Facilitators As the New Industrialists

1. Facilitators As the New Industrialists Robert O. Briggs, Ph.D. Director of Methodology and Process Tools

2. Reason Production Lines for the Knowledge Economy Methodology Risk Management -- Strategic Planning -- Product Definition -- Etc. Group Dynamics Diverge Converge Organize Analyze Elaborate Agree Inform Inform Repository Search Engines Unified Messaging Goal Attainment Understand the Problem Develop alternatives Choose an Alternative Plan for Action Act Act MS Project PeopleSoft Seibel E-room Reason Execute Coordinate Track Adjust Find Archive Categorize Search Share Collaboration Infrastructure Chat -- Whiteboard -- Application Sharing -- Virtual Workspace Internet -- ASP -- Telco

3. Constraints on Productivity • Agrarian economy – muscle • Industrial economy – capital • Information economy – info access • Knowledge economy – methodology

4. Delphi Group Study:E-commerce Near Term • E-commerce will be $5 trillion by 2003 • Key barriers to participation • Lack of infrastructure • Lack of standard processes

5. Facilitators As Master Craftsman h

6. Facilitators As Master Craftsmen

7. Where Are the Production Lines for the Knowledge Economy? • Steam power – computers • Railroad – Internet • Production line? • Repeatable GroupSystems methodology • Shorter Cycle Time • Fewer Hours • Regular People • Predictable Quality

8. Facilitators As the Industrialists of the Knowledge Economy • Shorter Cycle Time • Fewer Hours • Regular People • Predictable Quality

9. Production Line Pay-off:Predictable, Repeatable Quality

10. thinkLet™ The Machine Tools for the Knowledge Economy • All the intellectual capital you need to create one predictable, repeatable pattern of interaction • Components of a thinkLet • GroupSystems tool • Configuration • Facilitation technique

11. PointCounterpoint™ Dynamics: Impasse-Breaking Tool: EBS Settings: Default Prompts: Put in your strongest argument in favor of your position Now trade pages Demolish the argument on the screen in front of you Now trade pages Make an argument that bridges the two mutually exclusive arguments on your screen Now let’s talk. Any interesting resolutions on your screen? Hands-On With thinkLets

12. Capturing thinkLets • Until this year, thinkLets have been largely oral tradition. • Briggs and DeVreede are collecting and writing them down • Share your thinkLets

13. thinkLets • Leaf Hopper™ • Group Dynamics: Multiple issues -- Heterogeneous group members work where they care and know the most. • Tool: CA, TC, or GO • Settings: Comment numbers on • Prompts • We have posted a number of issues for you to address. • Contribute first to the one where you have the most interest or experience • Contribute to other sections only as you know and care

14. thinkLet • GoldMiner™ • Group dynamics: the group converges, but ideas stay in the context where they were generated • Tool: any tool with comment windows • Configuration: annotations on • Prompt: • Read through these ideas and drop an annotation on any idea you think is worth further attention.

15. Diverge Free Brainstorming™ Comparative™ Brainstorming™ Converge Fast Focus™ BroomWagon™ Organize Popcorn Sort™ Bucket Walk™ Evaluate MultiCriteria™ Rank Order™ Elaborate Could-be-should-be™ Leaf Hopper™ Agree Point-Counterpoint™ Crowbar™ thinkLets™Building Blocks for the Production Line

16. Production Lines • Repeatable, step-by-step way to accomplish a mission critical task using an industry best-practice methodology • Strategic Planning • Risk Assessment • Marketing Focus Groups • IT Requirements Definition…. • Composed of thinkLets

17. Production Line Example: USC’s EasyWinWin™ • Step-by-step methodology for requirements definition • Explicitly embraces the political nature of requirements definition • Faster • More exhasutive • More buy-in • Less expensive

18. Free-Brainstorming Win Conditions What are your win conditions for the new battle staff planning system

19. FocuSort™ Win Conditions based on a Taxonomy

20. MultiCriteriaPrioritization “Maybe Later” “Low hanging fruits” “Forget them” “Important with hurdles”

21. MultiPass™ to Elaborate the WinWin Tree Win Conditions Issues Options Agreements WinWin Equilibrium Every Win condition has an agreement

22. Elements of a GroupSystems Methodology • Moderator’s Guidebook • Action Stack – Tech Stack • PowerPoint Slide Show • GroupSystems Template

23. Contents of a GroupSystems Methodology:Things you Say

24. Contents of a GroupSystems Methodology:Things You Do

25. Contents of a GroupSystems Methodology:Things To Remember

26. Methodology Tames The Cyber Frontier • Early experience showed distributed teamwork to be tough • People didn’t show up • People didn’t know what was expected of them • People lost track of what they were doing • They forgot who they were doing it with • Some tasks work better face-to-face

27. Methodology Tames the Cyber Frontier • Distributed teamwork goes smoothly with repeated methodology • People are trained to methodology • They know what to expect – they have a guidebook • They understand the process • The methodology tells them when to work distributed and when to work face-to-face

28. Pay-offs For Your Clients • Competitive advantage • Execute methodology faster • With lower-skilled, less expensive people • Achieve higher quality with less effort • Predictable, repeatable success • Far lower learning load for GS

29. Pay-offs for You • Much bigger engagements • Far better access to follow-on work • You become part of day-to-day operations • You earn money when you are away

30. Bigger Engagements With Repeatable Methodologies • Charge for mapping the guidebook • Charge for facilitating the pilots • Charge for training the trainers • Charge for training the users • Charge for use of the methodology

31. The Result • You Become the Henry Fords of the Knowledge Economy

32. Questions?

33. Earn While You Are Away • Your Methodology – junior consultants can high-quality facilitation • Partner’s methodology, your machines – charge to build it, charge by the minute for its use. • Partner’s methodology, our machines: charge to build it, buy minutes low, sell minutes high.