Innovation audit 2.0 for agile groups and teams pages

Innovation Audit 2.0
Exploring agility in Groups & Teams
T

A diagnostic tool and resources for exploring Group Dynamics
developed by Assentire Ltd. Specifically designed to identify
a group’s potential and readiness to innovate & change in
relation to the organisation as a whole.
Exploring agility in Groups & Teams
Assentire Ltd © 2016

Why has the Innovation Audit been created?
In a fast changing and increasingly complex world, it is those
teams that are agile and unafraid to try new ideas (to trip and
learn) that will be most effective. Those able to flex and change
quickly as the market requires, without losing cohesion and
strategic direction will be the teams that lead the way.
In order for this potentially different way of thinking & working
to be most effective, the context in which the team operates
needs to be supportive. To maximise this potential, the team
and organisation need to be aligned and be able to work in
both a high performance and a learning environment.

How has it been developed?
The Innovation Audit has been created following extensive
research into ‘resistance to change’, investigation into effective
group behaviours and the development of two further
frameworks, the Organisational Eco-cycle and the Grow
Through Change (GTC) framework.
Consider where you are now & your past
What is your position on the Organisational Eco-cycle shown
on the facing page? This directly impacts the thinking and
actions at play in your organisation today, even if you are not
aware of the fact.
Maintaining the holistic view
Now it is time to place the Innovation Audit into the
organisational context. The GTC framework illustrated on the
following spread details the underpinning factors that came
out of our research. The Innovation Audit is paying attention
to the lower half of the GTC framework.

Choice
Entrepreneurial
Action
Innovation
Strategic
Management
Peer-Coaching
Groups
Confusion
Sustaining
Opportunity
vs Risk
EMERGENT RATIONAL CONSTRAINED
WHAT TO GROW? WHERE TO SCALE? HOW TO SURVIVE?
Eco-cycle Framework
Are you familiar with these styles of thinking?
Emergent, Rational & Constrained
Where would you place your Organisation in the Eco-cycle?
Where would you place your Group in this Eco-cycle?

Keeping mindful of these typical challenges
Purpose Lack of a clear purpose.
Leadership Low awareness of Individual Transition. Different
Mind-sets perceived different realities.
Managing Change & Performance Staff involvement, Tipping
Point, Assimilation capacity and Change-cycle.
Intra & Inter Group Dynamics Old habits die hard, perceived
excessive work, present system is OK, outdated life-cycle view
‘Group-Think’.
Motivation Self-determination Theory (SDT) Purpose,
Mastery, Autonomy. What drives us to do what we do.
Personal Dynamics Fear of failure, Personal ‘ROI’, conflict with
an individual’s ‘System’ and/or career objectives.
Communicating Change & Performance Appropriate Process
and Content.
Culture Low trust in the team and/or leadership, limited
‘business management/soft skills’ awareness in the leadership,
inadequate support provided. Taking care of ‘sins of the past’
1
2
3
4
5
6
8
7

Leadership
Motivation
CommunicatingChange
&Performance
Intra&Inter
GroupDynamics
ManagingChange
&Performance
Personal
Dynamics
Culture
Purpose
Assentire©
Assentire® - GTC Audit
1
2
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46
5
8
The Grow Through Change (GTC) framework

The theory behind the Innovation Audit 2.0
Alongside the insight from Assentire’s research and extensive
behavioural exploration, two models have influenced the
design of this tool. These are the Unilateral Control and
Mutual Learning Models developed by C Argyris, D Schön & R
Schwarz combined with the organisational perspective of Self-
Determination Theory (SDT) by D Stone, E Deci and R Ryan.
On the image on the facing page, the semicircles (the upper
& lower halves of the circle) each have eight items, exploring
the behaviours being experienced within the group or team.
When the lower semicircle scores dominate, the group will be
experiencing greater controlling behaviours. When the upper
semicircle scores dominate, the group will be experiencing
greater learning behaviours.
Greater learning behaviours will directly support a more
agile group or team. What type of Group Dynamic does your
organisation need?

Reflecting on Group Dynamics
Consider the upper and lower semicircle
Learning Dynamic
Control Dynamic
Many
views
One
view
Collective
Individual
Ask
Tell
Collaborate
Manipulate
Open
Closed
Trust
M
istrust
Understand
Mis-
understand
Degraded
Work-life
Quality
Enhanced
Work-life
Quality

T

What is to be gained by completing the Audit?
• An understanding of the Group Dynamic and the
Environment Dynamic.
• Recognise what combination of group member perceptions
you have: Individualist, Performers, Innovators or Innovators
that Perform
• Is this combination appropriate for your current context and
need or could it be beneficial to shift to another quadrant?
Outcome
You will establish a common language to discuss the invisible
dynamics in play. You will be able to decide what type of group you
need as you grow. Whilst this tool can be used as a standalone
intervention and create immediate insight to start discussions
& reflections, it will deliver greater impact when considered
alongside the GTC framework & the Eco-cycle.

Time is important
This version focuses on the ‘here and now’. Alternative
versions can be created to explore the past and what is needed
for the future. By better understanding where we have come
from, where we are now and where we want to go to, the
likelihood of understanding what is really needed to make a
transition successful is more likely to emerge.
Completing this Innovation Audit
This questionnaire represents an ideal opportunity to share
how your Team or Group experiences itself on a day-to-day
basis. The questions are structured to explore each individual’s
perceptions of the group’s performance as well as the
character of the organisation in which the group works.

Many Views When a group member expresses a different view or position,
his or her reasoning is explored in an open and inquiring way,
e.g. I wonder why you have that view? (I)
Collective Members of the group are keen to hear the views of
others, even those issues that may be seen elsewhere as
‘undiscussable’, such as the ‘Elephant in the room’. I see this all
the time. (I)
Ask I commonly hear members of the group testing their own
assumptions and inferences as well as those of others. (C)
Collaborate It is common that members of the group explore and design
different approaches jointly rather than individually. (C)
Open Members of the group around here are happy to share
relevant information, not keeping it private. (O)
Trust There is quite a high level of trust across the group. (O)
Understand It is rare to encounter misunderstandings, unproductive
conflict and defensiveness in the group.
Enhanced
work-life quality
Over time, I have seen the quality of working life improve.
A = Average of above values
A. Exploring The Learning Dynamic
Score in terms of your experience of the Group.
How strongly do you agree with the following?
Where 0 = Not at all and 10 = Strongly Agree

Many
viewsCollective
Ask
Collaborate Open
Trust
Understand
Degraded
Work-life
Quality
Enhanced
Work-life
Quality
0 5 1010 5
The Learning Dynamic
Shade each segment to represent your score for each item.

One View When a group member expresses a different view or position,
their reasoning is not explored or asked for. (I)
Individual Members of the group don’t want to hear another’s view in
case they find theirs is not the best. I see this reluctance to
listen all the time. (I)
Tell I commonly hear members of the group telling others what
decision should be made, or which course of action should be
taken. (C)
Manipulate It is common that members of the group seek to establish
a shared narrative with undisclosed methods, for example,
saying: Don’t you think it would be a good idea if we
outsourced the work? (C)
Closed When a group member is advocating their position, they do
not share their reasoning. (O)
Mistrust There is quite a high level of mistrust across the group. (O)
Misunderstand It is common to see misunderstandings, unproductive conflict
and defensiveness in the group.
Degraded
work-life quality
Over time, I have seen the quality of working life decline.
B = Average of above values
B. Exploring The Control Dynamic
Score in terms of your experience of the Group.

The Control Dynamic
One
view
Individual
Tell
ManipulateClosed
M
istrust
Mis-
understand
Degraded
Work-life
Quality
Enhanced
Work-life
Quality
0 5 1010 5

Collaboration People openly ask questions and are invited to participate in
problem solving. (R)
Communication People actively listen and acknowledge perceptions of all
group members. (R)
Choice Choices are offered within the organisation including
clarification of responsibilities. (A)
Motivation Coercive controls, such as rewards and comparisons with
others, are minimised. (A)
Feedback Sincere, positive feedback is provided that is intuitive, factual
and non-judgemental. (C)
Development Talent is developed and knowledge shared to enhance
competency and autonomy. (C)
Monitoring Monitoring and support is integrated at all times for all group
members. (CC)
Support There is awareness and control of the amount of Action and
Learning required (assimilation demand), holding back where
necessary. (CC)
Culture People actively look for conflict of interests without
judgements or blame and negotiate any changes. (TP)
Change When people in the organization encounter opposition to
change, they see this as an opportunity to learn, treating the
objections as a form of organisational intelligence. They don’t
assume everyone is always resistant to change. (TP)
C = Average of above values
C. Exploring The Environment Dynamic
Considering the wider ‘context’ in which the Group operates.

Exploring The Environment Dynamic
Collaboration
Comms
Choice
Feedback
Change
Support
Culture
Development
Motivation
M
onitor

Group Alignment Plot
Plotting Your Scores.Post-It notes here Post-It notes here
Environment Dynamic = C
GroupDynamic=(A-B+10)/2
0 105
5
10
Agile Individualists Agile Collectivists
CollectivistsIndividualists

Once you have completed the questionnaire, calculated and
plot the score on the Group Alignment Plot. You will be able to
confirm what type of group you have through the perceptions
of those within the team or group.
Gaining different perspectives
Other ways the Innovation Audit 2.0 can be used.
• If you have a large number of contributors, you may want to
take advantage of the online profile
• There are a number of resources available for Facilitators,
Coaches, L&D and OD professionals
• There are Card exercises, complemented by Posters, all
used to capture what is in play in any group setting
The Outcome
For the group to know what it wants to adjust and have a sense of
how it will take ACTION to benefit all concerned.

About Assentire
Our overall approach enables facilitators to develop individual
pathways for their own clients, designed for use in a flexible
yet systematic way. This in turn enables facilitators to engage
pro actively in the Return-on-Investment (ROI) discussion that
so often creates a challenge for those wanting to commission
developmental support for their staff.
Director of Assentire Ltd. Rod Willis
rod.willis@assentire.net
+44(0) 7788 457 202
www.assentire.net

For more information on how to obtain your own Facilitator
Guide, Participant Workbooks, Experimental Cards, Clean
Language Cards, and more than 15 different Posters, just follow
the link below.
InnovationAudit.net
Site dedicated to the Innovation Audit 2.0

Exploring
Groups & Teams
Together: Thinking and Feeling
info@assentire.net
© 2016 Assentire Ltd All rights reserved
Many Views
When a group member expresses a different view or position,
his or her reasoning is explored in an open and inquiring
way, e.g. I wonder why you have that view?
Including Behaviours
Collective
Members of the group are keen to hear the views of others,
even those issues that may be seen elsewhere as
‘undiscussable’, such as the ‘Elephant in the room’.
Rod Willis
+44 (0) 1628 632340
+44 (0) 7788 457202
@rodwillisGTC
www.assentire.net
PO Box 4481, Maidenhead, SL6 7HE, UK
Selection & Development
Legal Services Sector
Rod Willis
+44 (0) 1628 632340
+44 (0) 7788 457202
@rodwillisGTC
www.assentire.net
PO Box 4481, Maidenhead, SL6 7HE, UK
A Henry Mintzberg Program
Group Dynamic
Arrange the Learning Dynamic (8) & Control Dynamic (8) cards into 8 pairs.
For each pair, decide which behaviour you see ‘Less of’ and place that card on the
lower row with the ‘More of’ on the upper row. Repeat for all 8 pairs. This is a
relative comparison as you consider the paired behaviours in relation to each other.
Many Views-One View | Collective Individual | Ask Tell | Collaborate Manipulate
Open Closed | Trust Mistrust|Understand Misunderstand | Enhanced_WLQ Degraded_WLQ
‘Less of’
‘More of’
Control Dynamic
Ask
One
view
Ind
ivi
du
al
Te
ll
Manip
ulateClosed
Mi
str
us
t
Mi
s-
un
de
rst
an
d
Degrad
ed
Work-
life
Quality
Enhanc
ed
Work-l
ife
Quality
0 5 1010 5
Environment Dynamic
Collaboration
Comms
Choice
Feedback
Change
Support
Culture
Development
Motivation
M
onitor
Environment Dynamic
Learning Dynamic
Many
views
Tell
Co
lle
cti
ve
As
k
Collab
orate Open
Tru
st
Un
de
rst
an
d
Degrad
ed
Work-
life
Quality
Enhanc
ed
Work-l
ife
Quality
0 5 1010 5
Group Dynamic
Arrange the Learning Dynamic (8) & Control Dynamic (8) cards, sixteen in total to
form a triangle as shown. Using all 16 cards, decide which behaviours you see
‘Least of all’, ‘In-between’ and ‘Most of all’. This is a relative comparison as
you consider all behaviours in relation to each other.
Place the ‘Least of all’ to the left and ‘Most of all’ to the right
‘Least of all’ ‘Most of all’‘In-between’
Environment Dynamic
Arrange the Environment Dynamic cards, ten in total to
form a pattern as shown. Using all 10 cards, decide which behaviours you see
‘Least of all’, ‘In-between’ and ‘Most of all’. This is a relative comparison as
you consider all behaviours in relation to each other.
Place the ‘Least of all’ to the left and ‘Most of all’ to the right
‘Least of all’ ‘Most of all’‘In-between’
Organisational Context
Leadership
Motivation
CommunicatingChan
ge
&Perform
an
ce
Intra&Inter
GroupDyn
am
ics
Man
ag
ingChan
ge
&Perform
an
ce
Perso
nal
Dyn
am
ics
Culture
Purpose
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Ask
I commonly hear members of the group testing
their own assumptions and inferences
as well as those of others.
Controlling Behaviours
Collaborate
I commonly hear members of the group testing
their own assumptions and inferences
as well as those of others.
Open
Members of the group around here are happy
to share relevant information,
not keeping it private.
Openness Behaviours
Trust
There is quite a high level
of trust across
the group.
Openness Behaviours
Understand
It is rare to encounter misunderstandings,
in the group.
Grasps the Message
Enhanced
Over time, I have seen the
quality of working life
improve.
Work-Life Quality
Tell
I commonly hear members of the group telling
others what decision should be made, or which
course of action should be taken.
Manipulate
It is common that members of the group seek to establish a
shared narrative with undisclosed methods, for example,
saying: Don’t you think it would be a good idea
if we outsourced the work?
One View
When a group member expresses a different
view or position, their reasoning is
not explored or asked for.
Individual
Members of the group don’t want to hear another’s
Misunderstand
It is common to see misunderstandings, unproductive
in the group.
Grasps the Message
Closed
When a group member is advocating
their position, they do not
share their reasoning.
Openness Behaviours
Mistrust
There is quite a high level
of mistrust across
the group.
Openness Behaviours
Degraded
Over time, I have seen the
quality of working life
decline.
Work-Life Quality
How to explore Group Dynamics
How to explore Environment Dynamics
Communication
People actively listen and
acknowledge perceptions
of all group members.
Relatedness
Collaboration
People openly ask questions and are
invited to participate in
problem solving.
Relatedness
Motivation
Coercive controls, such as rewards
and comparisons with others,
are minimised.
Autonomy
Choice
Choices are offered within the organisation
responsibilities.
Autonomy
Development
Talent is developed and knowledge
shared to enhance
competency.
Mastery
Feedback
Sincere, positive feedback is provided
that is intuitive, factual and
non-judgemental.
Mastery
Monitoring
Monitoring and support is
integrated at all times for
all group members.
Understand Competing Commitments
Support
There is awareness and control of the amount of Action
and Learning required (assimilation demand),
holding back where necessary.
Understand Competing Commitments
Culture
When people in the organization encounter opposition to
change, they see this as an opportunity to learn, treating
the objections as a form of organizational intelligence. They
don’t assume everyone is always resistant to change.
Transition Processes
Change
Learning Dynamic
Control Dynamic
Many
views
One
view
Collective
Individu
al
Ask
Te
ll
Collaborate
Manipulate
Open
Closed
Trus
t
M
istrus
t
Und
erstan
d
Mis-
un
de
rstand
Degraded
Work-life
Quality
Enhanced
Work-life
Quality
Sample A1 Poster

GROUP Dynamics Consensus
If you have stickers, place one for each time perspective (Before, Now & Future) in each segment, deciding where the sticker
is best placed. The Inner, Middle or Outer ring. The Inner ring represents behaviours seen least of the time and the outer, most of the time.
Many
views
One
view
Collective
Individual
Ask
Tell
Collaborate
Manipulate
Open
Closed
Trust
M
istrust
Understand
Mis-
understand
Degraded
Work-life
Quality
Enhanced
Work-life
Quality
Capture how things used to be, how they are now & how you would like them to be moving forward
Post-It notes here
Before
Post-It notes here
Now
Post-It notes here
Future
Future
Future
Future
Before
Now Future
Future
Future
Future
Sample A1 Poster

Set Frame
ACTION
Start Questions
Cleanly Develop
Their Responce
Starting Questions
Reset Frame
Closing
Clean
Language
Actions Through Clean Language
(And) what would X
like to have happen?
Intention
Intention
(And) what needs
to happen for X?
Intention
Necessary
conditions
(And) can X
(happen)?
Intention
Necessary
conditions
1
(And) what kind
of X (is that X)?
Developing
Attributes
(And) is there anything
else about X?
Developing
Attributes
(And) where is X? or (And)
whereabouts is X?
Developing
Location
(And) that’s X like
what?
Developing
Metaphor
(And) is there a relationship
between X and Y?
Developing
Relationship
(And) when X, what
happens to Y?
Developing
Relationship
2
(And) then what happens? or
(And) what happens next?
Source
Sequence
(And) what happens
just before X?
Source
Sequence
(And) where could
X come from?
Source
Source
3
4
Repeat steps 1-3 changing
the sequenceas as needed
Discuss as a group what you would like to have happen,
then test the necessary conditions that need to be
in place to be successful
‘Cleanly’supportthedevelopmentof thoughts
acrossthegroup,withtheaimoffocussingattention
onnomorethan3itemsintheGroupDynamic.
Repeatwithnomorethan3itemsinthe
EnvironmentDynamic
Check inrelationtotheOrganisationalContext
Explore if there are any thoughts how the change
may come about and what might have to occur
before during or after the change initiative
Bringing the session to a close, agree the ACTION plan
below: WHERE & WHEN, WHAT, HOW,WHY & WHO
Learning Dynamic
Control Dynamic
Many
views
One
view
Co
lle
ctive
Individu
al
As
k
Te
ll
Collaborate
Manipulate
Open
Closed
Trus
t
M
ist
ru
st
Und
erstan
d
Mis-
un
de
rstand
Degraded
Work-life
Quality
Enhanced
Work-life
Quality
Environment Dynamic
Collaboration
Com
ms
Choice
Feedback
Change
Support
Cultu
re
Development
Motivation
M
onitor
Environment Dynamic
Leadership
Motivation
Co
mmun
icatingCh
an
ge
&Pe
rforman
ce
Intra&Inter
Group
Dyn
am
ics
Man
ag
ingCh
an
ge
&Pe
rforman
ce
Pe
rson
al
Dyn
am
ics
Culture
Purpose
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WHERE & WHEN is the
change wanted
Post-It notes here
WHAT actions
will be taken
Post-It notes here
HOW will this occur, does the
Group have the required Skills?
If not how to overcome this?
Post-It notes here
WHY is this important to the
Group and is it ALSO imortant
to the Organisation?
Post-It notes here
WHO will ‘identify’ with the
need to make this happen
outside of this group?
Post-It notes here
Sample A1 Poster

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