Making the impossible possible
6 likes21,125 views
This document discusses principles for applying an abundance approach to program and project management. It outlines four quadrants for improvement: collaborate, create, control, and compete. The collaborate quadrant focuses on developing talent and strong relationships through culture, collaboration, and trust. The create quadrant emphasizes articulating a motivating vision of the future through symbolic leadership and innovative ideas. The control quadrant aims to produce extraordinary results through goal clarity, planning, and accountability. Finally, the compete quadrant prioritizes aggressive actions, stakeholder agreements, and incentives to drive measurable progress.
Making the impossible possible
- 1. MAKING THE IMPOSSIBLE POSSIBLE Applying Heliotropic Abundance for creating Program and Project Management processes 1
- 2. 2
- 3. Making the Impossible Possible, Kim Cameron and Marc Lavine, 2006 Lessons learned from the cleanup of America’s most dangerous Nuclear Weapons Plan
- 4. 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 4
- 5. The Ordinary Approach to Change† 5 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
- 6. The Abundance Approach 6 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.
- 7. Conventional Principles versus Abundance 7 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
- 8. Conventional Principles versus Abundance 8 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
- 9. Conventional Principles versus Abundance 9 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
- 10. Conventional Principles versus Abundance 10 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
- 11. Four Quadrants of Improvement Guided by the Abundance Approach Collaborate Create Control Compete 11
- 12. 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 12
- 13. 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. 13
- 14. 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 14
- 15. 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 15
- 16. 16 Long Term Flexibility for Change New InternalMaintenance Culture Type: CLAN Culture Type: ADHOCRACY ExternalPositioning 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
- 17. This is What DONE Looks Like 17