Real Time Strategic Change

Learning Series

Session II

March 23, 2009

Conference Call Dial In Number

• 1-800-511-7985  

• Access code and pin: 241230-1265

• Where are you today?

• How was your weekend?

Who is Here?

• First and last name

• Where are you today?

• How was your weekend?

Series Purpose

To learn how to make the

future happen faster in all of

your change work.

Series Outcomes

• Understand and be able to apply the six RTSC principles to accelerate all of your change work

• Know the best ways, best times, and best people to include in your change work to achieve the best results

• Understand how to identify key leverage points to accelerate your change work

• Gain insights that you can act on right away

• Know ways that you can support or sabotage your efforts

Session II Purpose

To be able to accelerate all of your

change work

Agenda

•  Welcome/Introductions

•  History and Evolution of RTSC Principles

•  Why Work From Principles

•  How to Work From Principles

•  Case Study: Applying the RTSC Principles

•  Insights and Questions

•  Pulse Check

Session II Outcomes

• Become familiar with each of the Principles, what they help you achieve, and how to apply them

• Gain a deeper understanding of the Principles by appreciating their history and evolution

• See how the Principles apply in change work and daily work

• Be able to apply the principles in your own practice

How We’ll Work Together Today

•  Presentations with questions throughout

•  “Raise hand” in room for comments and questions

•  Use “Table Talk and Ideas box to collect questions /

insights as we go

•  Breakout sessions with facilitators, pre-determined

“max mix” groups, and separate dial in numbers

What is Real Time Strategic Change?

History and Evolution of the

RTSC Principles

From 50 Aphorisms...

To 20 Principles...

Always leave the group with unfinished business"

If it is to be, it is up to us"

We apply learnings in real time throughout the

process"

Listen to see the world through the eyes of others"

Formal leaders are different from everybody else in the organization, and the same"

You can only influence as far as you can see"

We create community throughout the entire real time

strategic change process."

A system-wide paradigm shift occurs at some point

in the event."

We treat participants throughout the process as they really are--

with complex sets of needs, wants and issues"

The design stays responsive to the emerging needs of the

whole group"

Reality is a key driver throughout the process."

Adult learning principles form the bedrock of the

process."

Integrating diverse perspectives leads to discovering common

ground."

Interactive event designs that encourage

participation"

Ensure information flows continuously from the individual to the table group to the whole group

and back again."

No two events are ever the same."

Empowerment is a constant focus in all that

we do"

To 6 Principles...

To 6 Principles as Polarities

Energizing and Guiding Plans, Actions

Best of the past and present AND

Compelling possibilities for the future

Learning. Growth and Spirit

Strong Individuals AND Strong

Collective

Informed Decisions

Diverse Perspectives AND

Shared Meaning

Rigorous Information Base

Seeking Out AND Focusing In

Optimal Performance

Delegated Decisions AND

Participative Decisions

Accelerating the Pace of Change

Future Is Tomorrow; Plan for it

Today

AND Future is Today;

Be There Now

To the Current Version...

Why Work From Principles"

Why Work From Principles?

• Principles Are Rooted in Values

• Be clear about what’s important -- for you and

others

• Evolve and can be refined over time

• Not susceptible to fads or “flavors of the month”

• “Firm ground” to stand on

Why Work From Principles?

• Clear Decision Making Criteria

• Who will be good partners as clients

• How to set up and manage projects

• Real time event decisions

Why Work From Principles?

• Fixed Principles --------> Flexible application

• Opportunities for innovation

• “Open Platform”

Why Work From Principles?

• Applicable in any situation

• Individual

• Small Group

• Large Group

• Division

• Business Unit

• Enterprise

How To Work From Principles

How to Work From Principles

• Use as lens to see all work

• Contracting

• Scoping / Project Planning

• Data Gathering

• Planning / Designing

• Implementation

Design From One Principle Breakout

• Purposes

• To develop a deeper understanding and

appreciation of one of the six RTSC

Principles

• To become more comfortable and confident

in applying one of the six RTSC Principles

• Process

• Groups, Dial In Numbers Assigned in “Main Room”

• 10 minute Facilitator-led conversations in

“Breakouts”

• Notes taken by facilitators in their group’s chat box

onscreen

• Breakout Group Reports by Facilitators

Design From One Principle Breakout

Group A

 Cliff Kaiser

 Amy Schuman  Autumn Spehar  Barry Johnson  Bev Benwick  Margo Freeberg

 377132 5982

Breakout Groups 1 (800) 511-7985

Group B

Leslie DePol

Linda McFadden Bob Benwick Spiros Paolinelis Sherri Black

451992 3421

Group C

Kay Hubbard

Elizabeth Monroe-Cook Gerrit Bruggeman Jeffrey Apfelberg Kathy Anderson

 572584 3861

Group D

Margaret Seidler

Brian Emerson Rachael Margo Kabir Kadre Cory Belden

 654469 2078

•  Situation

•  3 hour meeting

•  40 people

•  Two-year-old conflict about governance of

organization

• Met once for two hours previously; agreement to

design a process to resolve the conflict

Design From One Principle Breakout

• Looking ONLY through the lens of your

principle...

• What questions do you have that would

help you plan for this three hour meeting?

• What actions would you take?

Design From One Principle Breakout

•  112 year old social services organization

•  38 Affiliates and National Office

•  New “Aging Strategy” to be implemented

•  History of unproductive, high conflict events

•  Resistance to new strategy

Case Study Background

Case Study: Applying the RTSC Principles

• Agenda Pre-Planning • CEO Meeting Planning • March CEO Event

AND • Link to March Meeting • Real Time Redesign • CEO Facilitation

Plan for Future Future is Now

• Design Team • CEO Conversations • Open Forum Q&A

AND • RTSC Expertise • CEO Meeting Design • Presentations

Participation Direction

• “Step into” CEO meeting • Resistance to New Strategy •  Internal Funding Sources

AND • CEO Relationship with Org • Aging Population • Economic Downturn

Internal External

• Agenda/Pulse Checks • Aging Strategy • CEO Evening Meeting

AND • Coaching National CEO • My Planning with Nicole • CEO Meeting

Common Custom

• The Aging Plan • CEO Meeting Planning for future • Building Relationship With CEO

AND • Collaborating in the Meeting • CEO Meeting Living the Future • Real Time CEO Intervention

Past/Present Future

• Affiliate Needs • CEO Work • Aging Division

AND • National Needs • Total Group Work • Total Organization

Part Whole

•  Purpose

  To get clear about the problem(s) we need to resolve and how

we’re going to move forward together.

•  Outcomes:   • Behave in ways that reflect our love for the church and

respect for each other   • Understand how we have dealt with this issue to date and

the   impact that has had on the organization and us as leaders   • Understand the scope and scale of the problem we are

facing   • Clarify a way forward that:

•  We believe could be productive;

•  Will have integrity; and,

•  Must do no more harm to our relationships

Case Study “Deep Dive” CEO Meeting I

•  Agenda

•  Understanding the Facts

•  Understanding the Impact -- On Us and the Organization

•  Round I

•  Round II

•  Conversation in the Round -- What has come to clear to you?

•  Next Steps

•  Meeting in 1 month

•  Pre-Meeting Survey

Case Study “Deep Dive” CEO Meeting I

•  Purpose

  To develop a plan to resolve our issues so that together, we can

create an even stronger, more effective, and sustainable

Enterprise.

•  Outcomes •  Better understand the “problem(s)” from all points of view •  Have enough trust in each other and the plans we create to

participate in this work with integrity •  Agreed process for how we will resolve these issues in the

future •  Steps to follow including target dates • Who needs to be involved, when and why •  Clear expectations and commitments to do what it will

take to resolve these issues

Case Study “Deep Dive” CEO Meeting II

•  Agenda

•  How to Design a Process That Has Integrity And Will

Resolve Our Issues

  1. Agree on goals

  2. Review data

  3. Use a proven method

  4. Define design criteria

  5. Create process that meets criteria

Case Study “Deep Dive” CEO Meeting II

• Agreement to design process

• Cross-Section Team Working with Consultant

• Process to be Reviewed within 3 Weeks

• Assessed Against Design Criteria

Case Study “Deep Dive” Status

Next Stage Evolution Assessing the RTSC Principles

Preferred Future Real Time

Engage and Include

Reality is Key Driver Build Understanding

Create Community

Insights and Questions Breakout

• Purpose

• To consolidate and expand learnings from

the session

• Process

• Groups, Dial In Numbers Assigned in “Main Room”

• 10 minute Facilitator-led conversations in

“Breakouts”

• Notes taken by facilitators in their group’s chat

box onscreen

• Breakout Group Reports by Facilitators

Insights and Questions Breakout

Group A

 Cliff Kaiser

 Amy Schuman  Autumn Spehar  Barry Johnson  Bev Benwick  Margo Freeberg

 377132 5982

Breakout Groups 1 (800) 511-7985

Group B

Leslie DePol

Linda McFadden Bob Benwick Spiros Paolinelis Sherri Black

451992 3421

Group C

Kay Hubbard

Elizabeth Monroe-Cook Gerrit Bruggeman Jeffrey Apfelberg Kathy Anderson

 572584 3861

Group D

Margaret Seidler

Brian Emerson Rachael Margo Kabir Kadre Cory Belden

 654469 2078

• What insights do you have from our

session today?

• What questions still remain for you?

Insights and Questions Breakout

Pulse Check

On a scale from 1 – 10, to what extent did this session meet your expectations? (1 = Missed by a mile!, 10 = Bullseye!) (Bar chart to fill in on one side of screen)

Why did you mark it where you did? (Chat box for typing)

Additional Resources

• Learning Series “After Hours” Chat Room

• Winds of Change Group Website

http://virtualthinktank.ning.com/group/realtimestrategicchangelearningseries

http://windsofchangegroup.com

See You Online and at Session III of the Real Time Strategic Change Learning Series!

Session III: April 24 Session IV: May 18

All Sessions Begin at 1:00 PM EST

(Please reserve 90 minutes for each session)