Real Time Strategic Change Session I
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This document summarizes the first session of an online learning series about Real Time Strategic Change (RTSC). The session introduced participants to RTSC principles and how the series will work. Key points included: setting expectations for the series outcomes, clarifying the purpose and applying RTSC to current work, and getting feedback to improve future sessions. Participants engaged in discussion forums to share experiences and get clarification on integrating RTSC into their work.
Editor's Notes
- #2: We can have this on the screen as people join with the music in the background, me on the video, asking people to just use the side chat box as they would when entering a meeting....chit chat, making fun of the presenter, etc. ; > )
- #3: Welcome
- #4: Denise: We’ll put this up and ask people to introduce themselves in the Table Talk and Ideas chat box while I’m talking. Jake Jacobs, from Los Angeles, CA. I’m in West Lafayette, working with Barry Johnson, feeling really excited to begin this Series, Frost/Nixon -- acting was great and still amazes me it all actually happened
- #5: First consulting job at Dooley’s of Ann Arbor
- #6: Large scale...companies, communities and countriesBigger, messier the better
- #7: Poll with Yes/No voting
- #8: Should be able to do as raise hand and audio?
- #9: RTSC is an “open platform”Builds on your existing practice and methodsOne thing it can do -- make future happen fasterTrue for individual action, small group conversations, team meetings, large group events
- #10: Some may be familiar with principles -- updated definitions; specific tools and methods to apply themParticipation and Direction -- who to involve, how, and whenLeverage points -- Archimedes, 3rd century BC Greek mathematician, physicist, engineer, inventor, and astronomer. “Give me a lever....”Act right away -- Real Time. After each sessionDo’s and Don’ts. Sometimes create own resistance (PM); resistance in physics slows things down; unintended have the same impact
- #11: Want this to become second nature, groups of several hundred/table group experienceFocus on the work and learning, make interface work for us instead of other way aroundImportance of learning community -- in it together. You teaching me and each otherAble to explain -- What are you doing in front of the screen? Great marketing for inviting others!
- #14: Chat box on this screen for people to fill in
- #15: Chat box on this screen for people to fill in
- #16: Lay foundation -- RTSC, learning community, your needs; can structure material and how we cover to meet your needsLearning -- “Presentations,” online Q & A, your input/insights in total community, Learning Partner work (online and offline), “After Hours” chat room
- #19: The third understands a broader contextUnderstands where his part fits into the wholeSpiritual awakening, not religious but awakening of Spirit - -otherwise would build a baseball park or honky tonk barWarren Schmidt (Koestenbaum) -- cathedrals center of medieval cities, towering overToday, business buildings dominate the landscape: powerful social and economic roleWith power comes responsibility to help people realize their best self, connect to their higher purpose and to create a better world
- #21: Tools and Techniques – Design Teams, Max-mix tables, Focus on purpose and outcomesAreas of work – 3 phases of work, good deal of flexibility, will focus on work of each Phase in Session III. Know they are iterative and reinforce each otherPrinciples – Principles hexagon, solid and fixed, use to help understand what is in place and needs to be added to any change effort; story – Sedgwick County, missing Preferred Future, Create Community, Common Understanding, Real TimeApproach to Change – Open system, integrates well with other approaches like Open Space, Future SearchWay of Thinking and Acting – Guides decisions and actions; always choice points in change work; group in NYC having trouble, Reality at forefront – what’s needed to bring greater health?Way of Being – How you see the world (through lens of principles and phases), becomes second nature, a form of unconscious competence. I get asked and can answer why, but like “dogs and their owners”
- #25: Breakout Session for 10 minutesTake Notes, Then Paste into Chat Box
- #26: Culture change (Ford) Work design (Corning)Strategy Development and Implementation (Mobil)Strategic Implementation (NYC TB)Program / System Design (Corona NAVSEA)Consultative Training (ND Gazprom)Organization Design (NHS Birmingham PCT-Vista
- #28: Chat Box: Ask clarifying questions using audio (anyone)
- #32: o
- #34: oPurpose•oJake To Do: Scale back proposal and change to concept/white paper (what we want to accomplish/background and Gantt chart)Outcomes•Understand how we got in the room today oThe Execution Phase of the Strategic Planning effortoThe structure of teams in this Phase, how they relate to each other, and what their job isoAdditional resources I believe will make us more effective in this Phase of work.♣Carolyn’s To Do’s: •Pull together steps in story and put to paper in some way•Carolyn to create a list/organization chart of teams (including their job/focus)oUnderstanding the approaches we’re planning on using going forward♣What they are♣How they have helped other Strategic Planning processes ♣How they can help the teams who will be leading the next stage of planning and implementation of our Strategic Plan
- #36: o
- #37: Chat Box
- #38: Chat Box