stream analysis

8/19/2019 Stream Analysis

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STREAM ANALYSISDiagnosing

Organizational Change

Peg Lucky & Tom Kriesel

PRCT !"#"


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Changes to INPO Assistance $%PO has receie' (ee')ack that assistance

o(ten (eels like an ealuation %e* o)+ecties an' )ehaiors o( assistance,

- .e a /art o( the station team- .e more (acilitatie0consultatie- Proi'e solutions1 not +ust i'enti(y ga/s

$n(ormation gaine' 'uring an assistance actiity

cannot )e use' 'uring a su)se2uent ealuationactiity3 $t can )e reie*e' )y the ealuator as/art o( their /re/aration3 4This is not a change5


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What is Stream Analysis? A (acilitate' metho' to un'erstan'

organizational issues an' hel/ /rioritizean' 'eelo/ integrate' res/onses to those

issues 46erry Porras1 Stan(or' 7niersity5 A systematic an' systemic a//roach (or

i'enti(ying an' se/arating core /ro)lems(rom sym/toms

An a//roach to i'enti(y organizational'riers (or %RC cross8cutting issues in 7an' CAP


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INPO Performance Model

1.ORGANIZATIONAL

FACTORS

2.JOB-SIT

CON!ITIONS

".IN!I#I!$AL

B%A#IOR

&.PLANT

RS$LTS


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Overview of Stream Analysis

Process Day #,

- Descri)e the /ur/ose an' /rocess o( streamanalysis

- Stream the most recent ealuation A9$s- Determine the :causal; relationshi/s )et*een the A9$s

Day !,- Analyze in'ii'ually- As a grou/1 'iscuss hi''en 'riers an' correctie

actions


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Process Overview –

How’s It Done? Pre8*ork

- $'enti(y /ro)lem statements to )e use'- A9$s< PDs< Cause Statements< Outage $ssues<- #=8#> issues ty/ically take a (ull 'ay

- Determine /artici/ants- Ty/ically to/ !"8!= o( lea'ershi/ team

- Loa' so(t*are- $%PO license agreement

- Make meeting arrangements- Create an' sen' .ase Document an' instructions


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How’s It Done? Train the /artici/ants ? 'elier /resentation Stream the /ro)lem statements

- Pro)lem statement o*ner /roi'es a )rie( summary o(the issue an' their stream recommen'ation

- @rou/ 'iscussion on stream recommen'ation- 4#=8!" min each5

- Take ote on stream ? Outcome 'esire' is consensus ? $( consensus is not reache'1 ask 'ecision maker (or

stream /lacement Re/eat the ste/s a)oe until all /ro)lem

statements are streame'- O(ten s/lit1 consensus s3 'isagreement


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!les for eaching Consens!s e *ill 'iscuss issues then take a :ote; to see

ho* /artici/ants are leaning Eeryone must ote

A''itional 'iscussion an' otes i( necessary $( consensus is not reache'1 :Can you su//ort

this stream *ith no signi(icant reseration


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A""itional #ho!ghtsThe 'iscussion is *hat is most im/ortant1

)ut there is limite' time so make goo'

use o( it $( anyone (eels strongly a)out a certain

stream (or an A9$ recommen' they take

note o( thatStream (rom le(t to right


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AFI S'ream(

R)*+' P)c',re

- Mission

- OrganizationalStructure

- Clear Direction

Oner(+)

- Cultural 9actors

- O/enCommunication

- Team*ork

- Coaching

- Balues

Jo/

Performance

- Kno*le'ge &Skills

- Ca/acity an'

Rea'iness

Proce((e(

- orkManagement

- A'ministratieControls

- azar' Control

- Engineering

- umanResources


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Definition$ Clear Pict!re Key uestion,

- Di' the station or in'ii'ual hae a clear /icture o(AT shoul' )e 'one< 4sur/rise'1 unclear5

May )e 'e(icient in areas such as,- Bision or Mission- Planning- Priorities

- Role clarity- Communication- Stan'ar's an' e/ectations


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Definition$ ProcessesKey uestion,

- Di' the station or in'ii'ual un'erstan' O

*ork shoul' )e 'one<May )e 'e(icient in areas such as,

- ork (lo* 'esign

- Documentation- Proce'ure 'eelo/ment- Design )ases an' margins


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Definition$ %o& PerformanceKey uestion,

- Di' the station or in'ii'ual hae theK%OLED@E1 SK$LLS1 or A.$L$T to 'o*hat shoul' )e 'one<

May )e 'e(icient in areas such as,

- 9un'amentals kno*le'ge

- Technical 2uali(ications- Training- Skill o( the cra(t


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Definition$ Ownershi' Key uestions,

- as the station or in'ii'ual MOT$BATED to/er(orm the *ork correctly< Do *e +ust acce/t

this<May )e 'e(icient in areas such as,

- Engagement- Accounta)ility

- Rein(orcing stan'ar's- Coaching an' mentoring- Team*ork


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S'ream(

R)*+' P)c',re

- Mission

- OrganizationalStructure

- Clear Direction

Oner(+)

- Cultural 9actors

- O/enCommunication

- Team*ork

- Coaching

- Balues

Jo/

Performance

- Kno*le'ge &Skills

- Ca/acity an'

Rea'iness

Proce((e(

- orkManagement

- A'ministratieControls

- azar' Control

- Engineering

- umanResources


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Oner(+)

!)a*no()( C+ar'

AFI #4AFI #4

AFI #5AFI #5

AFI #6AFI #6

AFI #7AFI #7

AFI #3AFI #3

AFI #2AFI #2

AFI #1AFI #1

AFI #8AFI #8

R)*+' P)c',re Proce((e(

AFI #1AFI #1

Jo/Performance

AFI #1AFI #1 AFI #1AFI #1AFI #1AFI #1


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Oner(+)

AFI #5AFI #5

!)a*no()( C+ar'

AFI #4AFI #4

AFI #5AFI #5

AFI #6AFI #6

AFI #7AFI #7

AFI #3AFI #3

AFI #2AFI #2

AFI #1AFI #1

AFI #8AFI #8AFI #6AFI #6

AFI #7AFI #7

AFI #3AFI #3

AFI #8AFI #8

AFI #2AFI #2

AFI #4AFI #4

R)*+' P)c',re Proce((e(

AFI #1AFI #1

Jo/Performance


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ROOT CAUSE STREAMS

JOBS /PEOPLE

•Selecti!

•S"ccei!

•T$%i!i!&•'!(le)&e *S+ill

•Mti,e

• I!)i,i)"%l%ttit")e

RI-.TPROCESS

•P$ce)"$e /$+ P%c+%&e

•$+

M%!%&e0e!t

•% e B"i!e

•E!&i!ee$i!&P$cee

•$+ Fl(ei&!

PICTURE

• Eect%ti!

• Be%,i$

• Pe$$0%!ce

• ii! -%lSt$%te& *Pl%!

• P%i!

O9ERS.IP /

I9OLEME9T

• C00"!ic%ti!

• O,e$i&t / Fiel)Ti0e

• C%ci!&ei$e)Be%,i$

• %l"e P$e,e!ti!

• Re(%$) Ste0

• E!&%&e0e!t

• Te%0($+


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Organizational Components ofStream Model

Picture

- This is the (ormal si'e o( theorganization ? F*hat makes it tickG

- 7n'erstan'ing *hat is ecellence- $t;s the message on ho*

in'ii'uals an' the organization is

to )ehae or /er(orm

- $t is the /assion to succee'

PICTURE

-E/ectations-.ehaior -Per(ormance

-Bision1 @oals1Strategy & Plan

-Passion


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Right Process

- 9ormal rules that 'e(ine F*ays o('oing thingsG

- Designe' /rocess or /rogramsto get things 'one

- Fhat is acce/ta)leG to theorganization

RI-.T PROCESS

-Proce'ures 0 orkPackages

-ork Management-ay e Do .usiness-Engineering

Processes-ork 9lo* Design


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O*nershi/ 0 $nolement

- .y anyone in the organization

- Coaching1 mentoring1rein(orcing at *ork locations- hat is re*ar'e' to Fget it

'oneHG

- F.uy inG o( the organization

O9ERS.IP /I9OLEME9T

-Communication-Oersight 0 9iel'

Time-Coaching Desire'

.ehaiors-Balue Preention-Re*ar's System-Engagement-Team*ork


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ROOT CAUSE STREAMS

JOBS /PEOPLE

•Selecti!

•S"ccei!

•T$%i!i!&•'!(le)&e *S+ill

•Mti,e

• I!)i,i)"%l%ttit")e

RI-.TPROCESS

•P$ce)"$e /$+ P%c+%&e

•$+

M%!%&e0e!t

•% e B"i!e

•E!&i!ee$i!&P$cee

•$+ Fl(ei&!

PICTURE

• Eect%ti!

• Be%,i$

• Pe$$0%!ce

• ii! -%lSt$%te& *Pl%!

• P%i!

O9ERS.IP /

I9OLEME9T

• C00"!ic%ti!

• O,e$i&t / Fiel)Ti0e

• C%ci!&ei$e)Be%,i$

• %l"e P$e,e!ti!

• Re(%$) Ste0

• E!&%&e0e!t

• Te%0($+


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How’s It Done?

Create Linkages Looking (or a cause an' e((ect relationshi/

*ith a 'egree o( signi(icance- Reie* each com)ination o( t*o /ro)lemstatements

- Pro)lem # 'ries Pro)lem !- Pro)lem ! 'ries Pro)lem #

- %o relationshi/ Time

- Ty/ically I=8>" minutes (or all linkages


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(ro!n" !les

This shoul' go 2uickly

Listen (or initial res/onse

Moe on a(ter one concurrenceou can go )ack1 )utJ 'oes it make

sense<


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)aciliator’s role

Challenge grou/ think

Encourage 'i((erent ie*s

$nole the FsilentG team mem)ers9acilitate the 'iscussion not /artici/ate

as stakehol'er

O/erate the so(t*are@roun' Rules


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Day *

ome*ork ? Analyze the Results

- hat key issues are 'riing the others- Ty/ically 8I key 'riers

- The oerall /attern o( results an' relationshi/s- Those *ith only arro*s out- Those *ith arro*s in an' out

- Those *ith only arro*s in- Those *ith no arro*s- The streams


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Day *

Discuss similarities1 common causes1

o)serations1 an' im/lications i'enti(ie'

in home*orkDetermine net ste/s


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Day * +anagement #eam–

How’s It Done?

Cam/ 9ire


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S'ream Anal0()(

7EST$O%S

stream analysis

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