how to govern adaptive work systems

Sponsored by: A Service

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How to Govern Adaptive Work Systems:

The Power of Strengths in Relationships

Bernard Mohr & Neil Samuels

October 24, 2012


Of:

Advising nonprofits in:

• Strategy

• Planning

• Organizational Development

www.synthesispartnership.com

(617) 969-1881

[email protected]

INTEGRATED PLANNING


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www.mission.do


Of:

Today’s Speakers

Bernard Mohr Partner

Innovation Partners International

Hosting:

Sam Frank, Synthesis Partnership Assisting with chat questions: Jamie Maloney, Nonprofit Webinars

Neil Samuels President

Profound Conversations, Inc.

Integrative Governance

for

Adaptive Work Systems

Tapping The Power of Strengths

Bernard Mohr, Innovation Partners International

Neil Samuels, Profound Conversations 5

Purpose Of This Session Overall…

• To explore how to we can create adaptive work system for increased flexibility and responsiveness

Specifically….

• What are adaptive work systems and why are they essential.

• What is “work system governance” and what does it have to do with adaptive work systems

• What do Strengths have to do with governance and adaptive work systems?

• How do you make this work?

6 Bernard J. Mohr, , www.InnovationPartners.com , 207-874-0118 and Neil Samuels, www.ProfoundConversations.com 630-605-4610

http://www.InnovationPartners.com

http://www.ProfoundConversations.com

How Important Is Flexibility and Responsiveness In Your Non-Profit?

1. We experience shifts in demand that we don’t always respond to effectively (Scale of 1-5, 5 being “yes that’s us” )

2. Increased agility, speed, flexibility and re-would help us significantly (Scale of 1-5, 5 being “yes that’s us” )

3. Our clients would be better served if the way we delivered services was even more integrated. (Scale of 1-5, 5 being “yes that’s us” )

4. People in our organization sometimes complain about a lack of coordination (Scale of 1-5, 5 being “yes that’s us” )

5. We live in a somewhat unpredictable world where new opportunities have to be seized quickly. (Scale of 1-5, 5 being “yes that’s us” )

7

Bernard J. Mohr, , www.InnovationPartners.com , 207-874-0118 and Neil Samuels, www.ProfoundConversations.com 630-605-4610



Adaptive Work Systems

• “The Adaptive Work System is an arrangement of roles,

processes and relationships that, by design, allow greater

responsiveness to shifts in demand or opportunity.

• Performance characteristics such as agility, speed,

flexibility and re-configurability are typically delivered by

the adaptive work system”.

adapted from S. Winby, Sapience Network

8




9 Why Govern?

Dimension TraditionalViewofGovernanceGoal Controllingorpreventingbehaviorthatis

illegal,unethical,ordetrimentaltotheinterestsofshareholders.

KeyActors TheboardofdirectorsFocus · seniormanagementselection/compensation,

· advisingseniormanagementonstrategy

· reviewingaccuracyoffinancialreportingandadequacyofcomplianceefforts.

Orientation Beginswithaproblem-preventionpointofviewandisadvocacydriven.




10

Why Govern – An Alternative

Adapting

through Innovating

Goal

Attainment

Long-Term

Sustainability

Integration

of Efforts




What is Integration*?

• The management of interdependencies between tasks and relationships

• i.e. coordinating efforts (towards common goals), of different groups and individuals across time, space, and other “boundaries” (such as status and departmental lines)

• Based on conversations with Jody Hoffer-Gittell author of

“High Performance HealthCare” by Jody Hoffer-Gittell, McGraw Hlll publishers, 2009 11

Patient Care : An Integration Challenge 12

Patient

Residents

Social Workers

Nurses

Technicians

Attending Physicians

Referring Physicians

Nursing Assistants

Physical Therapists

Case Managers




Why Integration Matters? (A Health Care Context)

13

Quality of Outcomes

Cost

Patient Experience

Joy of Practice




Why Integration Matters? (A Health Care Context)

14

Task Integration

And People

Integration

Quality of Outcomes

Cost

Patient Experience

Joy of Practice




What If We Re-Imagined Governance as…

“All the structures, practices, and processes that mobilize human capability in support of Goal Attainment, Adaptation, Long Term Sustainability … and particularly INTEGRATION

15

So… if Integration Matters, What Can Be Done

16

Task Integration

And People

Integration

Quality of Outcomes

Cost

Patient Experience

Joy of Practice

Selection Process

Measures and Rewards

Role Design

Boundary Placement & Mngt

Care Maps/Pathways

Information Access & Display

Patient Round Participation

Supplier Relations

Goal Setting Processes

Leadership Development

Example Governance Design Variables In Healthcare Context




WHY STRENGTHS MATTER




Working From Strengths Best predictor of performance in the Gallup survey is the response to the question:

“I have the opportunity to do

what I do best every day at work”

How can that happen without everyone knowing everyone’s

(and the organization’s) strengths?

And designing all the governance variables around them.




Why Strengths Matter? The Crisis of Employee Disengagement

• RIP (retired in place); presenteeism

• 80% of population not flourishing

• 22%-29% of employees are engaged

• 54%-66% are not engaged

• 11%-17% are actively disengaged (Gallup 2008; Towers Perrin Global Workforce Study, 2008)

Releasing the Extraordinary in ALL

DSM-IV

A New Language of Strengths

CSV




A New Language of Strengths

– Wisdom & Knowledge: Creativity, Judgment & Open-Mindedness, Curiosity, Love of Learning, Perspective

– Courage: Bravery, Perseverance, Honesty, Zest

– Humanity: Love, Kindness, Social Intelligence

– Justice: Teamwork, Fairness, Leadership

– Temperance: Forgiveness & Mercy, Modesty & Humility, Prudence, Self-Regulation

– Transcendence: Appreciation of Beauty and Excellence, Gratitude, Hope, Humor, Religiousness & Spirituality




24

What does the design of an organization’s structures, practices, and processes

have to do with Integration?

“ I am led to conclude that an organization’s (governance) structure can be moral or immoral in and of itself.

Thus I realize that consciously constructing an organization that, by its design, impairs people’s health is ultimately no different than willfully using asbestos in the construction of a brick-and-mortar building when we know that the material is likely to compromise the health of the buildings inhabitants.”

Jerry Harvey, PhD.,

Professor Emeritus of Management Science at The George Washington University.

Author of “The Abilene Paradox”.

Deliver and Evolve

Use New System

Review and Reconfigure

Generate multiple options (roles, processes,

structures) and create prototypes for each option - particularly around deliberations and

decision rights

Mobilize

Clarify purpose for new system

Discover what is already working, AND agree on opportunities,

aspirations, requirements

Stress Test and Iterate

Select Most Promising

Option

Connect-Explore

Imagine

Design the Deliver-Evolve

Processes

Connect/ Explore

Imagine

Mobilize

Deliver & Evolve

25 Bernard J. Mohr, , www.InnovationPartners.com , 207-874-0118 and Neil Samuels, www.ProfoundConversations.com 630-605-4610



26

Contact Information Bernard Mohr:

Innovation Partners International

www.InnovationPartners.com

207-874-0118

[email protected]

Neil Samuels:

Profound Conversations, Inc.

www.profoundconversations.com

630-605-4610

[email protected]


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