making the impossible possible
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The Rocky Flats experience of managing for success using Heliotropic AbundanceTRANSCRIPT
MAKING THE IMPOSSIBLE POSSIBLE
Applying Heliotropic Abundance for creating Program and Project Management processes
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Making the Impossible Possible, Kim Cameron and Marc Lavine, 2006
Lessons learned from the cleanup of America’s most
dangerous Nuclear Weapons Plan
Abundance Principle of Management
Strive for positive deviance, pursuing the best of the
human condition and working to fulfill the highest
potential of the organization.
Focuses on:
Resilience
Flourishing
Vitality
Extraordinarily positive individual and organizational
outcomes
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The Ordinary Approach to Change†
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Identify and define the problem accurately.
Generate alternate solutions to the problem based
on root causes so that convergence on a solution is
not premature.
Focus on evaluating and selecting the best
alternative.
Implement the chosen alternative solution and follow
up to ensure that the problem or obstacle is
resolved.† Leading Change, John Kotter Harvard Business School Press, 1996
Organization Change: Theory and Practice, W. W. Burke, Sage, 2002
A Primer on Decision Making: How Decisions Happen, J. G. March, Free Press, 1994
Smart Thinking for Crazy Times: The Art of Solving the Right Problems, I. I. Mitroff, Berrett–Koehler, 1998
The Abundance Approach6
Abundance is not a substitute for ordinary
management – it is a supplement for the problem
solving approach.
Abundance focuses on:
Closing the gaps between acceptable performance
and spectacular performance.
Emphasizes positively deviant accomplishments rather
than normal or expected accomplishments.
Positive possibilities rather than deficits.
Conventional Principles versus Abundance
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Conventional Principles Abundance Principles
General Leadership Principles
Problem solving and deficit gaps Virtuousness and abundance gaps
A single heroic leader Multiple leaders playing multiple roles
One leader from the beginning to end A continuity of leaders
Congruence and consistency Paradox and contradiction
Principles Related to Visionary and Symbolic Leadership
Logical, rational, and sensible visions – with
SMART goals
Symbolic, emotional, and meaningful –
with profound purpose
Consistency, stability, and predictability Revolution and positive deviance
Personal benefits and advantages Meaningfulness beyond personal benefits
Organizations absorb the risks of failure
and benefits of success
Employees share the risks of failure and
rewards for success
Conventional Principles versus Abundance
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Conventional Principles Abundance Principles
Careful, Clear, and Controlled Leadership
Organizational change at the expense of
the people
Organizational change for the benefit of
the people
Commitments and priorities based on
environmental demands
Unalterable commitments and integrity at
all costs
Managing the contract, attaching resources
to performance
Managing the contract and ensuring stable
funding
Ultimate responsibility and accountability
for measureable success at the top
Responsibility and accountability for
measureable success for everyone
Conventional Principles versus Abundance
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Conventional Principles Abundance Principles
Collaboration, Engagement, and Participation
Building on and reinforcing the current
culture
Introducing challenges that the culture
cannot address
Decision making and leadership at the top
Employee and management in
partnerships in planning, decision making,
training, evaluation, and discipline
Need–to–know information sharing and
physical separation
Early, frequent, and abundant information
sharing with colocation
Long–term employment, personal
relations, and use of specialist
Long–employability, professional relations,
and retraining
Conventional Principles versus Abundance
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Conventional Principles Abundance Principles
Rigorous, uncompromising, and results oriented leaderhip
Managing external communications Openness of all message through early and
often communications
Keeping critics at a distance Making critics stakeholders, building
relationships, and using positive strategies
Clear, stable performance targets that
meet standard coming from the top
Escalating performance, virtuousness, and
positive deviance targets from multiple
sources
Organizational financial benefit from
outstanding success
Financial generosity and benevolence with
employees
Four Quadrants of Improvement Guided by the Abundance Approach
Collaborate Create
Control Compete
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Collaborate
Relationships, Human Capital, and Collaboration
Develop talent, build strong relationships, and foster
trust between all parties based on:
Culture
Collaboration
Credibility
Human capital and social relationships
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Create
Vision, Innovation, and Symbolic Leadership
Articulate and reinforce a motivating vision of what
could be in contrast of what occurred in the past.
Forge a clear and shared vision of the future.
Symbolic leadership in support of changing mission.
Innovative and creative ideas about work.
New sense of meaning and importance to pursued tasks.
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Control
Stability, Discipline, and Process Control
Grounded in virtuousness, extending beyond just
doing well, but developing mechanisms for
producing extraordinary results
Goal clarity
Agreements between producers and suppliers
Planning and objective measures and accountability
Stable support and funding for work efforts
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Compete
Incentives and Rigorous Performance Standards
Aggressive actions, external constituents, market
forces, performance incentives, and obtaining
measureable results
External stakeholder agreements
Managing external relationships
Taking bold action
Incentives for measureable progress
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Long Term Flexibility for Change New
Inte
rna
l M
ain
ten
an
ce
Culture Type: CLAN Culture Type: ADHOCRACYE
xte
rna
l Po
sitio
nin
g
Orientation: COLLOABORATE Orientation: CREATE
Leader Type: Facilitator
Mentor
Team builder
Leader Type: Innovator
Entrepreneur
Visionary
Value Drivers: Commitment
Communication
Development
Value Drivers: Innovative outputs
Transformational
Agility
Theory of
Effectiveness:
Human development
and high commitment
produce effectiveness
Theory of
Effectiveness:
Innovativeness, vision,
and constant change
produce effectiveness
Culture Type: HEIRARCHY Culture Type: MARKET
Orientation: CONTROL Orientation: COMPETE
Leader Type: Coordinator
Monitor
Organizer
Leader Type: Hard driver
Competitor
Producer
Value Drivers: Efficiency
Timeliness
Consistency and
Uniformity
Value Drivers: Market share
Goal achievement
Profitability
Theory of
Effectiveness:
Control and efficiency
with capable processes
produce effectiveness
Theory of
Effectiveness:
Aggressively competing
and customer focus
produce effectiveness
Incremental Stability Control Fast
This is What DONE Looks Like
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