your awareness looking out.

Remember that your brain is a Stimulus-Response “machine:” Associate what you want to occur (response) “in here” with what you know will occur “out there” (stimulus).

• Connect your desired way of being, behaving and acting to actual “external” sensory data: what you see, hear, feel, smell, or taste in the situation.

Be really specific and detailed!

Mentally rehearse when in a centered and confident “flow” state.

Repetition is key.



Personal Practice: Programming for Optimal Performance and Breakthrough

Step 1 Center Yourself: Relax your body by circle breathing and doing the body awareness exercise; add expansion breathing as you choose.

Step 2 Create Flow State: Trigger your flow state anchors and create an ideal physical and mental state.

Operate from the mindset and intention: I Am (enough, competent, worthy, etc.) and the other/environment is safe, supportive, abundant. Affirm that intention repeatedly.

Step 3 Embody and Integrate: Inhale the positive feeling throughout your body, especially into the areas in which your body might contract.

Keep affirming positive beliefs repeatedly and inspiring the positive energy into the specific body areas that you know might tighten; let your mental awareness expand and become boundary-less as your body energy expands.

Step 4 Visualize the External Situation: See yourself in that environment.

Step 5 Program Optimal Performance

Associate your positive inner state to the situation, circumstance or specific stimulus that triggers your contraction by shifting your attention every fifteen seconds or so from one to the other.

Visualize back and forth repeatedly the positive feeling and the external “trigger” of the contraction until they are seamlessly connected and associated.

Keep centering, breathing and triggering your flow state anchors as needed, inspiring the positive energy into your body, and expanding your mental awareness.

If you notice contractions arise when you visualize the stimulus / situation, go back to step one and repeat.



Align your intention and attention.

Again, call forth your highest outcome, what you really intend to happen (WIN-Win-Win). Focus your attention on this higher objective by affirming it repeatedly in your mind.

Program your positive behaviors by mentally rehearsing optimal performance from a first person perspective.

Visualize and affirm yourself breaking through, excelling, feeling and behaving as you choose, and getting the outcomes you want in the situation.

Step 6 Continue to mentally rehearse and integrate:

Saying positive affirmations regarding your positive beliefs and mental, physical, and emotional states

Feeling your body in its ideal flow state, with your mental awareness expanded and open

Visualizing yourself behaving and performing optimally in the situation

Connecting everything to the sensory data from the situation

Integrating all these variables together in a montage of stimulus-response associations


WORKSHEET

Breakthrough Pattern RecordU

NSE

TTLI

NG

SITU

ATI

ON

MIN

DSE

TEM

OTI

ON

AL

REA

CTI

ON

SPH

YSIC

AL

REA

CTI

ON

SB

EHA

VIO

RS

OU

TCO

MES


WORKSHEET

Programming Positive Behaviors

SIT

UA

TIO

NS

EL

F T

AL

K/

TH

OU

GH

TS

/M

IND

SE

TE

MO

TIO

NS

PH

YS

ICA

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TIO

NB

EH

AV

IOR

SO

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S



High-Performing Teams:Your Best Practices

Breakout Group Work

Team Dynamics

1. In your role as a change team leader or facilitator, what dynamics are you attending to and intervening in to ensure the team is high-performing?

2. What trouble signs and indicators of success are you watching for?

High-Performing Best Practices

1. What approach or practices do you use to form and initiate the team? Why do you take this approach?

2. What approach or practices do you use to formalize the team’s charter and work processes? Why do you take this approach?

3. What approach or practices do you use to support the team to walk their talk and perform to their charter? Why do you take this approach?

4. What approach or practices do you use to help the team learn, course correct and innovate? Why do you take this approach?



Comfort Zone

Greatness-Full Expression of Abilities

Ego’s (Self) Limiting Patterns• Beliefs• Emotions• Behaviors• Actions• Results

OrganizationTeam

Self

Breakthrough/Breakdown Zone



The Path to Greatness

Greatness-Full Expression of Abilities

Comfort Zone

4. Open Up Possibilities• Imagination• Freedom to express• Vision• Co‐Creation

3. Transform Breakdowns to Breakthroughs• Acknowledge/accept truth• People feel heard• Accountability‐amends‐solutions• Deep learning

2. Open Space for Being• Inquiry; innocent questioning• Listening to be influenced• Support, collaboration• Authenticity

1. Increase awareness/acceptance/release of ego dynamics

• Self (core beliefs)• Relational Space• Team behaviors• Culture Ego’s (Self) Limiting Patterns


WORKSHEET

Team Greatness

REDUCES EGO LIMITATIONS OPENS SPACE FOR BEING/RELATING

Self

Relationship/Team

OrganizationalSystems/Culture



Engaging Being: Personal Focus

Objective

To explore how ego/Being is at play in personal focus, concentration and flow states.

Relevance

Focus is the foundation of being present and performing optimally.

Dynamics of Focus

Ego separates the observer from the object observed

In highest states of Being, there is no separation

Therefore, don’t simply observe and watch

Rather, blend, merge, surrender into (remember your breath)

For example:

• Blend into what is happening to inquire and discover what is called for

• Listen deeply...to be influenced, moved

• Be fascinated

• Appreciate beauty



Reticular Activating System

RETICULARACTIVATING

SYSTEM

CONSCIOUSMIND

SUB-CONSCIOUS

MIND

ValueThreat

UnimportantInconsequential

SIGHT SOUND TASTE SMELL TOUCH



Engaging Being and Staying Present:Nature Walk

Objectives

Intentionally focus internally while engaged in outer activity (a nature walk) to deepen your awareness of your ego/Being

Explore and identify ways to increase Being and staying in the present moment while in action

Rules of Engagement

Silence

Use the entire property as you wish

Alone; better away from people

Leave cell phones inside

Walking, standing, or sitting

Change activity anytime you discover you have been unconsciously thinking

30 minutes minimum


WORKSHEET

Nature Walk Discovery

1. What did you discover that kept you from being fully present in the moment?

2. How did your mind react any time you realized that you were not fully present?

3. What worked best for you to stay present and in your Being?

4. What can you apply to bring your Being into play more in your life and work?

4Sight

Session 3

Day 4



Phase V: Analyze the Impact Phase VI: Plan and Organize for

Implementation

Phase V - Purpose

To assess the magnitude of impact of your desired state on your formal organization, its culture, and your people, in preparation for planning implementation

Phase VI - Purpose

To identify the actions required to implement your desired state, develop your Implementation Master Plan, and prepare the organization for implementation

Module Purpose

To understand the process of Impact Analysis and Implementation Planning: How to assess and resolve impacts as the means to validate your Desire State design and develop a realistic Implementation Master Plan

Important Considerations:

Impact Analysis requires thinking through the lenses of the 4 Sights:

• Systems: Looking up, down, across, and outside

• Process: Recent history that will have an impact; what is in place now to support the Desired State; or what is coming later that will influence this work

• Internal/External: people’s relationship and reaction to the change or the impacts; relational and team issues; boundary issues, mindset issues

• Conscious Awareness: leadership alignment, degree of candor, awareness about leaders’ ability to take this work on and see it through, and so on

Review impacts for subsequent impacts. Are new impacts then triggered?

Think about organization alignment. Does the new state “fit” with what is currently in place around it? Are new initiatives required to make all aspects of the organization work in the new state?

If the project is transitional, impacts are easier to identify. If the project is transformational, some impacts are emergent and non-linear. Consider how to negotiate the process for required adjustments.



Consider Levels of Design in identifying impacts and categories.

Strategic Questions

1. How can you use Impact Analysis to build commitment and foster engagement?

2. How can you use Impact Analysis to reduce resistance?

3. How will you ensure that you gather all known and potential impacts of your Desired State that may have surfaced during Phases I through IV from various stakeholder groups?

4. How will you handle the redesign of the “approved” Desired State if your magnitude assessment surfaces prohibitive issues?

5. How can you use Impact Analysis and the resolution process to accelerate the change and people’s commitment to it?

6. How can you use Impact Analysis to ensure that your Desired State design aligns with the current organization’s design, systems, policies, etc.?


Info Sheet: Impact Analysis

Info Sheet: Categories of Impact Issues

Info Sheet: Criteria for Assessing Impact Magnitude

Info Sheet: Case Example: The Importance of Integrating Impact Actions

Info Sheet: Case Example: Impact Analysis Working Session

Tool: Designing Your Impact Analysis Process

Tool: Impact Magnitude Assessment

Tool: Integrating Impact Solutions and Identifying Implementation Actions

Booklet

Impact Analysis and Implementation Planning Process Guide



Impact Analysis and Implementation Planning Process



Planning for Your Impact Analysis (IA) and Implementation Planning Process

1. Design your IA process. Determine the high-level Impact topics you know you want people to analyze for impacts. Prepare by applying the Worksheet: Determining Impact Topics Areas. Select your priorities. Be open to new topics that you may not yet have considered. You will be assessing both formal organizational/technical as well as human resource topics.

2. Select the appropriate people to input to the Impact Analysis and participate in Session #1. Consider selecting people who have expertise in the areas being analyzed, people who will have to learn to use the new state solution on the ground, and people who understand the human impacts of making these kinds of changes.

3. Gather for Session #1. Set up and launch the session. Ensure everyone is adequately familiar with the Desired State design and the process for the meeting.Provide everyone with the high-level Impact Topic Areas requiring their focus.

Session #1:

1. Identify Impacts: Using your priority Impact Topic Areas, conduct the Impact Analysis by determining the full range of impacts the Desired State design will have on the current state of the organization. For each topic area, keep in mind what already exists in the current organization to support the Desired State. Then, identify impacts by considering:

a. What directly blocks the Desired State and must be dismantled

b. What needs to be newly created to support the Desired State

Identify questions that need answers and issues that need resolution. Frame both by posing the question, “How do we...?”

2. Integrate and Group into Categories: Scan all of your impacts and organize them into thematic categories. Remove redundancies and consolidate into streamlined lists. These categories will become your work streams for resolution and action planning. Assign oversight of each grouping/work stream to an impact group leader.

Impact group leaders select and gather their team members and their roster of impact issues to resolve.



3. Assess Magnitude and Prioritize: Impact groups prioritize impacts by assessing the magnitude of each. Rate each issue by High, Medium, or Low rankings, and Show- Stoppers, where:

High impacts can go directly into implementation planning and are assumed to have no re-design implications. High impacts are very significant and need immediate attention because of their sheer size, cross-boundary complexity, or because their resolution will have bearing on how other impacts might get resolved. Consequently, getting them attended to quickly will again maximize efficiency of the impact analysis and implementation planning processes.

Medium impacts are critical to identify their solution now, but do not have top priority. These impacts can often be resolved within an impact grouping team and usually do not have cross-category interdependencies.

Low means impacts that you do not need to attend to right now, that may just resolve as a part of operational activity or with no special attention as the change proceeds.

(3a) Identify Show-Stoppers: Show-Stoppers are impacts that require immediate attention by decision makers as they likely will require a shift in your Desired State design. Leaders must review these impacts and confirm or alter the Desired State design as quickly as possible to minimize people doing impact resolution work that could be made irrelevant by a shift of design.

(3b) Refine Desired State: Review your priority ratings. Immediately bring any “show-stopper issues” to the appropriate leaders’ attention to decide if a redesign of the Desired State is needed. Work with the Sponsor(s) as appropriate to chart a course of action.

• If necessary, refine the Desired State design. You will need to conduct another Impact Analysis process after you have a newly refined Desired State design.

Between Session Work

4. Gather Missing Information about Each Impact: Impact group teams engage stakeholders to obtain critical information they did not have in Session #1.

5. Identify Impact Solutions and Action Plans: Impact group teams identify impact solutions and actions for each impact and integrated impacts.

6. Integrate Solutions across Groups and with Operations: Impact Group Teams integrate interdependent solutions and actions, both within and between groups, and between groups and operations. Then integrate individual and group action plans for resolution to make the best use of resources during implementation.



Session #2

7. Share Solutions and Action Plans, Further Integrate: Impact group leaders meet to share solutions and further integrate as much as possible. Make actions as specific and manageable as possible.

8. Compile Actions into Implementation Master Plan: Compile integrated action plans into the Implementation Master Plan format.

9. Identify Resources Required: Determine required resources based on the scope of work laid out in the Implementation Master Plan.

10. Determine Pacing Strategy, Timeline: Determine appropriate pacing strategy and timeline based on an accurate assessment of work required to implement and capacity to accomplish this work.

11. Confirm Implementation Master Plan: Complete the Implementation Master Plan and obtain approval.

• Communicate the Implementation Master Plan to the appropriate stakeholders.


WORKSHEET

Determining Impact Topic Areas

Content/Organizational Topics

Visioning process

Business Strategy

Governance and decision-making (by individuals, committees, functional groups in the organization); approval processes/authority levels

Financial controls: budgeting, accounting procedures, record-keeping formats, and processes, etc.

Organizational structure

Services

Products, product lines

Shared Services (HR, IT, Finance, etc.)

Performance analysis systems

IT systems, technical skills

Knowledge/information management

Corporate Communications, External Affairs, intranet sites

Branding

Infrastructure

Enterprise Resource Planning

Vendors

Policies

Resources

Sales process

Customer Relations Management, customer interface

SAP or similar system

Workflow


WORKSHEET CONT’D

Performance management and metrics: goal-setting, results, behavioral metrics

Planning systems: strategic planning, budgeting, operations planning

Market forecasting and analysis

Supply chain Performance management and metrics: goal-setting, results, behavioral metrics

Planning systems: strategic planning, budgeting, operations planning

Market forecasting and analysis

Supply chain Administrative systems

Operations tracking, workflow controls

Scheduling procedures

Production or technical process systems

Training systems (craft or professional)

Quality improvement systems

Equipment

Auditing

OSHA, Safety systems

Risk management

Maintenance protocols

Delivery systems

Locations, space, facilities

Response to Government Regulations

Mergers or Acquisitions

Divestiture

Start-Ups

Partnerships

Other:


WORKSHEET CONT’D

Human Resource/People Topics

Role of the Human Resources function

HR information and management system

Talent Management; Complement and skills planning (e.g., hiring needs, tracking of complement shifts from one location or group to another, assessment of skills and experience required, competencies)

Downsizing: (e.g., numbers and types of jobs to be laid off; who stays and who becomes surplus, policies for handling surplus)

Culture, mindset, values, norm changes

Job design, job evaluation

Technical training

Incentives, rewards and recognition system

Compensation and benefits

Management succession

Executive and leader development; leadership style; management development

Hiring practices

Diversity

Employee orientation

Labor/Unions

Relocation

Administration (e.g., Transfer of files, employee records, reporting locations; payroll administration)

Human Resource policies

Team Start-Ups

Learning Systems

Other:



Info Sheet:Case Example: Impact Analysis Working

Session #1

This Info Sheet outlines the goals, objectives, and meeting design of a two-day Impact Analysis Working Session #1 to identify the impacts of a design solution. This working session is the first stream of the work required to produce an Implementation Master Plan.

Goals

Generate a thorough cross-group impact analysis for the XYZ Project, in preparation for implementation planning.

Get a realistic view of how disruptive the proposed changes will be to both operations and people, and determine how best to address those predictable disruptions

Ensure that the new design will function effectively, as planned, and that the costs to implement won’t outweigh the benefits

Objectives

Level Set: Establish common understanding of the design of record, overall timeline, and where we are in the process. Surface questions, interdependencies, issues.

Impact Analysis: Identify and understand impacts (both organizational/technological and people/cultural) of the new design solution for the current organization. Group impacts into categories, prioritize them, and assign to impact group leaders.

Magnitude Assessment: Assess magnitude of impacts (examples: cost, time, risk, legal exposure, disruption to performance). Identify any “show-stopper” issues with the new design and either redesign as necessary or, if redesign is not necessary, determine next impact resolution steps.



Impact Group Leaders: Identify and charter leaders to address high-magnitude issues, prepare to lead the entire resolution and issue integration process, and plan how to develop the Implementation Master Plan.

Prepare for Implementation: Organize for Between Session Work activities, agree on format for the Implementation Master Plan, and work plan for impact solutions, integration, and preparation for Impact Analysis Session #2.

Agenda And Meeting Plan

TIME OBJECTIVE/PROCESS OWNER

2 hours Welcome and level set: Review meeting goal, objectives, and agenda Provide high-level update on where we are with the project: design of

record, critical dates and milestones, any updates from the Sponsor or the Change Leadership Team, any recent changes/surprises, etc.

Provide brief group updates by team leads:• Progress• Plans• Issues, concerns • Critical questions and info needs

Summarize status

Change Pro-cess Leader



30 mins. Impact Analysis set-up: Review where we are in the 9-phase CLR and design process. Provide overview of Impact Analysis: intent, outcomes, guiding principles,

steps. Preview the entire Impact Analysis and Implementation Planning Process

process:

Step 1 SESSION #1: Identify Impacts--Use Tool: Determining Impact Topic Areas to identify and prioritize impact topic area. Then do detailed impact analysis on each topic area. Post impacts for review.

Step 2 Integrate and Group into Categories. Assign.

Step 3 Assess Magnitude and Prioritize. If potential show-stoppers,

a. Identify Show-Stoppers

b. Refine Desired State

Step 4 BETWEEN SESSION WORK: Gather Missing Info about Each Impact

Step 5 Identify Impact Solutions and Action Plans for both each impact and for integrated impacts

Step 6 Integrate solutions across Groups and with Operations

Step 7 SESSION #2: Share Solutions and Plans, Further Integrate

Step 8 Compile Actions into Implementation Master Plan

Step 9 Identify Resources Required

Step 10 Determine Pacing Strategy, Timeline

Step 11 Confirm Implementation Master Plan

Address questions




Approx. 8 hours (with breaks and lunch)

Impact Analysis Work: Input to Impact Topic Areas: (30 min.) Groups of 5 determine priority

Impact Topic Areas using worksheet. Group representatives post their group’s input on master chart for review.

Select Impact Topic Areas: (40 min.) Review topic area candidates as a large group, requesting comments from any obvious outliers. Select “High Priority” topic areas and divide them among 3-5 people (max-mix teams) for parallel detailed analysis work. Post each topic area on a separate blank wall chart.

Analysis: (90 min.) Taking one topic area at a time, team brainstorms impacts: what blocks desired state, what needs to be created, questions and issues. Write each impact on a post-it and add to that topic’s wall chart.

“Gallery Walk”: (45 min. with a break) Silently, move around the room and view work of each topic area’s postings, adding comments/questions on new (different color) post-it notes. Each original group then reviews post-it comments from others and incorporates feedback to their list of impacts.

Report outs/Discussion: (90 min.) One topic area at a time, talk through individual impacts.

Determine Types of Categories: (20 min.) As a group, decide which cate-gories to use to cluster impacts for work streams.

Cluster Impacts into Categories: (60 min.) Post a flip chart with each cat-egory title. Teams sort post-it notes of issues from their original wall charts into the new Impact categories. Integrate where possible.

2 hours Assessing Impact Magnitude and Redesign/Resolution Requirements: Explain purpose and process for Impact Magnitude Assessment. Review magnitude criteria, H-M-L and Show-Stopper rankings, and work-

sheet. Complete the assessment together, in a large group. Surface any show-

stoppers, and discuss what to do about them (e.g., discuss with CLT, resolve with sponsor, redesign.) Assign actions.

60 mins. Assign Impact Group Leaders and Teams: Identify owners for each category of impacts or work streams. Charter leaders to address work and data needed on issues before Impact

Analysis Session #2. Give each impact group leader an opportunity to review wall charts with

posted issues, ask questions, trade any that don’t seem to fit.




90 mins. Preparing for Implementation: Agree on format for Implementation Master Plan and the forms to be used across impact groups. Preview Phase VI work and design how to accomplish it:

• Agree on common process for resolving impacts and data needed to map into the Implementation Master Plan.

• Identify integration issues for joint resolution across Impact Group Teams.

• Gather missing information on impacts (Between Work).• Identify individual impact solutions and action plans and do joint resolu-

tion process on integrated issues.• Integrate solutions and actions across Impact Groups and with opera-

tions.• (Session #2) Compile into Implementation Master Plan format.• Further integrate actions.• Identify resources required to accomplish this work.• Determine how to accelerate implementation and select best pacing

strategy and timeline based on real magnitude of work and capacity. Align on next steps, timeline, critical path items, communications. Determine how to obtain approval of the Implementation Master Plan.

15 mins. Summary, acknowledgements and close: Review intended outcomes and progress made. Review next steps, timeline, critical path milestones, process for staying in

sync. Acknowledge team’s work.




Info Sheet:Impact Resolution Process

Introduction

Impact issues are identified during Phase V, “Analyze the Impact.” Where possible, impacts are grouped based on which may be resolved together. Then, solutions are identified to resolve individual or grouped impacts either by answering the questions they raise or finding answers to the issues they present. As solutions are being identified, they are constantly assessed to see if any can be integrated. The action steps are then identified to implement the solutions.

This Info Sheet lists the steps in a generic Impact Resolution Process. Review the steps and tailor them to the requirements for resolving your impact issues.

Generic Impact Resolution Process

1. Clarify the questions or needs identified by the impact (or group of impacts) you will be resolving. Make sure you are working on the right questions or needs, and have scoped each accurately.

2. Clarify the decision owner(s) and style they will use to make the final decision. See the Info Sheet: Decision-Making Styles, Roles, and Process.

3. Review with the people involved the change effort’s original vision, desired outcomes, and design requirements to see how they may influence your solution. Identify any parameters that shape your process, resources, or outcomes.

4. Openly explore all information currently known about the background, current state, or solution preferences. Explore any current political or cultural factors that you should consider as you proceed.

5. Generate potential solutions to the impact(s). Go into enough detail to make a decision.

6. Review the pros and cons of your various scenarios and apply them to your design requirements and parameters.



7. Decide on the best solution.

8. As you identify solutions, constantly assess whether any can be integrated to ease action planning, reduce resource needs, or accelerate implementation.

9. Identify interface issues, interdependencies, or information needs requiring further attention. Review all other impact issues within your change effort, as well as those in change efforts listed above and parallel to it, for “touch points” where your solution influences others or vice versa. Determine how you will resolve any interface issues and get any information you need.

10. Identify the actions required to implement each solution that do not have an interface issue or information need. Once the interface issues are resolved and the information you need is received, identify the actions required to implement those solutions.

11. Confirm your solutions and actions.

12. Get approval for your solutions and actions as needed.

13. Determine how you will work with other impact leaders or teams to integrate solutions and actions and then determine the actions for your Implementation Master Plan.



Task VI.A.5:Pacing Strategies and Timeline

Phase Purpose

To determine the speed of the change, the scope of the organization changing at any one time, and the roll out sequence of actions

Module Purpose

To understand the factors that must be considered to consciously determine the best pacing strategy and then ultimately, the project’s timeline

Pacing Strategy Options

All at once

By phases that overlap

Sequentially through independent steps where one step is completed before the next step begins

Gradual, incremental, evolutionary change over a long period of time

Strategic Questions

1. How will you analyze the Implementation Master Plan for the realistic amount of time required to carry it out effectively?

2. What other factors will you need to consider that will have an impact on your pace or timeline?

3. How will you handle any differences in speed from the original pace outlined in the change strategy?




Info Sheet: Pacing Strategy

Info Sheet: Variables Impacting the Determination of Pacing Strategy

Info Sheet: The Power of a Strategically Determined Pacing Strategy

Tool: Determining Your Pacing Strategy


WORKSHEET

Pacing Strategies in Past Projects

Think about past projects that had significant content changes in them.

How did you decide how fast the work could move, and in what sequence activities would take place?

Who was involved in making these decisions?

What information did you base pacing decisions on?



Info Sheet:Pacing Strategy

A pacing strategy consists of:

Speed

Scope of the organization affected

Roll-out sequence

Speed

Speed is determined by the actual time required to complete the work of implementation and any required course corrections.

Scope of the Organization Affected

This refers to the parts of the organization (e.g., functions, levels, locations, business units, departments, etc.) that you will involve in making the change.

Roll-out Sequence

Roll-out sequence involves the selection of one or more of the following strategies for the affected parts of the organization:

All at once

By phases that overlap

Sequentially through independent steps where one step is completed before the next step begins

Gradual, incremental, evolutionary change over a long period of time

NOTE: Keep in mind that culture change will take longer than organizational and technical changes, and may require its own pacing strategy.



Info Sheet:Variables Impacting the Determination of

Pacing Strategy

To make a conscious and appropriate determination of your project’s pacing strategy, consider the following factors as relevant to your project’s reality. You will apply your pacing strategy to your compiled Implementation Master Plan as the last step to completing its actions in the right sequence and pace.

Market Requirement

• Competition

• Vendors

• Legislation

Leader Alignment

Resource Availability

Readiness/Resistance

Workload Capacity

Integration/Interdependencies with Other Projects or Functions

Political Realities

Magnitude of Skill Development Required

Magnitude of Culture Change Required

Leadership Development Required

Technical Training Ramp-Up Required

Degree of Urgency

Vendor Dependencies

Degree of Novelty of New State

Recent Change History/Residue



Management Alignment

• Individuals

• Group

Funding/Budget Cycles

Calendar Events

• Planned Senior Management Turnover

• Planning Cycles

Share Price: Current vs. Historic

Culture

• Homogeneity

• Speed Norms

• Level of Openness

Risk of Not Doing Change

Current Operations

Physical Environment

Geographical Constraints

Maturity of Project

Organization Agility

Level of Adult Development

Pressure from “Wall Street” (Stock Market)




Definition: Using the 4 Sights to consciously guide a process, optimally course correcting it as needed, listening for and assisting with what wants to emerge, and seeing it through to achievement of results; moving a process along toward its desired outcomes.

Applied to two types of processes: planned and emergent

In both, you need to co-create with circumstances as they arise. Sometimes, new circumstances warrant a change of intended results, which alters the process.



Styles of Process Facilitation

Control: Make it happen

Facilitate: Help it happen

Self Organize: Let it happen


In Conscious Process Facilitation, we adopt a Co-Creative Style, which includes all three styles above and uses them intentionally as is appropriate. This means that you need to develop mastery in each style, as well as skill in knowing when to use each one.

In most non-emergency situations, your facilitation should ideally:

• Model and call forth the desired mindset, behavior and culture

• Expand people’s awareness of the dynamics at play so they can become more conscious themselves (vertical development)

• Unleash people’ potential and contribution

• Build lasting transformational change capability

• And of course, deliver intended results

4Sight

Session 3

Day 5



Phase VII: Implementation (Monitoring)

Module Purpose

To understand what to look in the organization and people that indicates the need to course correct either the Implementation Master Plan process or the Desired State

Strategic Questions

1. How will you ensure that the change leaders model the new mindsets, behaviors, culture, and relationships during implementation?

2. What will you monitor about the change process implementation?

3. What will you monitor about the achievement of the Desired State and its effectiveness?

4. How will you course correct the plan during implementation?


Info Sheet: Six Major Components of an Implementation Master Plan

Info Sheet: People and Process Dynamics during Implementation

Info Sheet: Change Process Topics to Monitor during Implementation

Info Sheet: Desired State Topics to Monitor during Implementation



Frames of Reference for Monitoring Process

The 4 Sights

• Systems

• Process

• Internal/External Dynamics

• Conscious Awareness

Content, People, Process

Stages of Adult Development

The Conscious Change Leader Accountability Model



Course Correcting and Navigating a Turn

Basic Process

1. Calling the need for a course correction into the open; naming the issue and why it needs attention

2. Inquiring; bringing others into the dialogue

3. Deciding on actions

4. Re-directing (make it happen, help it happen, let it happen)

5. Determine how often to address and communicate course corrections (rhythm & pace)


WORKSHEET

Skills of Conscious Process Facilitation: Self Assessment

What is you level of attention on and skill in the following?

Rate yourself High, Medium or low (H,M,L)

1. ( H M L ) Setting up the need to course correct in advance:

• Issuing the wake-up call; who to engage

• Structures, process, decision-making for dealing with dissonant information

2. ( H M L ) Knowing what to look for: how to spot a needed course correction. Lenses to use:

• Content, People, Process

• Change Leader Accountability Model

• 4 Sights

• Desired outcomes, values, mindset, behavior, culture

• Boundary Conditions

3. ( H M L ) Managing yourself to maintain center and higher perspective / worldview; Optimizing

4. ( H M L ) Alerting and engaging decision-makers in the need to alter course

• Self-disclosure / Active listening

• Making declarations

• Offering invitations

• Dealing with resistance

5. ( H M L ) Facilitating a decision to course correct; how to decide what to change; applying the Breakthrough Consulting Process in ways that fit your stakeholder’s worldviews.

6. ( H M L ) Planning for the course correction; getting the right people involved



7. ( H M L ) Making the change happen: Control, Facilitate, or Self Organize

• Engaging stakeholders in the change

8. ( H M L ) Re-designing plans from here

9. ( H M L ) Communicating new plans in ways that engage people and build commitment



Info Sheet:Change Process Topics to Monitor during

Implementation

Change governance issues

Implementation Master Plan rollout

Communication delivery and impact; rumor management

People’s reactions and how they are being dealt with

Mindset and behavior changes: successes/alignement or failures

Past history in the way

Need for more training and coaching

Cultural norms that need to be changed

Stories that demonstrate the new culture well

Commitment to the transformation from the leaders or key stakeholders

People’s capacity to engage in the transformation as well as perform their ongoing responsibilities

Opportunities to celebrate and recognize milestones, best practices, and new behaviors

Political dynamics that hinder progress

Unforeseen relationship issues

Operating problems in sustaining the ongoing business; interface issues between the operation and the change

Conditions for success

Resources needed

Pacing and timeline

Metrics met or missed

Team effectiveness

Information generation and how new information and feedback are being handled



Effectiveness of decision making

Needs of your project community

Appropriateness of your temporary support structures, systems, policies, and technology

Leaders’ ability to walk the talk of the desired state

Use of rewards to support the change process

Effectiveness of your employee engagement strategies

Ease and ability to course correct the change process



Info Sheet:Desired State Topics to Monitor during

Implementation

Fulfillment of your design requirements

Fulfillment of customer and marketplace requirements

Performance metrics for the desired state

Completion of the operational design

Effectiveness of each aspect of the new organization (structure, business processes, work practices, management systems, policies, technology, facilities, culture, skills, and so on)

How well the new organization works as an integrated system; operating efficiencies; indicators of optimization or sub-optimization

Forays into “out-of-the-box” new state solutions

How well the new organization manifests its vision and Big Win

Competencies of management and the workforce to succeed in the new organization

Effectiveness of decision-making, knowledge management, and information systems

Fit of the new culture with the requirements of the operation

Level of integration and modeling of the new mindset and culture

Cross-boundary relationships and interactions

Leadership modeling and capability

Workload realities

Resource requirements/availability


Between Session Assignments

CLR

Apply the Breakthrough Consulting Process at least once to a consulting dilemma or challenge, either personally or with a group or team.

Review all Activities, Tasks, Info Sheets, and Tools for Phase VIII: Celebrate and Integrate the New State, and Phase IX: Learn and Course Correct

Bring any plans you have made for handling Integration and Mastery in your cases, past and present (for both individuals and teams, and for the organization as a whole)

We will be discussing what you see as the strategic advantages of the CLR, to be used in how you position it with clients. Come prepared to share your thoughts in terms that you think will have the greatest impact on your clients.

Practice the CLR Logic Flow

Personal Practices

Read Ken Wilber’s Theory of Everything and come prepared to share three key insights about designing culture change that you got from the book.

Practice expansion breathing with the audio support for at least 15 minutes at least 3 days per week.

• Charge your flow state anchor at the end of each breathing exercise as appropriate.

Do the Programming for Optimal Performance and Breakthrough exercise at least three times / week.

• This can best be done after your expansion breathing exercise.

Identify Core Beliefs during any contracted reaction; Optimize and re-align yourself to Being (I Am...You Are...) and your higher intent.

Continue to pause at least 3 times a day to take 5 conscious breaths and feel your awareness of your body. Search for contraction and surrender into them with your breath.

Experiment with promoting Team Greatness: Awareness, acceptance and release of ego limitations, open space for Being, transform breakdown to breakthrough, open possibilities.

Actively listen, self-disclose as appropriate to build relationship and help others shift state.

Keep your Personal Practice Record.


Key Insights



Action Planning

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