Responsive Management Systems ®

1. Responsive Leadership Seminars® Responsive Management Systems® Individual and Team Performance Training and Troubleshooting …creating productive and preferred work environments Since 1985

2. Responsive Leadership Seminars® WELCOME www.responsivemgt.com

3. RESPONSIVE MANAGEMENT: Line-Level Leadership® Responsive Leadership Seminars® CORE COMPETENCIES FOR DEVELOPING QUALITY OPERATIONS “Where Theory Meets the Road”

4. Responsive Leadership Seminars® RESPONSIVE MANAGEMENT: Line-Level Leadership® THINK IMPROVEMENT® I.D.E.A.S.® IDEA DEVELOPMENT EXCHANGE AND SELECTION “Where Theory Meets the Road”

5. THINK IMPROVEMENT® I.D.E.A.S.® Why I.D.E.A.S.® • Well researched for both product and process; • Application flexibility across many variables (e.g., group size, individual learning styles, topics, group interest); • Time efficient; • Teachable; • Decrease team need for outside facilitation. • FREQUENT ERRORS WITH BRAINSTORMING PROCESS • Teams not following up on the results. • Teams not repeating the process on a regular basis. 41

6. THINK IMPROVEMENT® I.D.E.A.S.® TEAM PROCESS GOALS • Clarify among team members what is working and what is not working; • Analyze with team members some of the "glitches", errors, barriers; • Maximize participation by all team members; • Provide a forum for differing team-member points of view; • Develop consensus among team members; • Better understand others’ work; • Learn an effective and efficient team brainstorming process; • Reduce inappropriate or ineffective demonstrations of disagreement; • Have team members enjoy themselves. 42

7. Dec Dec Nov Nov Jan Jan IDEAS® IDEAS® Year One Feb Feb Oct Oct Year Two And Beyond S3 Sep Sep Mar Mar S3 S3 Apr Apr Aug Aug IDEAS® May May Jul Jul Jun Jun THINK IMPROVEMENT® I.D.E.A.S.® Moving from Crisis to Strategic Culture 43

8. THINK IMPROVEMENT® I.D.E.A.S.® TEAM IDEA GENERATION AND SELECTION PROCESS1 • IDEAS® Question:Facilitator creates the question (i.e., Positives-Negatives of Current Operations, Goals, Concepts for Vision Statement, Positives-Negatives of Proposed Organizational Changes). 1 After Nominal Group Technique (NGT) Delbecq, A.L., Van de ven, A.H., Gustafson, D.H., 1971. 44a

9. THINK IMPROVEMENT® I.D.E.A.S.® QUESTIONS QUESTION #1a In your view, what about the work integration, work outcomes and working relationships within your team would you like to have continue – those aspects that contribute to your effectiveness and improve job satisfaction? (Aspects you like and find positive.) QUESTION #1b In your view, what about the work integration, work outcomes, and working relationships within your team would you like to have changed – those aspects that do not contribute to your effectiveness and reduce your job satisfaction? (Aspects you dislike and find negative.) QUESTION #2a How do you think the proposed changes would increase our effectiveness? QUESTION #2b How do you think the proposed changes would decrease our effectiveness? 45a

10. THINK IMPROVEMENT® I.D.E.A.S.® QUESTIONS QUESTION #3a What is our business? QUESTION #3b Who is (are) our customer(s)/client(s)? QUESTION #3c What does (do) our customer(s)/client(s) value? QUESTION #3d What are we doing that is promoting what our customer(s)/client(s) value(s)? QUESTION #3e What are we doing that is interfering with what our customer(s)/ client(s) value(s)? QUESTION #3f How can we fix what we are doing that is interfering with what our customer(s)/client(s) values? QUESTION #3g How can we measure our improvement to our customer(s)/client(s)? 46b

11. THINK IMPROVEMENT® I.D.E.A.S.® QUESTIONS FOR TODAY QUESTION #1a In your view, what about the work integration, work outcomes and working relationships within your team would you like to have continue – those aspects that contribute to your effectiveness and improve job satisfaction? (Aspects you like and find positive.) QUESTION #1b In your view, what about the work integration, work outcomes, and working relationships within your team would you like to have changed – those aspects that do not contribute to your effectiveness and reduce your job satisfaction? (Aspects you dislike and find negative.) 45a

12. THINK IMPROVEMENT® I.D.E.A.S.® TEAM IDEA GENERATION AND SELECTION PROCESS1 • IDEAS® Question:Facilitator creates the question (i.e., Positives-Negatives of Current Operations, Goals, Concepts for Vision Statement, Positives-Negatives of Proposed Organizational Changes). • IDEAS® Generation:Participants are given five minutes to individually and privately list issues or concepts in four words or less. (Facilitator maintains relaxed but focused mood. This is not a team brainstorming step.) 1 After Nominal Group Technique (NGT) Delbecq, A.L., Van de ven, A.H., Gustafson, D.H., 1971. 44a

13. THINK IMPROVEMENT® I.D.E.A.S.® QUESTIONS FOR TODAY QUESTION #1a In your view, what about the work integration, work outcomes and working relationships within your team would you like to have continue – those aspects that contribute to your effectiveness and improve job satisfaction? (Aspects you like and find positive.) 45a

14. THINK IMPROVEMENT® I.D.E.A.S.® TEAM IDEA GENERATION AND SELECTION PROCESS1 • IDEAS® Question:Facilitator creates the question (i.e., Positives-Negatives of Current Operations, Goals, Concepts for Vision Statement, Positives-Negatives of Proposed Organizational Changes). • IDEAS® Generation:Participants are given five minutes to individually and privately list issues or concepts in four words or less. (Facilitator maintains relaxed but focused mood. This is not a team brainstorming step.) • IDEAS® Presentation:The Facilitator requests one idea from each participant and continues to request one idea at a time, participant by participant, until all persons have exhausted their idea lists. Each participant wishing to respond -- presents one idea with no clarification or discussion. Each idea is written verbatim, developing a master list, that is numbered, beginning with the number "6". • IDEAS® Clarification:The participant who presented an idea clarifies the idea if he/she chooses. (Facilitator is careful that discussions don’t occur as to whether an idea is "good/bad," "accurate/inaccurate," or redundant.) • IDEAS® Redundancy/Repetition Check:The Facilitator requests participants to suggest any ideas listed that they may view as identical or the same. Although any participant can suggest a redundancy, only the person who originally mentioned an idea for inclusion on the master list can remove the item. 1 After Nominal Group Technique (NGT) Delbecq, A.L., Van de ven, A.H., Gustafson, D.H., 1971. 44a

15. THINK IMPROVEMENT® I.D.E.A.S.® TEAM IDEA GENERATION AND SELECTION PROCESS • IDEAS® Selection:Each participant receives five 2" X 3" slips of paper or index cards. Each participant selects five idea statements from the master list that for them, as an individual, are the most significant, critical or important and writes the idea statement chosen in the center of a card, and writes the master list number of that idea statement chosen in the upper left corner of the paper or index card. • IDEAS® Scaling:Each participant lays the slips or cards out in front of him/herself and selects the most significant, critical or important idea and places the #"5" in the lower right corner. That slip or card is turned over and set aside. Then the participant selects the least important of the remaining four ideas and places a #"1" in the lower right corner. Then the participant sets that aside and selects the most important idea of the remaining three cards. The participant then places a #"4" in the lower right corner, etc. until all cards are scaled and numbered. • IDEAS® Scoring:The Facilitator collects all of the slips or cards and shuffles them. The Facilitator then numbers a larger sheet of paper, six through the total number of master list ideas originally presented and recorded in Step "C". The Facilitator requests two members of the group to assist tallying the scores. The Facilitator reads the item number first and the scaling score second. • IDEAS® Follow-up: Problem Analysis or Action Item:The Facilitator selects the five top scoring ideas on the list and rewrites these on a large sheet of paper. The Facilitator proceeds with either Think Improvement® or a work plan format to establish unit solutions and direction. 44b

16. THINK IMPROVEMENT® I.D.E.A.S.® QUESTIONS FOR TODAY QUESTION #1b In your view, what about the work integration, work outcomes, and working relationships within your team would you like to have changed – those aspects that do not contribute to your effectiveness and reduce your job satisfaction? (Aspects you dislike and find negative.) 45a

17. THINK IMPROVEMENT® I.D.E.A.S.® TEAM IDEA GENERATION AND SELECTION PROCESS1 • IDEAS® Question:Facilitator creates the question (i.e., Positives-Negatives of Current Operations, Goals, Concepts for Vision Statement, Positives-Negatives of Proposed Organizational Changes). • IDEAS® Generation:Participants are given five minutes to individually and privately list issues or concepts in four words or less. (Facilitator maintains relaxed but focused mood. This is not a team brainstorming step.) • IDEAS® Presentation:The Facilitator requests one idea from each participant and continues to request one idea at a time, participant by participant, until all persons have exhausted their idea lists. Each participant wishing to respond -- presents one idea with no clarification or discussion. Each idea is written verbatim, developing a master list, that is numbered, beginning with the number "6". • IDEAS® Clarification:The participant who presented an idea clarifies the idea if he/she chooses. (Facilitator is careful that discussions don’t occur as to whether an idea is "good/bad," "accurate/inaccurate," or redundant.) • IDEAS® Redundancy/Repetition Check:The Facilitator requests participants to suggest any ideas listed that they may view as identical or the same. Although any participant can suggest a redundancy, only the person who originally mentioned an idea for inclusion on the master list can remove the item. 1 After Nominal Group Technique (NGT) Delbecq, A.L., Van de ven, A.H., Gustafson, D.H., 1971. 44a

18. THINK IMPROVEMENT® I.D.E.A.S.® TEAM IDEA GENERATION AND SELECTION PROCESS • IDEAS® Selection:Each participant receives five 2" X 3" slips of paper or index cards. Each participant selects five idea statements from the master list that for them, as an individual, are the most significant, critical or important and writes the idea statement chosen in the center of a card, and writes the master list number of that idea statement chosen in the upper left corner of the paper or index card. • IDEAS® Scaling:Each participant lays the slips or cards out in front of him/herself and selects the most significant, critical or important idea and places the #"5" in the lower right corner. That slip or card is turned over and set aside. Then the participant selects the least important of the remaining four ideas and places a #"1" in the lower right corner. Then the participant sets that aside and selects the most important idea of the remaining three cards. The participant then places a #"4" in the lower right corner, etc. until all cards are scaled and numbered. • IDEAS® Scoring:The Facilitator collects all of the slips or cards and shuffles them. The Facilitator then numbers a larger sheet of paper, six through the total number of master list ideas originally presented and recorded in Step "C". The Facilitator requests two members of the group to assist tallying the scores. The Facilitator reads the item number first and the scaling score second. • IDEAS® Follow-up: Problem Analysis or Action Item:The Facilitator selects the five top scoring ideas on the list and rewrites these on a large sheet of paper. The Facilitator proceeds with either Think Improvement® or a work plan format to establish unit solutions and direction. 44b

19. Responsive Leadership Seminars® RESPONSIVE MANAGEMENT: Line-Level Leadership® THINK IMPROVEMENT® PROBLEM ANALYSIS AND PARTICIPATIVE DECISION-MAKING “Where Theory Meets the Road”

20. THINK IMPROVEMENT® PROBLEM ANALYSIS AND PARTICIPATIVE DECISION-MAKING DIS-ORGANIZATIONAL BEHAVIOR Commonly observed dis-organizational behavior in the absence of a consistent organization-wide problem analysis process: • Analysis discussions are less focused, contain more conflict and take longer; • Solutions tend to focus on removal of "short-term" pain; • Solutions are effective for crisis response but are not proactive with routine correction plans; • Solution delay or avoidance; • Solutions tend to be broader and more global than the problem would warrant and less team or individual specific; • Solutions tend to be more autocratic and are increasingly drafted in the absence of the individuals who must implement the solution; • Teams or individuals contributing to or experiencing a problem tend not to develop the strategic or critical thinking processes important to problem prevention or solution; • Teams and individuals develop high levels of consensus with low levels of effective/efficient solutions; • Teams and individuals demonstrate lower levels of implementation and follow-through. 49

21. THINK IMPROVEMENT® PROBLEM ANALYSIS AND PARTICIPATIVE DECISION-MAKING TEAM PROCESS GOALS • Improve our ability as a team to identify and fix problems; • Improve decision quality; • Educate team members as to perceived differences in problem consequences/causes and solutions/costs/benefits; • Promote productive pessimism; • Brainstorm with team members new/novel/variant solutions; • Cooperate with team members in the analysis process; • Maximize team member participation; • Develop consensus among team members on proposed actions; • Create a team action plan; • Develop a common problem analysis process; • Develop personal life skills; • Have team members enjoy themselves. 50

22. THINK IMPROVEMENT® PROBLEM ANALYSIS AND PARTICIPATIVE DECISION-MAKING Phase Step IParticipantDefinition • Determine the Level of Participation 51a

23. THINK IMPROVEMENT® PROBLEM ANALYSIS AND PARTICIPATIVE DECISION-MAKING 52

24. THINK IMPROVEMENT® PROBLEM ANALYSIS AND PARTICIPATIVE DECISION-MAKING Participant Level Definition Chart 52a

25. THINK IMPROVEMENT® PROBLEM ANALYSIS AND PARTICIPATIVE DECISION-MAKING Participant Level Definition Chart 52b

26. THINK IMPROVEMENT® PROBLEM ANALYSIS AND PARTICIPATIVE DECISION-MAKING 52

27. 60 50 40 30 20 10 0 THINK IMPROVEMENT® PROBLEM ANALYSIS AND PARTICIPATIVE DECISION-MAKING BENCHMARK PARTICIPATION LEVELS: PERCENT OF LEADER USE High Competence Team 60 20 10 10 Complete Autocratic (CA) Limited Autocratic (LA) Consultative (C) Delegation (D) 53

28. 60 50 40 30 20 10 0 THINK IMPROVEMENT® PROBLEM ANALYSIS AND PARTICIPATIVE DECISION-MAKING BENCHMARK PARTICIPATION LEVELS: PERCENT OF LEADER USE Low Competence Team 40 30 30 0 Complete Autocratic (CA) Limited Autocratic (LA) Consultative (C) Delegation (D) 54

29. 100 90 80 70 60 50 40 30 20 10 0 THINK IMPROVEMENT® PROBLEM ANALYSIS AND PARTICIPATIVE DECISION-MAKING PROBLEM RECOGNITION AND COMPREHENSION BY WORK TEAMS High Competence Team 85 80 70 65 Recognizethere is a Problem Have aSolution Understand theCause ofthe Problem Have anEffective/EfficientSolution 55

30. 100 90 80 70 60 50 40 30 20 10 THINK IMPROVEMENT® PROBLEM ANALYSIS AND PARTICIPATIVE DECISION-MAKING PROBLEM RECOGNITION AND COMPREHENSION BY WORK TEAMS Low Competence Team 90 50 40 30 0 Recognizethere is aProblem Have aSolution Understandthe Cause ofthe Problem Have aneffective/efficientSolution 56

31. THINK IMPROVEMENT® PROBLEM ANALYSIS AND PARTICIPATIVE DECISION-MAKING Phase Step IParticipantDefinition • Determine the Level of Participation • Describe the Problem IIProblemDefinition • Explore Apparent or Probable Cause, and Available Diagnostics • List Possible Solutions IIISolutionDefinition • List Advantages/Disadvantages and Check Team Decision Making • Rank Order Solutions from Most to Least Preferred 51a

32. THINK IMPROVEMENT® PROBLEM ANALYSIS AND PARTICIPATIVE DECISION-MAKING Phase Step IVSolutionSelection • Select and Detail Solution Action Plans • Disseminate and Teach the Solution VSolutionImplementation • Follow-up on Solution Execution, Operation and Outcomes 51b

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43. THINK IMPROVEMENT® PROBLEM ANALYSIS AND PARTICIPATIVE DECISION-MAKING PAGE TWO Status Item Success 58b

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49. THINK IMPROVEMENT® PROBLEM ANALYSIS AND PARTICIPATIVE DECISION-MAKING APPARENT OR PROBABLE CAUSE WORKSHEET - C 59

50. C. (1) General Cause Brainstorming C. (2) 5 Whys Analysis Level 1 Why? ____________________________________________________________ Level 2 Why? ____________________________________________________________ Level 3 Why? ____________________________________________________________ Level 4 Why? ____________________________________________________________ Level 5 Why? ____________________________________________________________ THINK IMPROVEMENT® PROBLEM ANALYSIS AND PARTICIPATIVE DECISION-MAKING APPARENT OR PROBABLE CAUSE WORKSHEET - C 59a