M theory for business analysts - 11 dimensions of empowerment

M-Theory for Business Analysts - 11 Dimensions of Empowerment

Copyrights (c) 2011-2013 Pragmatic Cohesion Consulting

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A Powerful Related TED Talk

• DAN PINK : THE PUZZLE OF MOTIVATION


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http://www.youtube.com/watch?v=rrkrvAUbU9Y

Kurstedt’s Characteristics of Empowerment

Self-Efficacy: I can do it.

OptiMism: I expect the best.

PerceivEd control: I can make a difference.

PurPose/aim: I’m doing something meaningful.

TRust: I feel safe.

Self-esteeM: I believe in myself.

AccouNtability: I care.

SteWardship: I want to serve.

LOyalty: I belong.

CausaliTy: I have a choice.

OwnErship: I get joy from what I do.


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Ownership

• As a Business Analyst (BA), I have a feeling of ownership when I experience all the other characteristics of Empowerment.

• Ownership for me means that I have a profound attachment to the work I do, the people I work with, the organization I serve and that I care about the outcome of my work .

• This attachment is an emotional investment. I defy anyone to feel ownership without any emotional attachment!


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Self-esteem

• “No one can make us feel inferior without our permission” – Eleanor Roosevelt

• A BA radiates self-esteem every time he is confident that he is highly valuable to a team, a project, an organization.

• Awareness of one’s value is rooted in self-assessing who we are, what we do, and why we do it.


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Purpose

• The BA’s sense of Purpose is fulfilled along two complementary dimensions:

– His understanding of how his contribution is in alignment with the project and organization goals.

– His commitment to the organization culture ( what the organization stands for and what it believes in) and the organization mission ( why the organization believes what it believes and why it does what it does).


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Loyalty

• A BA feels true Loyalty when he experiences a sense of belonging to his team, his project, and his organization.

• Interestingly enough, it is possible to feel loyal to a team but not to the project the team is working on.

• Also, it is not uncommon to be loyal to a project but not to a given team that is part of the project.

• Has anyone experienced being loyal to an organization but not to one of its projects or teams?

• How about being loyal to a team or project but not to the organization that hosts them?


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Stewardship

• “ Ut Prosim: that I may serve” – Virginia Tech’s motto

• As a BA, I have often found myself offering services to my co-workers that could easily be classified as beyond my job description. My attitude is simple: my job description is an attempt at capturing and documenting at a point in time the services expected from my position.

• When I exert Stewardship, I genuinely want to provide services that I have expertise in, this desire should never be hindered by a job description.


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Perceived Control

• I perceive that I have control when I clearly understand the impact and dependencies of my work with respect to the project or organization’s broader environment.

• The BA has control when he has the needed information and resources to properly carry out his actions. Resources can be: time, tools, methodology/processes, budget, and workforce.

• Perceived control also requires that the BA has some freedom in making decisions relevant to his work.


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Trust

• Perhaps a very difficult feeling to have, Trust requires relying on others.

• Trust becomes robust and lasting if it is built on the BA’s and his team members’ strengths, abilities, character, and integrity.

• The lack of Trust is the root cause of many dysfunctions in teams and organizations.


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Optimism

• Being optimistic is essential for a BA because Optimism carries positive energy. Positive energy, just as negative energy, is contagious. Unrealistic optimism is not what I mean here; the positive energy I am referring to is that of believing in my ability and that of my teammates to overcome or alleviate whatever problem, obstacle, and challenge we face.

• Are we going to run into troubles? Of course, but never has pessimism made a problem go away; it only aggravates things.

• Optimism actively seeks out reasonable solutions and it is always willing to re-assess its outlook in order to make progress happen.


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Self-efficacy

• I see my BA training and experience as a source of strength and confidence. I feel competent and capable of providing outstanding services.

• I have a commitment to continuously sharpen my skills through appropriate educational outlets (certifications, seminars, online forums, professional groups, etc…).


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Accountability

• “ I want you to want to take me out for dinner” –A wife

• True accountability is more than being held accountable.

• True accountability is more than feeling accountable.

• When you are truly accountable you want to hold yourself accountable! Imagine how many conflicts in an organization would be promptly resolved with this kind of attitude!


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Causality • The BA experiences Causality when he

believes that his actions have a direct tangible impact on his project and organization.

• An important aspect of Causality is the BA’s belief. That belief will be short lived if it is not corroborated by actual effects that do change the organization in some way.


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For Comments and Questions contact [email protected]

Reference:

• Kurstedt, H. (2000), Management Systems Theory, Applications,and Design,

Virginia Polytechnic Institute and State University - ISE Department,

Blacksburg VA.

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M theory for business analysts - 11 dimensions of empowerment