Skills building training - day 5 thinking outside the box

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IMPROVED STRATEGIC MANAGEMENT

CAPACITY PROJECT

October 2013

Change Management – Session 5

Jocelyne Rasé


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Day Five

Inciting creativity and innovation

• How open are you to new ideas / different concepts / diverse points of view?

• Being in the box – What does it mean?

• Stepping out of the box to be creative

• Thinking outside the box

• Divergent vs. convergent thinking – the Intermediate Impossible

Assignment for working teams



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How open are you to new ideas?



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How do you feel?



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Being in the box



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Inaction

Powerlessness

Anger Pessimism Negativity

Isolation It won’t work I shouldEnvy

Jealousy

Boredom

Helplessness

Dual Thinkingeither/or black or white

Disbelief

Confusion

Fear

Resistance

I can’t..I really, really

want to…

Judgment

Criticism

Resentment Apprehension Depression Lack of vision



edilmektedir Dual Thinking

either/or – good/bad – black/white



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WIN and WIN

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=jwD9tkG_0NTi3M&tbnid=0TmAdBwgnULRLM:&ved=0CAUQjRw&url=http://www.jazzyintellectual.com/2011/08/this-is-a-dummy-post-about-politics/4-1-1/&ei=lkorUbW1JKX24QS4xYCACw&bvm=bv.42768644,d.bGE&psig=AFQjCNFjoAzzTzVJUusgCjYew7TtJ61PYg&ust=1361878032511545

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=jwD9tkG_0NTi3M&tbnid=0TmAdBwgnULRLM:&ved=0CAUQjRw&url=http://www.jazzyintellectual.com/2011/08/this-is-a-dummy-post-about-politics/4-1-1/&ei=lkorUbW1JKX24QS4xYCACw&bvm=bv.42768644,d.bGE&psig=AFQjCNFjoAzzTzVJUusgCjYew7TtJ61PYg&ust=1361878032511545



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Stepping out of the box



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It’s up to you…IN THE BOX

I have to «get along with» … or else…

• There will be conflict,

• I will be reprimanded,

• There will be negative consequences,

• I will be fired, I will have a bad reputation, etc = NEGATIVE

OUT OF THE BOX

I choose to «get along with… » because…

• We will collaborate better to finish the project on time

• I might learn something from him

• The atmosphere will more positive, etc = POSITIVE



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Attitude is everything



edilmektedir What is your basic attitude?

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Situation Pessimist Optimist Principle

Good event

Ex: It is sunny

"It is temporary."

"It will last for a long

time; Spring is here

to stay.”Permanence

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Bad event

Ex: I lost the

tennis game

“I am such a failure, I

never win anything”

“Today was not my day...

I will do better tomorrow"Pervasiveness

Negative outcome

Ex: I did not get the

promotion

"I caused it;

it’s my fault”

“Circumstances

caused it.”Personalisation



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I take the

Power to ActIt will work

I am not perfect

but

I will learn from

my mistake

I can

I think of

the

Impossible

I will

What if…

It might be

possible,

at least in part

I am doing it

I choose toI am not going

to be stopped

Why not? I start now

I trust that I

can do it

It is time to start

Here

& Now

I do some today,

one day at a time

I am

In Control



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11/15/2013 IAEA 15



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Think differently

• Find 15 original uses for a paper cup



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Connect the 9 Dots

Using 4, 3, 2, 1 , 0 straight lines

without lifting the pencil page 18



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11/15/201

3

IAEA 19NINE DOTS



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Is it half full or half empty?



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Lead by Desperation or by Inspiration



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Left Side

Management of tasks

Reason

Practicality

Logic

Analysis

Structure

Organisation

Critical

&

Convergent

Thinking

Right Side

Management of

relationships

Openness

Intuition

Emotions

Beliefs

Flexibility

Creative

&

Divergent

Thinking



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Courage

to challenge

& to go against the flow



edilmektedir How open are we to new ideas?

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INTEGRATE How can WE build this into tour daily practice?

How can WE work together?

ADAPT What do I need to do differently?

How can we be better aligned?

RECOGNISE I hear your point of view.

& ACCEPT Let’s agree to disagree

RECOGNISE I see your point, but I don’t have time for this,

& MINIMIZE We will deal with it when we have time later

RECOGNISE Yeah, that’s what you say, so what?

& EVALUATE

NEGATIVELY

IGNORE That’s not important, I don’t see it

Influence –P

roblem S

olvingR

esistance -R

esentment



edilmektedir Divergent vs.Convergent thinking

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CREATIVITY:

generating a maximum of

ideas – widening things out,

opening the realm of

possibilities

INNOVATION:

Use the sum of all

propositions to make it

work - focusing on solutions

NEED

SOLUTION

INTERMEDIATE IMPOSSIBLE



edilmektedir The Impossible Intermediate - Kenneth Karloff - Nigel May Barlow

What is impossible today

but if you could do it,

would make significant change

to your life or your work?

“Let’s forget about the rules and being logical for a moment”.



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Pike Place Fish Market - Seattle

Teatro capicitacion Filosofia Fish - UTube



edilmektedir Exercise: How much is it exactly?

1. It’s too far to go there just for one day How many km?

2. I’ll be there in a few minutes How many minutes?

3. Charles is old enough to be a Country Manage How old is he?

4. I want to make enough money to live comfortably How many €?

5. It’s a lot of money to lose gambling at the casino How much in €

6. This box is too heavy to carry by yourself How many kg?

1. He drinks too much How many drinks/week?

2. You’ll need a little time to get accustomed to the department How much time?

3. We need some time to implement the SMD project How much time?

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edilmektedir Setting S.M.A.R.T. Objectives

Specific

Measurable

Agreed upon - Achievable - Action-Oriented Today

Realistic

Time Bound

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Vision



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Exercise

• Identify a significant change you would like to make

• Describe state – A –

• Describe the problem you have

• Identify the situation where you will end if no corrective action is taken

(worst scenario)

• Describe the desired state – B – what you want to achieve

• Brainstorm the positive and negative forces

• Review and clarify each force or factor

– What is behind each factor?

– What is necessary to support the change?



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Blocking factors – restraining forces• Lack of vision

• Lack of purpose

• Lack of understanding

• Lack of motivation

• Lack of courage

• Lack of encouragement

• Lack of incentives

• Circumstances

• Political climate

• Tradition

• The old tapes in your head

• Specific negative people “It can’t be done”

• Other priorities (family, sickness, emergencies, etc)

• Misconceptions - beliefs

• Prejudice

• Preconceived ideas

• Fear, learned helplessness

• Etc….



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5 topics identified1. How to get engagement and support from the under secretary of

your institution? What actions would take? How would you do it?

2. How to make more coherent the various SM documents. Which

ones? and how?

3. Choose 3 strategic areas relevant to your institutions and define the

main priorities and the KPIs – Key Performance Indicators - for each

of them

4. What measures would you take to improve the SM capacity in your

institution

5. How would you ensure that there are more incentives to comply with

the SM measures?



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Can you start telling the story of what you would like to see?

Vision



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Force Field Analysis - Lewin's Model

Driving forces:

• Incentives

• New people

• Strategic Management

Development – SDUs

• Managerial pressure

• International pressure

Restraining forces:

• Loss of status

• Skills deficit

• Complacency

• Established work methods

• Tradition

• Culture

cause a shift in the equilibrium towards change

counter driving forces to oppose change



edilmektedir Your issue:



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Solution focus – one step at a time…

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4 5 6 7 8 9 10

NOWFUTURE

PERFECT

What is

already

going well

that gives us

a 4?

What can

you do to

reach that

next step?

What does it

look like

concretely?

You can’t eat an elephant in one

day…



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VisionGoal Setting:

eliminate or reduce the

blocking factors?



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VisionGoal Setting

What are you going to do to

increase or mobilise the

enabling factors?



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Change management

15 November 2013 40



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Assignment

• Start working on the elevator pitch - keep on working on the

story you want to tell in your ministry – 5 min individual

presentation – to be done in Mod II

• Keep in touch with work group to fine tune your action plan to

remove blocking factors & increase enabling factors – be ready

to present it to the group when you come back for Mod II

• Visit e-platform – to communicate and exchange until Mod II

• Keep your journal



edilmektedir The S.T.E.P. model

Efforts ResultsS.T.E.P.

STOP EVALUATETHINKPROCEED

DIFFERENTLY

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edilmektedir Keeping a Journal Journaling is an exercise of affirmation of your strengths: learn to articulate and

document your accomplishments on a regular weekly basis; especially proactive activities

which tend to be less visible than reactive ones. What did you do right?

SELF AFFIRMATION

Record 5 good things you accomplished this week when you had real impact – not what you did but HOW you did it.

On the other hand, journaling is also an exercise of humility, paying attention to what can be done better, in a smarter way, which lessons can be learned for ongoing improvement of your performance.

HUMILITY

Record 5 points that need improvement - 5 lessons learned

How would you handle a similar situation in the future… What would you do differently?

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Conclusion - Closure

Feedback about the programme – evaluation form

What should we keep?

What could be improved?

What should we stop?



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Work in progress…

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Education

Skills building training - day 5 thinking outside the box