South Florida Organizational Development

Network May 5, 2011

Miami Florida

Stakeholder’s Attention Deficit Disorder SADDTM

Solutions

Performance Through Culture

Why Organizations Really Fail and What Can be Done to Prevent It?

Royal Carribean Intrenational

TheAgenda

• About the Presenter and the Topic• The Ice Breaker• The Purpose of An Organization in the Business Context• Defining the Goal Post• The Emerging Landscape and Challenges• The EVO ModelTM

• The Thought-Behavior-Outcome Process• The Organizational Life Cycle• The Stakeholders Attention Deficit Disorder (SADD) Model• Fun Time: Embracing Theories: A Hands On Experience • Question and Answers• The Feedback Survey

Solutions

Performance Through Culture

• Passionate about people’s behavior in the workplace. • A Naval Architect and a Naval officer who ventured into the uncharted territories of

Industrial Psychology.• Pursuing a Ph.D. in Business and Industrial /Organizational Psychology.• Research focus on Why Small Businesses Fail? • Active member of American Society for Quality (ASQ). • Active Judge in the International Team Excellence Award (ITEA) competition.

Doron Zilbershtein

Culture Explorer

Winnovation Solutions, Inc.

About the Presenter and the Study

Before we begin……

Z

YourselfIntroduce

Solutions

Performance Through Culture

…And Your Expectations!

The Road Less Traveled…

…is less traveled for a reason!

…Is worth exploring!

Reduce customer’s business headache

Generate creative

knowledge

Enable advanced research

Fast response to customer’s needs

Compliance with policies and procedures

Providing secure income to employees

Challenging professional workplace

Providing an economic value to the supply chain

Total customer service’s satisfaction

What is the purpose of an organization?

Delighting or pleasing customers

Affordable service/products

SolutionsPerformance Through Culture

Support the community

To

the

Relevant

Value

Delive

Stakeholders

Ring

SolutionsPerformance Through Culture

What is the Success (or Failure) ID

How Do We Measure Success (or Failure)?

SuccessFailure

Status Quo

Decline

Lack of Success Domain

Lack of Failure Domain

Success

The Generational Gap & Trap

The Evaporation of the Family Cell

The Shift from Information Age

to Knowledge Era

To Share or Not To Share: The Dilemma of Knowledge Migration

Life in the Fast Lane

A Flat World with Mountains of Challenges

The Emergence of a New Business

Landscape

The Entrepreneur- Venture-Organization (EVO) ModelTM

Environment

E OVEntrepreneur Venture Organization

Personal Traits Functional Areas

Disciplinary Fields

Demographic Attributes

Functioning & Operating

Entity

Personal’s SMART

Objectives Characteristics

Venture’s SMART

Objectives Characteristics

Organization’s SMART

Objectives Characteristics

Transparency-----------------

Idea

Urgency ----------------------Passion & Desire

Relevancy----------------------Time & Resources

Emotional Capabilities

(feelings, thinking)

Emotional Capabilities

(feelings, thinking)

The Thought-Behavior-Outcome

Process

Thinking

Intention

Behavior

OutcomeSymptoms

The Life Cycle of an OrganizationP

rofi

t, P

rodu

ctiv

ity,

RO

I,R

even

ue, M

arke

t Sha

re, N

o.

of e

mpl

oyee

s

Start up

Growth Stable Decline

Reinvent and Innovate

The Life Cycle of a Venture

Conception

Gestation Adolescence Infancy Adulthood Elderly

Closure

Entrepreneur

Start up

The Phase Lag in the Life Cycle of an Entrepreneurial Idea, Venture and the Organization

Conception

Gestation

Adolescence

Infancy

Elderly

Closure

Venture

Organization

Gestation

Gestation

Infancy

Infancy

Adolescence

Adolescence

Elderly

Elderly

Adulthood

Adulthood

Adulthood

1E2E

3E

4E

1V

2V

3V

4V

1O

2O

3O

4O

Remember her?

Why?

Prevention

The Stakeholders Attention Deficit Disorder (SADD)

Intervention

Symptoms

The Model

Infa

ncy

Ado

lesc

ence

A

dult

hoo

dE

lder

lyThought

Process & Activation

Zoom and Focus

Attitude Orientation and Efforts

Feelings and Emotions

Cognitive Aptitude and

Memory

Behaviors and Actions

The Stakeholders Attention Deficit Disorder (SADD)TM Model M

atu

rity

Ph

ase

Inspired by: Dr. Thomas E. Brown, Associate Director, Yale Clinic for Attention and Related Disorders, Dept. of Psychiatry, Yale University School of Medicine (2005). Attention Deficit Disorder: The Unfocused Mind in Children and Adults. New Haven, CT: Yale University Press

Infa

ncy

Ado

lesc

ence

A

dult

hoo

dE

lder

lyThought

Process & Activation

Zoom and Focus

Attitude Orientation and Efforts

Feelings and Emotions

Cognitive Aptitude and

Memory

Behaviors and Actions

The Stakeholders Attention Deficit Disorder (SADD)TM Model M

atu

rity

Ph

ase

Inspired by: Dr. Thomas E. Brown, Associate Director, Yale Clinic for Attention and Related Disorders, Dept. of Psychiatry, Yale University School of Medicine (2005). Attention Deficit Disorder: The Unfocused Mind in Children and Adults. New Haven, CT: Yale University Press

Adu

lth

ood

Thought Process & Activation

Zoom and Focus

Attitude Orientation and Efforts

Feelings and Emotions

Cognitive Aptitude and

Memory

Behaviors and Actions

The Stakeholders Attention Deficit Disorder (SADD)TM Model M

atu

rity

Ph

ase

Key

Areas

Conceiving, planning, organizing, prioritizing, goals and  tasks; ability to apply systematic critical thinking; thinking through the process;

Focusing, sustaining, and shifting attention to specific tasks, from one task to another or on multiple tasks simultaneously with similar effectiveness;

Willing to invest and sustain efforts; regulating alertness; and processing speed and reaction;

Managing resistance to change, frustration and modulating emotions.

Utilizing working memory and accessing recall; willingness and capacity to share and migrate knowledge across the organization; learning capacity;

Monitoring and self regulating action; impulsive versus measured and/or controlled behaviors; rational and irrational response to emerging challenges;

The SBE describes chronic difficulty with excessive procrastination; the thought process is stable; less major changes on the road; difficulty in conceiving plans and executing within original constrains (budget, resources, time)

Stability and monotony blurred the ability to focus due to lack of excitement about the tasks and overall goals of the SBE; zooming on areas of specific personal interest while ignoring equally important issues; Power and politics influence the shift in zoom and focus;

Reaching monotony at workplace; lacking the initial excitement that drives the intentions to pay attention; increase level of job security and market stability eclipses real emerging risks issues which are transparent to the SBE.

We are at the top of our game and we know what we do; there is no reason to improve; feelings and emotions are more wide spread across the organization through its established culture;

Cognitive capacity is at its best; all systems working, but sometimes eclipsed with memory laps.

Increase in virtual absenteeism; lack of attention to details resulting in deteriorating quality of service or products;

Intervention

Intervention

The Psychology Of Intervention

“Listening is…

“ …Hearing With a Passion” Doron Zilbershtein

Shared-Power Strategy

The Strategies

for Addressing

SADD

Unfreeze-Change-Refreeze Strategy

Force-Coercion Strategy

Rational Persuasion Strategy

Stakeholders Mapping

Inte

rnal

Level InvolvementE

xter

nal

Role Impact

Primary

Secondary

Tertiary

Secondary

Tertiary

Primary

Decide

Approve

Beneficiary

Recommend

Observe

Lead High

Manage

Contribute

Responsible

Support

Medium - high

Medium

Medium-Low

Low to None

What helps make an intervention successful?

ZOOM

&

Denial

Adaptation

Acceptance

Resistance

…Of course we have also the WHEN?, and WHERE?, and WHO?

Sense of Relevancy (The “WHAT”?)

Sense of Urgency (The “WHY”?)

Sense of Transparency (The “HOW”?)

The Prevention

Who is the right person to address

the challenge?

Create Reduce

Accelerate Eliminate

Responsive

Low

High

ProactiveAttitudinal Orientation

Lev

el o

f E

ngag

emen

t

How to Sustain Success

Source: http://blog.iqmatrix.com/mind-map/awaken-your-problem-solver-from-within-mind-map

Visual Mind

Mapping

Mentoring

http://dictionary.reference.com/browse/mentor

men·tor - [men-tawr, -ter]  –noun1. a wise and trusted counselor or teacher.2. an influential senior sponsor or supporter.

Comes from the Indo-European root men-1, meaning “to think.”  

From Involvement to Engagement

Exciting

Fun

Relevant

SolutionsPerformance Through Culture

Perception & Intention

Attitude

Mental Capacity

Expectation

Next ?

What’s

SolutionsPerformance Through Culture

Theories

Embracing

questions?Any

SolutionsPerformance Through Culture

Feedback Survey

SolutionsPerformance Through Culture

Thank you!

Doron Zilbershtein

SolutionsPerformance Through Culture

E-mail: doronzil@gmail.com Tel: 360 621 2030