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Smarter Working. This set of slides is intended to encourage a group of managers to review and think about their approach, and to identify ways in which they can work smarter rather than harder. Some slides have notes to aid their interpretation.
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Smarter Working • This set of slides is intended to encourage a group of managers to review and think about their approach, and to identify ways in which they can work smarter rather than harder. • Some slides have notes to aid their interpretation. • These slides can be further reinforced by a board game: www.tesseracts.com/Files/SmartWork_Game.ppt • Please do not attempt to use these slides as part of a presentation until you have read and fully understood the relevant sections of the website, you know how each slide builds, and you are clear on the points you wish to make with them.
TIME FOR REFLECTION • A chance to reflect on what it is like managing within our organisation.
TIME FOR REFLECTIONWhere Do We See Ourselves? Lots of time to think about anticipating and leading the change and developing people & processes Responding to change. Struggle to balance it with the day-to-day but seeing the benefits of being systematic Work can be tough and expectations unreasonable, but by and large we are doing as well as we can. Recognise that there are issues in performance but feel trapped due to lack of time to think or do anything different
MANAGEMENTPERSPECTIVES • Based on your perceptions of your role in management: • Stand in the square which most closely reflects how you feel most often about your role • There can be as many people standing in any particular quadrant as wish to • Please engage in group discussion and debate, in order to test your own view and assumptions, and those of others • You have fifteen minutes. • Please make a note of which quadrant you are in: Red, Blue, Green or Yellow
SO, HOW MANY OF YOU CAN RELATE TO THIS? Source unknown
MANAGEMENTPERSPECTIVES • Old Bayou Proverb: • When you are up to your ass in alligators, it is often difficult to remember that your original objective was to drain the swamp. • We can probably name all of the ‘alligators’. • But, who can remember the original instructions for draining the swamp? • Individually, write down on a sheet of paper, all of the six aspects of systematic management, and what they mean, that you can remember (please do not cheat!)
SIX ASPECTS OF SYSTEMATIC MANAGEMENT • Purpose: ensure a clear understanding of how value is added to the customer (clarity of role/calling) • Philosophy: ensure a consistent set of values which are commonly shared (QFD, targets & deployment) • People: systematically developing and harnessing their potential (teamwork/coaching/empowerment) • Process: consciously and professionally design and develop them (process maps, lean) • Predict: data flows to invoke responsibility & enable accurate decisions (measures, quad charts, problem) • Perfect: strategy to monitor and improve all of the above (learning from others, benchmarking, plans) • Which were the most remembered; which the least? • What do you read into this?
TWO DIMENSIONS OF OUR EXPECTATIONS • Quality of Approach: • How good are the approaches you use in each of these systematic aspects? • Extent of Deployment: • What proportion of your people have adopted the same approaches, and how deep into your process/area? • What might ‘High’ look like for each of these? • (Flipchart the answers)
MANAGEMENTPERSPECTIVES Low High Quality of Approach • Please note: • These are relative terms • We are looking for comparisons • Therefore: • Position yourselves on this grid for how you see your implementation of the six systematic mgt aspects • There can only be a maximum of (‘x’ = one quarter of the group) standing in any particular quadrant • You need to resolve which ‘x’ should be standing where by means of group discussion and debate • ??? will referee the discussions – their decisions will be final, unless they change their minds • You have thirty minutes Low High Extent of Deployment
Low High Quality of Approach Low High Extent of Deployment PAUSE • Please reflect for a moment on what for you are the key messages out of this session, and write them down
Purpose Philosophy People Process Predict Perfect A WIDER REFLECTION • How have we collectively fared on Systematic Management? • Stretched? / Patchy? • Often not the first thingreached for? • Additional burden/task? • Far from rigorous? • Not yet embedded? • And yet you have been working really hard! • Surely the answer is not to work harder still?
Lots of time to think about anticipating and leading the change and developing people & processes Responding to change. Struggle to balance it with the day-to-day but seeing the benefits of being systematic High Deploy Focus Think differently Take Ownership Fall Asleep Work can be tough and expectations unreasonable, but by and large we are doing as well as we can. Recognise that there are issues in per-formance but feel trapped due to lack of time to think or do anything different Low Low High A WIDER REFLECTION • Which sector were you in? Red, YellowBlueGreen • Please go and stand there again ? ? ? ? Working Smarter ? ? Working Harder
Lots of time to think about anticipating and leading the change and developing people & processes Responding to change. Struggle to balance it with the day-to-day but seeing the benefits of being systematic High Deploy Focus Think differently Take Ownership Working Smarter Fall Asleep Work can be tough and expectations unreasonable, but by and large we are doing as well as we can. Recognise that there are issues in per-formance but feel trapped due to lack of time to think or do anything different Low Low High Working Harder A WIDER REFLECTION • Consider your sector: • Can you see yourself in this? • Can you see the others in your sector? • And the others in the other sectors?
