1. Using emotional actionsand understandings toachieve betterorganisational results!"

2. IN PURPOSEFUL ORGANISATIONS Experienced people know emotion plays a bigpart in getting things done through people How decisions are made What effort is applied where How people persist to meet work challenges !" 3. WE FIND PURPOSEFUL PEOPLE Like every other human on the planet, the people ofpurposeful organisations have hopes and dreamsThey tell us that emotions affect The decisions that are made and not made The way people work together or dont The results of interactions between, say, staff and clientsThey have fears and anxieties too, though we hearless of these !" 4. WHO WANT MOREOutput The products, capital goods and services and changes whichresult from an actionImpact Positive and negative, primary and secondary long-term effectsproduced by an action, directly or indirectly, intended orunintendedEffectiveness The extent to which objectives were achieved, or are expectedto be achieved, taking into account their relative importanceOutcome The likely or achieved short-term and medium-term effects of anactions outputs After Glossary of Key Terms in Evaluation and Results Based Management~ Development Assistance Committee of OECD, 2002 !" 5. Not everyone has thedrive and persistence tokeep trying until ourmore demanding goalsare reachedWe dont all feel the same way about the same stuff!" 6. ORGANISATIONS EXPECT TO ACHIEVEThe most effective organisational managers workfrom the results backward This tells them what has to be done and what can be left undoneOutcomes are expected to follow the right outputs If, and only if, the linkages are right If, and only if, friction is kept low enoughOrganisations cannot wait for 100% certainty People and plant cant be idle Clients need service todayWhat if there is trouble among the people? !" 7. MANAGING FOR THINGS THAT MATTER: OUTCOMES AND OUTPUTSWhat gave us the leverage to lift output? How did this affect the outcomes? What have been the levers that help? They might ask What part did emotion play? !" 8. OUTCOMES ARE EXPECTED TO FOLLOWOUTPUTS ~ A CAUSAL VIEWOutcome Outputs Actions PlansIntentions !" 9. ORGANISATIONS CANNOTWAIT FOR CERTAINTYTheir most expensive problems Delay achievement of sound decisions Disrupt delivery of expected results Affect focus on getting the right work doneWe often hear How can I get my people to Work more easily together Communicate better about the important things Stop wasting time on things that arent important Deal with the difficult people in their management teamsThe more demanding and uncertain things are the more the emotional stuff matters!" 10. But [named people] justwant to debate forever,not get on and do thework needed !" 11. THEY KNOW WHAT THEY WANTAlign effort to get something done together Use the cumulative, positive attributes of their imperfect peoplePick quickly among their possible choices Cant change the people, production and technology all at onceAvoid the time-and-energy consuming pitfalls Tell me how I work around this persons way of avoiding stuff !" 12. LOOKING FOR LEVERAGE ON RESULTSWho are they going to call? Accountant money and how it was used Economist money forecasts Engineer how things work ???? Who knows about why people do stuff? !" 13. WHY IS IT SO HARD TO PROVIDE HELP?Its not obvious to us Strong input-emphasis in our technologies Constructs, instruments, analytic techniques Focus on individuals has been our prime unit of analysis Individual capacities, achievements, learning and its not comfortable for them Dealing with the differences among people Different needs and aspirations, beliefs, politics Confronting uncertainty and assumptions Unpredictability, risk, measurement errors, controllability Runs counter to the beliefs and methods developed in our youth Acceptability of partial performance, unconscious patterns / myths!" 14. EXISTING PSYCHOMETRICS PREDICT OUTPUTS POORLYEIs predictions share limits with other predictors Best we do is 20~30% of the variance of job performance Job performance ratings are not robust enough Would you use a computer that would work a quarter of the time? The contribution of the sum of job performances to organisationperformance is well quite a lot [blush] really it is The team effect makes up the difference um somehow Not very convincing to someone who puts results first !" 15. YET WE KNOW POSITIVE EMOTIONAL INTERACTIONS HELP PERFORMANCELook for the Good Oil early distinguishing good ideasRecognise the Midnight Oil extra work in when it makes a differenceWatch out for Snake Oil doesnt deliver on promises!" 16. RESULTS-BASED LEVERAGE ON EMOTIONAL INTERACTIONSTwo previously competingcommunity and public healthservice units One publicly owned One private sectorJoint venture first of its kind Could only succeed if resolutionfound to long-standing differences inwork priorities and operating style Levels of manager commitmentvaried some not involved in thebidding that won the contract!" 17. WE NEED TO ALIGNOUR PEOPLE IN THEIRWORK !" 18. ALIGNING WILLINGNESS WITH ACTIONSPreparation identified undiscussables Burying of hatchets was helped by teasing out: Common goals for overall businesses Objectives shared in specific service areas Operational issues to be resolvedLeaders were prepared to set goals and priorities ~ if staff could not agree Service leading working parties defined terms of reference Practice standards and work processes Timetable for tasks allocated to specific people Allowance for business as usual to continue during the transitionEmphasis was on understanding the purpose of doing work differently !" 19. ALIGNING EFFORTS ACHIEVED RESULTSParticipants reported confidence in the agreedoperation by the end of the planning workshopFollow-up over subsequent months reported: Communication and training for all staff stayed on track Correction then regular achievement of standards Keeping people informed seemed to prevent relapse!" 20. WHAT WAS THE CONTRIBUTION OF EMOTIONAL INTELLIGENCE?Aligned effort to get something done together Used the cumulative, positive attributes of their imperfect peoplePicked quickly among their possible choices Changed the people first, production method next and thetechnologies once needs were more explicitAvoided the time-and-energy consuming pitfalls Tell me how I work with this persons way of avoiding stuff !" 21. ARE WE HELPING PURSUIT OF THERIGHT GOALS IN THE RIGHT WAY? !" 22. USING GOALS AS LEVERSGoal setting affects all kinds of workproduction Involvement & motivation affect output quantity and quality and motivation is partly about emotion and partly about opportunityThanks to Frederick Taylor for pointing this outWhat if explicit goals conflict with the waywe do things around here? How do emotional aspects of people affect goal achievement? What about the emotional state of the space between people?!" 23. ACHIEVING GOALS AND THEIRCONSEQUENCESWho says what counts? Management: Number of Widgets produced Staff: Staying out of troubleWhat if we actually count Widgets per hour Widgets failing quality standard Nodding in agreement while planning to undermine Failing to raise concerns about widget defectsSo if we say we want n Widgets, but countonly Widgets that are blue What happens to how people feel about all the other widgetsthat they produce? Will they try harder to achieve other difficult goals?!" 24. CONSEQUENCESWe can help people understand what theyintend to happen and what does happen What emotional behaviour is rewarded / sanctioned? What if the policy doesnt match reality?If there are few sanctions, the behaviour iseffectively rewarded. What if they say performance matters but promote people to get them out of our area? What messages do people take from this? What if they have a policy that prohibits bullying but are inclined to discredit junior complainants Why is this consequence unexpected?!" 25. WHAT DO THEY HAVE TO HELP IN THIS KIND OF SITUATIONCan our understanding of emotional aspectsof behaviour be effective? At the level of the single event or behaviour? On a continuing pattern for individual or workgroup? Adjusting a part of the culture of the organisation?Can it change the balance of value added byleaders to organisations? Now and in the future? For customers and funders? And for staff as well? Where are the levers!" 26. Give me something practical help me get my peopledoing more of the things thatachieve the results we need !" 27. WHERE ARE WE MAKING A DIFFERENCE?Outcome Outputs Actions PlansIntentions !"