14-1 Facilitators of Change

Introduction

The journey to [re]design and [re]create an organization is challenging and uncertain. Many change efforts fail to achieve their objectives because leadership fails to set the example and personally see it through to the outcome. But you aren’t alone. The collaborative leader develops a team of organization architects and engages them in a collective effort to [re]design the organization. To get this team moving, you will need to leverage the tension (dissatisfaction x compelling vision) and continuously raise the bar as the journey unfolds to maintain that tension. Your task is to create an environment that helps the people in your organization create ever-improving value for multiple stakeholders, including themselves.

While there are many ways to [re]create the organization you want, there is a logical “form follows function” sequence or path that includes the least amount of rework. The first phase is to build a solid foundation with a leadership team that understands the 14 components of the Leadership and Design Blueprint. That leadership team then develops the enterprise systems model, the organization's framework. Once the framework is developed, the next step is to [re]design the top-level systems, including customers, production, supplier and partner, workforce, knowledge, leaders and strategy, and governance systems. Only then are you ready to deploy [re]design throughout the organization. We begin with you and your team of organization architects.

Read Chapter 14, Facilitators of Change, in the [Re]Create Book.

Objective – Understand the Facilitators of Change concepts, components, and relationships and how they contribute to leadership and organization [re]design for sustainable excellence. Conduct a consolidated assessment and analysis and develop an improvement plan that includes all 14 components of the Leading Transformation Framework.

Download Workbook

How well is your organization doing on the 14 components of the Leading Transformation Framework? In this lesson, you will conduct a comprehensive assessment and develop an improvement plan that addresses all 14 [Re]Create Labs. In step one, you will assess each of the 14 Leading Transformation Framework components. In step two, you will consolidate the results into a matrix for analysis. Finally, in step three, based on your analysis of the consolidated matrix, you will identify strengths and opportunities for improvement.

Assessment 

Video 0:54

Objective – Complete an Assessment of ALL 14 Leading Transformation Framework Components (Labs).

The task here is to take everything you have done in the previous labs and lessons and assess where the organization stands in each of the 14 labs. For each lab, take the worksheets and your notes on the reflection questions and complete a separate assessment worksheet with nine questions for each lab. When complete, the 14 labs total 126 questions.

Consolidated Matrix 

Video 3:04

Objective – Complete a Consolidated Analysis of ALL 14 LTSE Components.

Once you have completed all the worksheets, consolidate the results onto one page. To develop the consolidated matrix, transfer the scores from the 14 individual assessment worksheets to the consolidated matrix. The 9 x 14 consolidated matrix is a useful tool for providing an overall perspective for analysis.

Matrix Questions

The question number is in each cell in the matrix, and the Lab #s are across the top 1 through 14. There are 126 total questions that you answered in the 14 worksheets.

Example Matrix

Enter the “agree” scale score. Then sum the scores for each column and divide by 9. The result is the average score for each column at the bottom of the matrix.

Example Matrix – Color-coded #1

Next, color-code each cell and analyze the results for each column (lab). Then, using the color-coded cells, identify the low-scoring columns (Labs). In the lab workbook example, three columns score low. Lab #7 is a low-scoring column, with dark red, red, pink, and several yellow cells. There is only one green in that whole column. Lab #8 is only slightly better, with a few more pink cells and no dark red cells, but still only one green. Finally, Lab #14 is somewhat better, with one strong green spot.

Example Matrix – Color-coded #2 Low-scoring areas highlighted

If you remove the higher-scoring color from the other columns and individual questions, the low-scoring columns become a little easier to see. One option is to develop strategies that address each low-scoring column. In addition, there may be other low-scoring elements (individual questions) that are opportunities for improvement. These visual displays highlight opportunities for improvement as input to an improvement plan.

Improvement Plan 

Video 8:58

Objective – Identify Strengths, Opportunities for Improvement, and Improvement Plan.

Once you have analyzed the color-coded matrix, you can move on to the improvement plan. The improvement plan captures the most important strengths and opportunities for improvement and identifies potential solutions.

Once you have analyzed the color-coded matrix, you are ready to move on to the improvement plan. The improvement plan captures the most important strengths and opportunities for improvement and identifies potential solutions.

1. Strengths to Leverage

What are the key strengths identified in the LTSE Assessment Results and Analysis? What activities should you keep and reinforce?

2. Opportunities for Improvement

What are the key opportunities for improvement identified in the LTSE Assessment Results and Analysis? What activities need to change (redesigned)?

3. Development Activities

What are the top few things that you could do to improve the areas identified in Step 2? Note: detailed plans will be developed in the next lesson. The objective here is to identify ideas for further development in the action planning process in the next lesson.