USINGCRITICAL&CREATIVETHINKINGTOENHANCEPRODUCTIVITYININTEGRATED

MARKETINGCOMMUNICATIONSMEETINGSANDPROCEDURES

ASynthesisProjectPresented

by

ASHLEYN.SMITH

SubmittedtotheOfficeofGraduateStudies,UniversityofMassachusettsBoston,

Inpartialfulfillmentoftherequirementsforthedegreeof

MASTEROFARTS

May2010

CriticalandCreativeThinkingProgram

c.2010byAshleyN.Smith

Allrightsreserved

USINGCRITICAL&CREATIVETHINKINGTOENHANCEPRODUCTIVITYININTEGRATED

MARKETINGCOMMUNICATIONSMEETINGSANDPROCEDURES

ASynthesisProjectPresented

by

ASHLEYN.SMITH

Approvedastostyleandcontentby:

______________________________________________

PeterTaylor,Professor

ChairpersonofCommittee

______________________________________________

ArthurMillman,AssociateProfessor

Member

_____________________________________

PeterTaylor,Director

CriticalandCreativeThinkingProgram

iv

ABSTRACT

USINGCRITICAL&CREATIVETHINKINGTOENHANCEPRODUCTIVITYININTEGRATED

MARKETINGCOMMUNICATIONSMEETINGSANDPROCEDURES

May2010

AshleyN.Smith

B.A.,DuquesneUniversity

M.A.,UniversityofMassachusettsBoston

DirectedbyProfessorPeterTaylor

ThispaperprovidesateachingmodelforhowtoeffectivelyincorporateCriticaland

CreativeThinking(CCT)methodsintoabusinesssettingtoinitiateorganizationalchange.I

developedaworkshoponworkplacemeetingsbasedontheimperfectionsofthemarketing

teamat“ICS.”TheworkshoptouchesonCCTmethodsthatareneededinorderfor

organizationstochange.IalsointegratedCCTmethodsintotheIntegratedMarketing

Communications(IMC)Proceduretoenhanceproductivityandproduceresults.Integrated

marketingismadeupofmanypiecesofthemediafield,butoftentheparticipantsinIMCare

searchingforthesameendresult.FollowingtheviewsofKevinRoberts,communication

amongeachparticipantiscriticalinorderforgreatbrandstosurviveortomoveproducts

v

strategically.IMCisanimportantresourceforacompany,becauselikesales,theendresultis

tocreateloyaltyandawarenessamongconsumers,andtosellandtogeneraterevenue.

CommunicationisakeyelementinmakingsurethatpeopleareonthesamepageinIMCin

ordertoreachtheendresult.Effectiveworkplacemeetings,brainstormingsessions,andother

collaborationsenhancecommunication,whichisavitalpieceinmovingforwardinbusiness.

vi

TABLEOFCONTENTS

Chapter Page

PROLOGUE AUTHORSTHATINSPIREME 1

Chapter1 OVERVIEW 3

Chapter2 JOININGTHECCTPROGRAMANDLINKINGMYSTUDIESTO 5

MYWORKPLACECONCERNS

Chapter3 GOALANDAUDIENCEOFMYSYNTHESISPROJECT 7

Chapter4 THEINTEGRATEDMARKETING 9

COMMUNICATIONSFRAMEWORK

Chapter5 MOVINGPEOPLEINTOTHECCTFRAME‐OF‐MIND 12

Chapter6 HOWICSMEETINGSWORK(ORDON’T) 14

Chapter7 MYEXPERIENCEUSINGTHEACTIONRESEARCHPROCESS 16

Chapter8 CCT/IMCORGANIZATIONALCHANGEWORKSHOP 26

Chapter9 INTEGRATIONOFCCTINTOIMCPROCEDURE 36

Chapter10 FUTURESTEPS 40

WORKSCITED 44

1

PROLOGUE

AUTHORSTHATINSPIREME

OneofthemostinspiringbooksformeduringmyprojectwasLovemarks,byKevin

Roberts,theCEOWorldwideofSaatchi&Saatchi.Thebookdiscusseshowtraditionalbranding

practiceshavebecomestultified.IchosetoanalyzemanyofRoberts’pointsbecauseofthe

passionhisbookexemplifiesforthemarketingfield.Thepiecesthatmakeuptheideaof,

Lovemarks,arerelatedtosomethingsIhavelearnedinCCT.Roberts’philosophyisthat,

“wheneverwearestuck,weshouldalwaysgobacktothebasics(Roberts1).”Thissimple

sentencehassomuchpower.TherearemanytimeswhenmymarketingteamandIgetstuck

onprojectsbecauseweneedtogobacktothe“drawingboard.”

ThisisthereasonIamwritingthispaper.Iwanttogobacktothebasics.Iwantto

improvetheenvironmentwhereallthecreativethoughtsandstrategiestakeplaceinorderfor

myworkplacetohaveevenbettermarketingstrategiesandIMCprocedure.Robertscontends

that“branding,image,orlovemarksaredeterminedbythecustomers,notus(Roberts1).”In

orderformyteamandmetotrulyunderstandtheneedsandwantsofourcustomerbase,we

havetoimprovecommunicationinourmeetingsaswellasintegratesomevaluableCriticaland

CreativeThinkingmethodsintoourprocedure.

2

AnotherworkthatinspiredmeisBrianStanfield'sWorkshopBook.Iadoptedoneofhis

modelsintheprocessofcreatingmyownorganizationalchangeworkshop(seeChapter5).Iam

lookingtobuilda“morecollectiveprocesswhereallvoicesareheardandadiversityof

experiencebroughttobearonaproblem[that]producesamuchricherformofdemocracy,

ratherthanhavethetopdownversion”(Stanfield,4).”Mygoalisforeveryoneinmy

workplacemeetingstohaveavoiceandtobeheard.Ifmorepeoplehaveavoiceandspeakup

withnewinnovativeandcreativeideas,communicationamongtheteamandcreativitywillbe

enhanced.

AdditionalauthorswhowereinspirationstomeareDeniseShekerjian,ShariTishman,

andJuliaCameron.Theirideasinregardstocriticalandcreativethinkinghelpedtoillustrate

theimportanceofcreativityandhowtoreachhigher‐levelthinking.HamptonHopkins,Baird

Brightman,JohnMoran,SpringerNetherlands,andKarenVintonalsoplayedamajorroleinmy

understandingofmoralebuildingandfunctionsoftheworkplace.InmypaperItrytoproduce

anendresultthattouchesontheinnerworkingsofalloftheseauthorsandcorrelateswiththe

goalsthatIamtryingtoachieveinmyworkplace.

3

CHAPTER1

OVERVIEW

TheCriticalandCreativeThinking(CCT)GraduateProgramattheUniversityof

MassachusettsBostonsupportsstudentsininitiatingchangeintheirschools,communities,

workplaces,andpersonallivesthroughreflectivepractice.Ihavehadsuccessinapplying

variousCCTtoolsofcriticalthinking,creativethinking,andreflectivepracticeinmyworkasa

partofamarketingteam.Inparticular,Ihaveanalyzedthereasonsforourunproductive

meetingsandhadachancetoexperimentwithsomenewCCT‐inspiredapproachestomeetings

andcommunicationmoregenerally.InthissynthesispaperIpresentadesignforaworkshop

thatextendsmyinitialeffortsinorganizationalchange.

TosetthesceneIdescribehowIfoundCCTandchoseanorganizationalchangefocus

formycourseprojectsandthissynthesis(Chapter2).Ithenintroducethegroupswhomthis

paperisintendedtoaddress(Chapter3).IprovideanintroductiontotheIntegratedMarketing

Communications(IMC)frameworkthatmyteamat"ICS"pursues(Chapter4)andthentouchon

thefieldofCriticalandCreativeThinking(Chapter5).Idescribemyanalysisofmyteam's

unproductivemeetings(Chapter6),myexperimentinspring2009inorganizationalchange

duringtheActionResearchcourse,andthelessonslearned(Chapter7).While,atfirst,I

plannedtowriteapolicybookforthemarketingteam,Ieventuallydecidedtodesignan

4

interactiveworkshopfororganizationalchange(Chapter8).Thisworkshophasnotyetbeen

tested,butIhavemappedoutplansforevaluation,improvement,andextensionofthe

workshop.I’veincorporatedarevisedIMCprocedurethattiestogetherintegratedmarketing

andCCTmethodstocreateabettersystemthatthemarketingteamatICScanfollowinorder

tosuccessfullycompleteprojects(Chapter9).Iendbylookingaheadtomynextstepsafter

graduating,incorporatingreflectiononwhatworkedwellandwhatneededmoredevelopment

inmyCCTexperienceasawhole(Chapter10).

5

CHAPTER2

JOININGCCTANDLINKINGMYSTUDIESTOMYWORKPLACECONCERNS

Ihavealwaysbeenambitious.Beforereceivingmyundergraduatedegreefrom

DuquesneUniversity,IknewthatIwouldgoontopursuegraduatestudies.YetIhadnoideaof

whattypeofprogramIwantedtostudyin.Mostpeopleinmylineofworkgoontogetan

MBAoranM.AinIntegratedMarketingorGlobalbusiness.However,IrealizedthatIdidnot

wanttofollowthetraditionalpathofmypeers.Ihadgrowntiredofthestandardizedtestsand

linearwayofthinkingthatsomebusinessandmediaprogramsteach.Ineededsomethingto

keepmeinterestedandtohelpmethinkmorecreatively.Ihopedthatwouldgivemean

advantageovermanypeopleinmylineofwork.

Earlyin2008IwasresearchingprogramsthattheUniversityofMassachusettsat

Bostonhadtooffer.IstumbledontotheCriticalandCreativeThinkinghomepage(CCT2009).I

wasintriguedbytheprogramdescription.Iappliedandwasacceptedtotheprogram.AsI

begantakingtheintroductorycoursesinCreativeThinkingandCriticalthinking,IrealizedthatI

didnottrulyunderstandthemeaningofeitherterm.Iwasintimidatedbecausethemajorityof

thestudentsthatIencounteredintheCCTprogramcamefromaneducationbackground,or

wantedtorelatetheCCTcourseworktotheirteachingjobsandenvironments.Becauseofthis,

6

Iimmersedmyselfintheprogramtounderstandwhatcriticalthinkingandcreativethinking

meant.IchallengedmyselftolearnhowtotakewhatIwaslearningandrelateittomylineof

work,sincecomingfromabusinessbackgroundwasnotthenorminCCT.Icametounderstand

theimportanceofresearch,inquiry,evaluationandreflectionintheworkplaceandwantedto

showthatCCTcanbebeneficialinbusiness,specifically,inMarketing&Advertising.

Formysynthesis,Ichosetofocusonorganizationalchangebecauseofsomethingsthat

Ibelievecanbechangedwithinmyownworkplace.IwantedtointegratekeyCCTconceptsand

toolsinaworkshopand,morebroadly,intotheIMCproceduretoenhancetheproductivityin

myworkplace.

ThekeyconceptsthatIdiscusswithinmypaperhaveinfluencedmyoutlookand

thinkingprocessconcerningwhat’sneededandwhat’simportantinordertomakeaneffective

workplace/team.Bydoingthisproject,Iamillustratingtheprocessthatisneededinorderto

incorporatechangeeffectivelyintheworkplace,aswellasdescribetheneededtools(from

CCT)thatcanincreaseproductivity.ThetoolsthatIextractedfromtheCCTprogramarethe

toolsIdiscusstouseintheworkplacetoenhanceproductivity.Thesearethetoolsthatwere

meaningfulandmostsignificanttomeduringmylearningprocessandcourseworkinCCT.

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CHAPTER3

GOALANDAUDIENCEOFMYSYNTHESISPROJECT

Significantorganizationalchangeoccurswhenanorganizationchangesitsoverall

strategyforsuccess,addsorremovesamajorsectionorpractice,and/orwantsto

changetheverynaturebywhichitoperates.Italsooccurswhenanorganizationevolves

throughvariouslifecycles,justlikepeoplemustsuccessfullyevolvethroughlifecycles.

Fororganizationstodevelop,theyoftenmustundergosignificantchangeatvarious

pointsintheirdevelopment.That'swhythetopicoforganizationalchangeand

developmenthasbecomewidespreadincommunicationsaboutbusiness,organizations,

leadershipandmanagement(McNamaran.d.).

Theprecedingquotestressestheneedfororganizationalchangeinthebusinessworld.

ICShastodevelopandchangewiththetimesbecauseoftheincreaseduseofmediaand

technologyinmarketing,soitisveryimportantthatthecompanyinvesttimeandresourcesin

organizationalchangesothatstaffcancreativelyrespondtochangingtimes.Theoverall

governingquestionformyprojectwashowdoIimplementCCTmethodsintoworkplace

meetingsandprocedurestohelpstimulateimprovement?Isoughtbetterqualityofwork

derivedthroughmotivationfromworkplacemeetingsinwhichCCTmethodsareused,andby

incorporatingCCTmethodsintotheIMCprocessasawholeinordertoproduceevengreater

results.Therearetwointendedaudiencesforthisproject.Themainaudienceisthemarketing

teamatmyworkplace—ICS—andthispaperisintendedtoconveythatchangeisneededin

orderforourworkgoalstobemet.Mypurposeistoaddresstheteamandmakethemaware

8

ononehandoftheproblemsthatweencounterinoureverydayworkenvironmentthat

hindersourcreativityandtheachievementofgoalswithinourjobsand,ontheotherhand,of

CriticalandCreativeThinkingmethodsthatcanchangethecultureofourteam.Thesecond

audienceisanybusiness,companyororganizationthatneedsanorganizationalchange

workshop,whichcanbeadoptedeitherinfullorinsegments.

Therearemanystepsintheprocessoforganizationalchange,whichvarydependingon

theorganizationthatneedsthechange,andtheculturethatexistswithin.Theusualfirststep

isidentifyingwhatchangeneedstobemadeandwhy.Thenextquestionishowtoproceedin

makingthesechanges.Inthispaper,Itakeyouthroughmyownexperienceoftryingto

implementorganizationalchange.Bydoingthis,youwillunderstandwhatmayhaveworkedfor

meandwhatmaynothave,andyouwillbeabletoidentifythingsthatcouldhavebeendone

differently.Thefirststep,takeninthenextchapter,istoexplaintheIntegratedMarketing

Communications(IMC)frameworkthatmyteamatICSpursues.

9

CHAPTER4

THEINTEGRATEDMARKETINGCOMMUNICATIONSFRAMEWORK

WhatisIMC?IntegratedMarketingCommunications(IMC)isacombinationof

advertising,marketing,communications,salesandpromotion.ThetextbookdefinitionofIMC

is;"Thecoordinationandintegrationofallmarketingcommunicationtools,avenuesand

sourceswithinacompanyintoaseamlessprogramorstrategythatmaximizestheimpacton

consumersandotherendusersataminimalcost(ClowandBaack11).”TheIMCprocedureisa

certainprocessthatthemarketingteamfollowsatICStoensurethateveryaspectofastrategy

orprojectiscovered.TheIMCprocessiswhattheteamfollowsinordertomarketnew

productsandtosecurenewbusiness.IMCplansbalanceourcompany’sresponsibilitytocreate

awarenesswithitsneedtogenerateresults.

10

TheabovediagramdescribeswhatIMCisinanutshell,howevernoneofthesethings

canfunctionproperlyunlessamarketingteamisonthesamepage.Apartofamarketingteam

beingonthesamepageismakingsurethateveryoneintheteamiscommunicating.The

importanceofcommunicationwithinthisprocesstricklesdowntotheconsumer/customer.

“IMCistheintegratedmanagementofallcommunicationstobuildpositiveandlasting

relationshipswithcustomersandotherstakeholders.Itisacustomer‐centric,data‐driven

approachtomarketingandbrandingthatstressescommunicatingtoconsumersthrough

multipleformsofmediaandtechnology(“ubranderwordpress”1).”

InconsistentcommunicationistheproblemthatIencounterweeklywithmymarketing

team.Themainreasonisthatwehaveweeklymeetingsthathappentobeineffectivefor

numerousreasons.Sincethemeetingsareineffective,themarketingteamisnotmeeting

companygoalsforgeneratingrevenue.Becauseofthis,Iwouldliketoimplementachangein

IMCprocedureanddevelopaworkshop,whichincorporateshumorandteambuildingactivities

toraisemorale.

IfIcangetmyteamonboardwithmeandincorporateasuccessfulchangewithinour

weeklymeetingsaswellasinourIMCprocedure,notonlywilltheteambemoreeffective,but

peoplewillbehappiertoattend.Changeisimportantbecauseifmeetingproductivityis

changedandthemarketingteambecomesmoreeffectiveasawhole,clientdatabasescanbe

11

increasedaswellasrevenue.Becausetheworkshopandmyattemptstochangemyworkplace

areinspiredbymyCCTstudies,thenextchaptertouchesonthefieldofCriticalandCreative

Thinking.

12

CHAPTER5

MOVINGPEOPLEINTOTHECCTFRAME‐OF‐MIND

WhatisCCT?Criticalthinkinginvolveslogicalthinking,reasoning,andreflective

practices.Creativethinkinginvolvesskillsofflexibility,originality,fluency,elaboration,

brainstorming,imagery,associativethinking,attributelisting,metaphoricalthinking,andforced

relationships.AllthesethingsandmoremakeupthetruemeaningofCCT.“Criticalthinking,

creativethinking,andreflectivepracticearevaluedinallfieldsofwork(“CriticalandCreative

Thinking”1).”Howeverbasedonmyexperienceinclassesandthroughlisteningtomypeers,

manyprofessionalsandbusinessesdonotactuallyknowhowtoputtheseskillstouse.Many

workplaceslacktheknowledgeofhowtousethemeffectively.

Criticalthinkingteachespeoplehowtoscrutinizeassumptions,reasoning,andevidence

byusinghigherlevelthinkingpracticeslikementalmanagement,thinkingdispositions,

language,transfer,etc.SomeofthemainpracticesofCreativethinkinginclude“generating

alternativeideas,practices,andsolutionsthatareuniqueandeffective(“CriticalandCreative

Thinking”1).”Someadditionalpracticesare“exploringwaystoconfrontcomplex,messy,

ambiguousproblems,makenewconnections,andtoseehowthingscouldbeotherwise

(“CriticalandCreativeThinking”1).”

13

OneofthemostimportantpiecesofCCTthatIwoulddiscussinmyworkshopis

reflectivepractice.Reflectivepracticeisoneofthoseimportantpiecesmissingfromthepuzzle

inmanyorganizations.Inmyworkplacemarketingmeetings,reflectiontimeisnotusually

allotted.ThisisoneofthekeypiecesthatIplantotakeawayfromCCTandincorporateintomy

workshopbecauseofthevalueitholds.TheCCTreflectivepracticemethodisawaytotake

stockoftheoutcomesandtodecidehowtomoveforward.Onceyoutakestock,you

understandwhatneedstobechangedordeveloped.Onceyouhavethatunderstanding,the

laststepistoreviseapproachesaccordingly.ThisisthetypeofthinkingIhopetogetmytarget

audiencestoachieveafterparticipatinginmyworkshop.

BeforeIpresentmyworkshop,Iwanttodescribemypreliminaryeffortstoimprove

meetingsinmyworkplaceandtodothatIfirsthavetodescribethosemeetings.Thatisthe

topicofthenextchapter.

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CHAPTER6

HOWICSMEETINGSWORK(ORDON'T)

OverviewofICSMarketingMeetings

ICSmeetingsaremarketingmeetingsandeachmini‐groupwithinthemarketingteam

reportsonfindingsfortheirparticulartask,suchas:

1. Sales&Numbers(Ex:1stQuarterSales,etc)

2. Newmarketingmaterial

3. Newtargetsandgoalstoreach

Duringthesemeetingswediscussupcomingprojects,goals,andstrategiesonhowtoacquire

newbusiness.Inmostofthesemeetingswediscusswhichpartoftheprocedurewemaybe

currentlyworkingon,andwherewewillbemovingafterataskiscompleted.

Afacilitatorwhoguidesthemeetinghelpsittomoveforwardbasedoncertaintime

constraints.Questionsandcommentsareallowedatanytime.However,becauseoftime

constraints,noteverythingcanbeaddressed.Becausethereisnotalwayssufficienttimefor

ourmarketingmeetings,peopleleavethemeetingsfeelingasthoughtherewasnoclosureor

thattheywereineffective.Inordertobeeffectivewithinmarketingoranyotherfieldofwork,

eachpersononateamhastobeonthesamepage.Everypersonofthegrouporteammust

understandthegoalsandneedswithinthecompany.

15

OverviewofCurrentIMCProcedure

ThecurrentIMCprocessatICSconsistsofmanysteps,whichhavebeeneffectivefor

manyyears.However,althoughtheprocessiseffective,duringeveryprojectsomeofthesame

mistakesaremade.IbelievethatifsomeCCTmethodsandpracticeswereincorporatedinto

theIMCprocess,itwouldenhancetheproductivityofmanypeople’stasksonadailybasis.For

example,thereneedstobeanintegrationofreflectionandevaluationintotheIMCprocess.

Thiswouldallowforfewererrorsandmistakestobemadetimeaftertime.Possiblyitwould

elicitfeedbackfromtheteamonwhatworksthebestversuswhatmaynotbeworkingatall.

ThesetwotoolsinparticularfromCCTwouldmakeaverybigdifferenceinhowfastandhow

effectivelythemarketingteamcanproduceresults.

Throughreflectionandevaluation,theteamcanproducesomeoriginalityintheway

peopledothings.WhatworksforonepersonintheIMCprocessmaynotworkforeveryone.

Thesemethodsareawaytonotlimitthecreativityofthegroup.Anotherthingforthe

marketingteamtoconsiderisdifferentbrainstormingmethods.Doingthesametypeof

brainstormingcanhinderthinkingandcreativityinsteadofgeneratingnewideas.

16

CHAPTER7

MYEXPERIENCEUSINGTHEACTIONRESEARCHPROCESS

Inthespring2009semesterIparticipatedintheCCTProgram'sActionResearchcourse,

inwhichtheclassfollowedaseriesofstepsbeginningwithbackgroundresearchandreviewing

evaluationsofpastpractice.Below,Iwalkthroughthephasesofresearchthatguidedmewith

gatheringinformationforthiscurrentproject.

ThefirststepwasidentifyingtheproblemthatneededactionsoIexaminedwhattook

placeinthemarketingmeetingsatthattime.TheICSmeetingswereconsideredineffective

becausetheyweresometimesrushedandhadnoclosure.Questionswerenotaddressedwith

clarityandthemeetingswereoftenheldattheendofthedaywhenpeopleweretiredand

wantedtoleaveworktobewiththeirfamilies.Atthattime,thiscausedpeopletonotwantto

attendandledtolowmorale,causingthemeetingstobeuncomfortableforeveryone.

ThenextstepintheActionResearchprocesswasdoingbackgroundresearch,whichI

touchedonbrieflyinChapter3.Accordingtotheactionresearchmodel,evaluationisthestudy

ofeffectsofactions.Ichosetousetheresultsofpastactionsofthemarketingteamto

understandwhatmethodswereproductiveandwhatmethodswerenot.Ianalyzedwhatthe

teamhaddoneinthepastasastartingpointindevelopingwhereIwouldliketoseetheteam

go.BelowisthedataIcollectedfromtheofficemanageraswellasmembersoftheteamwho

17

hadbeenaroundforyearswithinthecompany.ThisphaseoftheActionResearchprocess

provedtobeveryeffectivebyfindingoutwhatwasdonepreviouslyandwhetheritworkedor

not.IdevelopedanunderstandingofwhatIcouldproposeforchangeinordertopossiblyget

peopleonboardwithme.

Bydoingso,Iwasabletounderstandtheobjectiveofthecompany,whichistofinda

waytoimplementorganizationalchangethatnotonlyraisesmorale(isfunandworksfor

everyone)andmakestheteamfunctionmoreeffectively,andtofindsomethingwithalow

cost.Evaluationenabledmetounderstandwhythemarketingteamhasthemeetingsatthe

endofthedayaswell.Onereasonisthatthecompanypreferstonothavemeetingson

valuablecompanytimebecauseweloseoutontimetogetnewbusinessandtogenerate

revenue.BelowisatablethatdescribessomeoftheinformationthatIgatheredfrommypeers:

ThemostimportantthingthatIrealizedwasthattheevaluationandinquirypartofthe

actionresearchprocesshelpedmetofindoutvaluableinformation.Theinformationgaveme

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anideaofthetypeofresponsestoexpectwhenimplementingmyorganizationalchange

workshop.IcanresearchifThursdaysarestillrelativelylightworkdaystoconductmeetingsin

themornings.Icantakeresponsibilityorgiveresponsibilitytosomeonewhoissupportingthe

changetoissueanagendabeforethemeetingstakeplace.Remindersofinformationthat

peopleneedtobepreparedtodiscusscanbeincludedwithintheagendaaswell.

Ibelievethatifthesethingsworkedwell,Ishouldbeabletobuildaconstituency

startingwiththesepoints,butIcanalsothinkofwaystomakethembetterbasedonfeedback

thatIcontinuetoreceive.Otherideascanbeincorporatedintotheorganizationalchange

workshop,butthegoalistotakethingsone‐stepatatime.

Afterfindingoutwhatmycompanyhasdoneinthepast,theActionResearchmodel

encouragesfurtherresearchonwhatothercompaniesororganizationshavedoneinthepast.

Thiswayyoucanunderstandcurrentmethodsthatexist,butalsounderstandwhathasnot

beendone.BasedonmyresearchduringtheActionResearchcourse,Ifoundthatother

companieshaveuseddifferentapproachestoorganizationalchangeaswellaswaystoraise

moraleoftheindividualsattending.Asaresultofmyresearch,Ihavefoundthatmost

companieshavea“manualormeetingpolicybookwhicheveryonehasacopyoforknowshow

toaccessforguidelines(MoranandBrightman68).”Thishelpskeepthingsfairbetween

employeesandthecompany.

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AccordingtoHamptonHopkins'sarticle(Hopkins,26)“Achallengetomanagers:five

waystoimproveemployeemorale&workplacemeetings,”thecompanycannotmakeuprules

astheygo,norcananemployeegoagainstthesetstructurewithoutgoodreason.Ifthe

companywantstochangeapolicyorifanemployeeisnothappy,theyhaveto“offermeetings,

whichincludecomplaintsessions,brainstorming,anddiscussionforums(Hopkins26).”Itwas

interestingtoseethatHopkins'suggestionsweretiedtosomeCCTskillsaswell.Thearticle’s

mainfocuswastodiscussemployeedevelopmentopportunitiesasamethodofimproving

employeemoraleandmotivationonthejob.Afterreadingthis,Idecidedthataworkshop

wouldallowmetomakethecompanyhappybygoingoverexistingpolicies,andalsoto

incorporateCCTmethodsthatimproveourqualityofwork.

Frommyresearch,Ifoundthatothercompaniesspendmoneyonteambuilding

activitiestoraisemoraleandtocreatebondsandrelationships.Somecompaniesoffersocial

gatherings,whichincludeactivitiessuchaspicnics,parties,conferences,workshopsandeven

philanthropicwork(Hopkins28).LikeICS,theymayoffersometypeofemployee“recognition,

whichincludesrewards,promotionsandthankyounotes,whichhelptoraisemoraleand

motivateindividualstogoaboveandbeyondintheirwork(Hopkins28).”Additionally,Ifound

thatothercompaniesarekeepingemployeeshappyandmotivatedbyoffering“continuing

educationworkshopsandconferencesforthemtoenhancetheirskillsandknowledgeintheir

20

fieldofwork(Hopkins28).”Theideaistoofferempowerment,whichincludesinvolving

employeesthroughresponsibilityandstayingabreastintheirfieldofwork.

Aftertheresearchphaseiscompleted,thenextstepintheActionResearchprocessis

gettingpeopleonboardwithyourideasandgoals.Buildingaconstituencywithintheaction

researchprocesscansometimesbethemostchallengingpart.Frommyexperience,it

sometimestakeslongerthanexpectedandhelpsyoutoclearlyseewhosupportsyou,andwho

willnot.

Myexperiencewithbuildingaconstituencyisunique.Duringthespringof2009,while

involvedintheActionResearchcourse,Ihadtheopportunitytoengageinastructured

dialogueprocesswithmymarketingteamfollowingaweeklymeeting.Itturnedouttobea

verysuccessfulexperience.Iwasabletounderstandtheteam’sneedsandwantsandwhatthey

wouldliketoseedonedifferentlywithinthemarketingmeetings.(Iwantedtoseeiftheirideas

matchedmyown.)

Thebestpartofthedialogueprocesswasseeingifthemeetingfacilitatorwasonthe

samepage.(Evenifhewasnotonthesamepageatthattime,thesessionworkedoutwell

becauseweheardhisintakeonwhatmakesmeetingseffectivefromhispointofview.)Ididn’t

getpeopletoadoptortoconformtomyownideasatthattime.Howevermostpeoplevoiced

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someofthesameideasandconcernsasI.Ihavepeopleonboardwithmyideas,buthowdoI

getpeopletoactuallyputforththeactionofimplementingthechangewithme?

Becausethiswassometimeago,Ihaveactuallyhadtheopportunitytobuildonthe

relationshipsIhaveformedwithmyconstituency.MypeersandIdecidedthatthebestwayto

getpeopleonboardwithmeforchangeisnottohavewrittenrulesormethodsputinabook,

whichwasmyinitialideaforsolvingtheproblemsinmyworkplace.Becauseofthesupportand

feedbackfrommyconstituency,myoriginalideaofproducingapolicybookevolvedintoan

organizationalchangeworkshop.

SomethingIlearnedwithinthemarketingfieldisthatmostpeopleliketobeinteractive

inwhattheyarelearning.Anotherinterestingaspectthatdidcomeoutofthedialogueprocess

andconstituencybuildingwasthatIhadtheopportunitytohearopinionsofothersandto

actuallyconnecttheirideastotheresearchthatIcollected.

OnepiecethatIincorporatedthatwasnotintheActionResearchmodelwasfindinga

waytoincorporatehumorinmyworkplace.Ibelievethattheuseofhumorisagreattoolfor

raisingthemoraleofworkplacemeetingsaswell.AccordingtoKarenVinton’s,“Humorinthe

Workplace,ItsMorethanTellingJokes,”thefunctionofhumorisimportantincompanies,

especiallyinasmall,family‐ownedbusiness(153).ThecompanyIworkforisconsideredasmall

business,soIfoundthistobehelpful.Thevarioustypesofhumordiscussedinthearticlehelp

22

alleviateworkplacetension.Humoralsohas“implicationsforsocializationofemployeesand

appearstohelpcreatebondsamongtheemployees(Vinton154).”

BasedontheinformationthatItookawayfromVinton’sarticle,thedialogueprocess

invitedfeedbackabouttheuseofhumorwithinourmeetingstomakethemlivelierandtoraise

morale.MostoftheteamseemedveryinterestedintheideaandIplantousehumorduring

theworkshop.Afterusinghumorindifferentactivitiesthroughouttheworkshop,Iplantoelicit

feedbackonwhatworkedbest.Afterfindingatacticthatthewholegroupenjoyed,Ihopeto

haveitimplementedduringeverymarketingmeetingthatfollowstheworkshop.(Humor

activitiescanberotated;Idonothavetodothesameoneeveryweek.)

ThetypesofhumorIwouldliketotestoutduringtheworkshopareicebreakers,jokes

betweentopics,groupactivities,andintroductionjokes.Anotherbondingmethodthatis

humorousandbuildsmoraleistheincorporationofthemesanddifferentfoodsintothe

meetings.FrommyexperienceinCCT,Ihavefoundthatfoodshelpcultivateinteraction,

thinkingandcreativityamongpeople.

ThenextstepintheactionresearchprocesswasidentifyingwhatIplantodowiththe

informationIcollected.Asstatedpreviously,Ioriginallyplannedtotakesomethingfromeach

partofmyresearchandthencombineallthisinapolicybookthatIcouldpresenttomy

marketingteamasastarttoimplementingthechange.BelowarethestartingpointsofwhatI

23

wantedtoincludeinmyinitialideaofthepolicybook.OnthenextpageisthepolicystructureI

wasgoingtoimplementwithmymarketingteam.Howevernowtheendresultandgoalisto

doaninteractiveworkshop.TheactualworkshopIdesignedtousewithmymarketingteam

followsafterthepolicystructure.

Becausemygoalshavechangedfromtheinitialideaofpresentingapolicybooktothe

marketingteamatICStodoinganinteractiveworkshoppresentingCCTmethodsfor

organizationalchangeforproductivity,theplanningphaseofmyActionResearchproject

continuedonintotheCCTfall2009Synthesiscourse.Myplanningatthispointisfindingaway

totestoutmyworkshop.OncethathappensandIamabletogetmypeersonboardwiththe

newgoalandideaoftheworkshop,thenthenextsteporquestionishowtotransitiontheCCT

methodsandinformationfromwithintheworkshoptotheworkplace.Theideaistointegrate

thetoolsinawaythatisadjustableandwillnotdisturbtheflowofthecurrentprojectsorwork

atmosphere.

IfIamabletotestoutmyworkshopatworkinthenearfuture,forevaluation,feedback

andfutureplanning,Iplantocontinuetoincorporatefrequentbrainstorminganddialogue

sessions.Inaddition,Idesignedasurveythatwillgooutattheendofeachquarterthatelicits

feedbackfromtheteamonwhatstillneedstobedone,whatneedstobeimprovedandalso

responsesonnewideas.Asuggestionfromoneofmyteammemberswastokeepafeedback

24

boxinthemeetingroom,sothatanytimeduringadaysomeonehasaquestionorconcern,

theycanwalktheirresponseovertotheboxanddropitin.Theresponsesputintheboxwillbe

addressedanonymouslyatthefollowingweek’smeeting.Forfeedback,Iplantohaveaperson

outsidethemarketingteambeanobserverondifferentoccasionstogivemefeedbackfrom

anotherperspective.

Initial Idea

Policy/Structure Model

To be reviewed by marketing team…

25

TheActionResearchprocessprovedtobeveryhelpfulasawayformetogather

informationformyproject.Bygatheringinformationthroughbackgroundresearch,inquiry

evaluation,constituencybuilding,andplanning,ithelpedmetounderstandhowtomove

forwardwithestablishingnewmethodsandskillsthatenhancetheproductivityofthe

marketingteam.Theinformationgatheredfromeachphasehelpedmetoconnectwhathas

beendoneinthepastwiththefuturegoalsofmyproject.Nowthattheinformationhasbeen

gathered,reflectivepracticecanbeusedtothinkandunderstandhowtomoveforwardin

designinganinteractiveworkshopfororganizationalchange,thetopicofthenextchapter.

26

CHAPTER8

CCT/IMCORGANIZATIONALCHANGEWORKSHOP

AsIdiscussedinChapters2and3,thepurposeofdoinganorganizationalchange

workshopistoaddresstheproblemsthathaveoccurredinmyworkplace.BecauseIencounter

someofthesameissuesweekly,Itookaninterestinmakingthingsfunctionbettertomakethe

marketingteamatICSmoreproductive.BeingintheCCTprogramhashadahugeinfluenceon

mytakinganinterestinchange.ManyofthetechniquesthatIhavelearnedandtakenaway

fromtheprogramareveryinfluentialintheworkplacechangeprocess.BelowIintroducesome

oftheproblemsthathaveinhibitedthemarketingteamatmyworkplacefromproducingeven

betterprojects.Followingthoseproblems,IdiscussCCTsolutionsthatcanbetakenand

adoptedtofitanyworkplaceproblemorsituation.

ThefigurebelowisadiagramthatIcreatedtoshowtheproblemsthatmyteamandI

encounterduringourworkplacemeetings.Theinnercirclerepresentstheproblemsthatoccur

andthearrowsshowhowtheyhaveaninterconnectedrelationshiptooneanother.Each

problemhassomeoverlapandcanstemfromanotherproblemwithinthediagram.Theoutside

squaresrepresenttheCCTtechniquesthatIsuggesttouseasastartingpointincreating

changeinregardstotheseissues.Icreatedthisdiagramasatooltoshowduringmyworkshop

totheICSmarketingteam.Ifeelthisisaneffectivewaytopresenttheinformationinaclear

27

conciseformat.Thediagramclearlystatesthecurrentproblemsandissues,andithighlights

whatcanbedonetoinitiatecommunicationinorderfortheteamtomoveforwardandtofix

theissues.

Figure‐1

Problem‐SolutionDiagram

(InnerCircle‐PresentsProblem,OuterSquares‐PresentWaystoFindaSolution)

28

IfeelthatthediagramcanfunctionasawaytointroducesomeCCTmethodsasapre‐

activitybeforebeginningtheactualworkshopprocess.Thiscanhelptosetthecontextofthe

workshopandtogetpeoplethinkinginaproblemsolvingway.NextIdiscusshowIcreatedmy

workshop,andfollowingyouwillseemymodel.

TheWorkshopProcess

TheworkshopprocessthatIchosewasadoptedfromBrianStanfield’s,TheWorkshop

Book:FromindividualCreativitytoGroupAction.IchoseStanfield’sprocessbecauseitrelated

tomanyofthetoolsthatIhavetakenawayfromCCTanduseinmyworkandcareer.

Stanfield’sworkshopprocessisflexibleenoughformetomovethingsaroundandmakethe

workshopmyown.Idecidedtoincorporatesomepiecestomaketheworkshopmoreuniversal

andadjustabletoanyworkplaceororganization.BelowisadiagramofStanfield’sworkshop

withoutanyincorporationoftoolsfromCCT.Hisworkshopprocessconsistsoffoursteps.

(SeeFigure2onthefollowingpage)

29

Figure‐2

Stanfield’sWorkshopProcess

(RedFont‐Title,FollowingRedFontisDescription/Explanation)

Context‐Setsthestage.Outlinesprocess&timelineforworkshop,explainsproductand

outcome;highlightsfocusquestion(Stanfield26).

Brainstorming‐gatheringinformationfromthegrouptoputitinfrontofthemandto

makesurethateveryoneisonthesamepage.

Clusteringtheideas‐Organizingtheinformationgatheredfromthebrainstorming

sessionintocommonalities,etc

Naming‐givingClustersanameafterorganizingtheinformation.“Theresultisa

comprehensivepictureoftheorderedrelationshipsofallideasgeneratedinthe

workshop(Stanfield26).

ThetitlesforeachpieceinStanfield’sworkshoparehighlightedinred.Basedonthe

descriptionthatIextractedfromhistextexplainingthestepsofhisworkshop,Icameupwith

titlesfromCCTthatwouldfiteachdescription.Stanfield’sworkshopisverygood.However,I

30

believeitismissingsomekeycomponentsthatIbelievearebeneficialtoanyorganization.

BelowisadiagramofmyworkshopincludingtoolsincorporatedfromCCTaswellasStanfield’s

workshop.

Figure‐3

MyWorkshopProcess

(RedFont‐Title,FollowingRedFontisDescription/Explanation)

Intro/IceBreaker‐Namesomethinginanofficesettingthatdescribeswhoyouare‐

explain(pencil,copier,etc).{Getspeopleacquaintedwithoneanother}

FreeWritingHaveparticipantsdoananonymousfreewritingontheproblemsorissues

theywantchangedintheirworkplace.Askfornotecardslistingitemstheyarewillingto

share&readoffafewtoshowrepeatedthemesandtherangeofissues.

Fun/HumorActivity‐(Teamwork&Teambuilding)‐Gettingpeopletorealizeand

becomeawarethatthereismoretodothanthoseactionsexpressedintheirownideas.

Useteamactivityasbasisforbrainstormingsessionthatwillfollow.

Brainstorming‐gatheringinformationfromthegroupaboutaspecifiedtopictoputitin

frontofthemandtomakesurethateveryoneisonthesamepage.

31

Clusteringtheideas‐Organizingtheinformationgatheredfromthebrainstorming

sessionintocommonalities,etc

Naming‐givingClustersanameafterorganizingtheinformation.“Theresultisa

comprehensivepictureoftheorderedrelationshipsofallideasgeneratedinthe

workshop(Stanfield26).”

Resolving‐Conclusion‐Aftergivingclustersaname,confirmindividualsofthegroup’s

commitmenttomakingsurethateachoftheoutcomesorthingsdecidedonabovewill

betakencareof.Makesuretheyunderstandthattheclustertopicgrouptheyareinis

responsibleformakingsurethosetasksaremetatmeetingsorfortheorganizationin

general.

Reflection(ReflectivePractice)‐FacilitatorleadsORID,DialogueorFocused

Conversationsessiontoreflectontheworkshopandtogetfeedbackforfuture

workshopsormeetings

FurtherEvaluations‐Suggestionbox,Survey,theplus‐deltamethodorsomethingto

takeforfurtherreflectionafterparticipantsleave.

TheworkshopabovethatIhaveputtogetherbasedonmyindividuallearningfromCCT

andfromStanfield’sworkshop,takes3hoursintotaltodo.Eachsectionshouldbegivenat

32

least20minutestobecompleted,andthereareatotalof9sections.Thistimeframeisbased

onasmallgroupofnomorethan15people.Formorepeopleallowandplanformoretimefor

eachsection.

Fordialogueprocessesoranyinformationthatisexpressedthatisconfidential,I

suggestthatthefacilitatorsoftheworkshopuseadisclosurestatementthatcanbesigned,

acknowledgingthatinformationthatissharedintheworkshopshouldbekeptamongthose

whoattend.

Mygoalwhenproducingthisworkshopwasdesigningsomethingthatcanbeusedagain

andagaintoaddressproblemsandissues.Theideaistomakesurethateveryperson’svoiceis

beingheard,butalsotomakesurethateveryoneinanorganizationorgroupisonthesame

page.Changecanbedifficult,butthisworkshopisdesignedtomaketheprocessasawholeless

painful.Toensurethatmyworkshopisunderstood,belowisasampleworkshopprocessand

howitwouldgoifIweretoconductthisworkshopinmyworkplace.Becauseofthetimingof

myproject,Iwasnotabletophysicallydothisworkshopinmyworkplaceasofyet.However

thatisoneofmynear‐futuregoals.

33

ExampleWorkshop

Intro/IceBreaker‐Namesomethinginanofficesettingthatdescribeswhoyouare‐explain

whatitisandhow/whyitrelatestoyou(pencil,copier,etc).Thisgetspeopleacquaintedwith

oneanother

Freewriting‐Whatissueswouldyouliketoseeaddressedorwhatthingswouldyouliketosee

changedinyourworkplace?Thisgetsthemthinkingonwhattheywouldliketoseechanged

andhelpsthemtohearwhatothersarethinking.

Fun/HumorActivity‐TheIsland(teamwork&teambuilding)‐Havethegroupimaginethat

theyarestrandedonadesertedislandwithnoescape.Howwilltheysurvive,getfood,water,

shelter,etc?Havethemcollaborateandcomeupwithideasonhowtosolvethisissue.Theidea

isgettingpeopletorealizeandbecomeawarethatthereismoretodothanthoseactions

expressedintheirownideas.Theybecomebetterlistenersandworkbetterwithotherstoget

thingsdone).Usetheteamactivityasthebasisforthebrainstormingsessionthatwillfollow.

Brainstorm‐Nowtakeoneoftheproblemsmentionedinthefreewriteandhavethegroup

applythatproblemtotheirdiscussion.Theideaistohavethemspeakfreelyandlistentoother

ideasthesamewaytheydidintheIslandactivity.

Clustering‐Lookforcommonthreadsfromtheresponsesgiventofixtheproblem/s.Theycan

dothisthroughvisualaids(charts,graphs,post‐its)

34

Example:(herearesomeresponsesthathavecomeoutofabrainstormingsessionwithmy

marketingteamatwork.Theresponseshavebeenclusteredintocommonthreadsandhave

beengivensub‐headings/titles).

Naming‐Puteveryoneinteamsundereachclustersub‐heading/title.Duringourmarketing

meetings,eachpersonintheclusterteamswillberesponsibleforthedutieswithineachcluster

sub‐heading/title.

Resolving‐Conclusion.Confirmsthegroup’scommitmenttotheirclusterteam.Makesurethey

understandthattheclustertopicgrouptheyareinisresponsibleformakingsurethosetasks

areaccomplishedatmeetings.Encouragetheclustertopicgroupstousecreativity(personalize

theirduties).

Reflection‐FacilitatorleadsORID(Objective,Reflective,Interpretive,andDecisional),dialogue

sessionorfocusedconversationsessiontoreflectontheworkshopandtogetfeedbackfor

35

futureworkshopsormeetings.Askleadingquestionstoelicitspecificfeedbacktoidentify

whattheparticipantstookawayfromtheworkshop,whatskillstheywillcontinuetouse,and

whattheworkshopcoulddotoimprove.

Evaluation‐Suggestionbox,survey,etc.

Summary

Iwantmyworkshoptobeafun,interactiveinformationallearningenvironment.Iwant

theparticipantsinmyworkshoptobeabletocomeandworkouttheissuesorproblemswithin

theorganizationinafunjudgment‐freeatmosphere.Insomeplaces,thisistheonlyway

progresswillbeabletobemadeorgetcompleted.Goingovertheissuesorproblemathand

andfindinganunderstandingorcommongroundonhowtomoveforwardiskeytosuccess.I

believethattheemployeeswillappreciatethisandmoralewillstarttoimprove.

TheCCTtoolsthathavebeenincorporatedintotheworkshoparetoolsthatparticipants

canadoptanduseintheirdailytasksifpresentedcorrectlywithaclearunderstanding.Once

thereisanunderstandingoftheworkshopasawhole,includingCCTtechniquesandprocesses,

thentheworkshophasdoneitspartinmovingpeopleonaroadtoworkingtogetherinorderto

achievesuccess.

36

CHAPTER9

INTEGRATIONOFCCTINTOIMCPROCEDURE&FUTURESTEPS

ThischaptershowsthecurrentICSIMCprocedure.Mygoalistoillustrateaneven

betterfinalproductbyintegratingcertainCCTtools,whichcanenhancetheprocess.Although

theprocessiseffectiveasis,IbelievethattheICSmarketingteamcanproduceevengreater

resultsoncetheCCTtechniquesareintegrated.BelowisthecurrentIMCprocedureatICS.The

CCTtechniquesthatIhaveintegratedareinredfont.

ICSIMCProcedure

1.Teamshouldparticipateinafreewritingexercisesoideas,thoughtsorconcernsare

writtenoutandcanbeusedasawaytoorganizeinitialthoughtsandgoalsofthe

project.

2.Prepareamissionstatement.Themissionstatementclearlydescribesthenatureof

thebusiness,servicesoffered,andmarketsserved.

3.Listanddescribetargetornichemarkets.Inthissection,listanddescribepotential

groupsofusersorclients.Aftercreatingalist,thenextstepistoidentifyvarious

segmentsofamarket.

4.Getmarketingteamtopostideasfromthelistgeneratedon“ideas”boardundertopic

headings.Thisisawayofclusteringandorganizingeveryone’sthoughtstosee

37

commonalities/similaritiesanddifferences.Thisisanotherwayofmakingsureeveryone

isonthesamepage.

5.Describeyourservices.Inventorytheserviceswecurrentlyofferandidentifynew

servicesyouwishtoprovide.Determinewhatitwilltaketoprovidetheseservicesin

termsofstaff,expertise,andcosts.

6.Conductabrainstormingsession.Thissessionshouldhelptogeneratenewideasand

initiatives.Thepurposeistomakesurethateveryoneintheteamhasachanceto

collaborateandofferideas.Alsothisisanoutletfornewinnovativeandcreativeideas.

7.Spelloutmarketingandpromotionalstrategies.Variousstrategiesworkbetterfor

differenttargets.Thekeyforsuccessfulmarketingisunderstandingwhatmakes

someonewanttouseorbuyservicesandwhattypeofmarketingstrategytheyrespond

to(Thisrequiresresearchonneeds,problems,industrytrends,andbuzzwords).

8.Identifyandunderstandthecompetition.Aspartofthemarketplanningprocess,itis

requiredofICSemployeestolearnaboutourcompetitorsandhowtopositionusin

relationtothem.

9.Establishmarketinggoalsthatarequantifiable.Marketinggoalscanincludesetting

thenumberofnewclientsyouwouldliketoacquire,thenumberofpeopleyouwould

liketoreach,ortheamountofincomeyouwouldliketogenerate.Berealisticand

38

practicalinestablishingyourgoals.

10.Monitoryourresultscarefully.Bymonitoringresults,youdeterminewhichofyour

marketingstrategiesareworkingandwhicharenot.

11.Evaluation‐Asyoumonitoryourresults,besuretoconductsometypeofevaluation

tomeasuretheoutcome.Theevaluationmethodandtargetyouwouldliketoconduct

theevaluationondependsontheproject.Thepurposeistogetfeedbackonwhat

workedwellandwhatdidnot,andtodevelopideasforfutureprojects.

12.ORIDandReflectiveConversationsshouldbeusedtoestablishafutureplan.

Withoutthesereflectiontools,therewouldbenounderstandingoftheprojectandthe

processasawhole.

AsImentionedpreviously,Ihavenotbeenabletoimplementtheprocedurewithinmy

workplace,asofyet.HoweverthatisagoalthatIhopetoattaininthenearfuture.Ihopetobe

abletointroducetheprocedureduringmyworkshoptomymarketingteamtogetfeedbackon

whetherit’ssomethingtheyfinduseful.Ihopetogetfeedbackonwhetherornottheysee

themselvesincorporatingtheseCCTtoolsonaregularbasisduringmarketingprojects.

BringingthepiecesofthecurrentprocedureandtheCCTtoolsIwishtointegrate

createsamoreproductiveprocessfortheteamtofollowinordertoachievehigherresults.

39

ThroughtheevaluationsandothertoolsthatIhaveincorporated,mygoalistoallowmoretime

forconversation,discussion,reflectionandfeedbacksothatcommunicationamongthepeople

inthemarketingteamisenhancedtoensurethateveryoneisonthesamepageinorderto

moveforwardcollectively.

40

CHAPTER10

FUTURESTEPS

IbelievethatCCTprovedtobeveryhelpfulinhelpingmetodevelopaplanofactionfor

changingICSmarketingmeetingsandprocedure.Theresultmodelshowtoeffectively

incorporateCCTmethodsintoabusinesssettingtoinitiateorganizationalchange.IfIamable

toimplementmyworkshopinmyworkplaceformymarketingteam,Ibelievethatthe

meetingswillbemoreeffective.Peoplewillwanttoattendthemeetingsandwillhaveamore

positivemoralebecausetheywillbeabletohaveavoice,participateinteambuildingactivities,

andhavetimetoreflectasateamonwhateverprojectthathasended.Byreflectingasateam,

newgoalsandprojectswillbedevelopedandeveryonewillbeonthesamepage.

AlthoughIwasnotabletodomyworkshopinmyworkplaceyet,Idon’tplantoputmy

goalsonwheretheteamcanaspiretogoatastandstill.Ihavebeguntoestablisha

constituencyandIhopetogetpeopleonboardtoactuallymoveourideasintoactions.

ReflectingbackonmyjourneyintheCCTprogramasawhole,therearemanythings

thatIwouldkeepthesameinmyprocessthatIdescribebelow.Howevertherearesomeother

thingsthatIwoulddodifferentlyifIhadtheopportunitytodothingsover.ThefirstthingthatI

canthinkofthatIwouldchangeistotakefewercoursesatthesametime.IwishIhadthetime

andfewerconstraintsinmylifetoindulgemyselfmoreintheprogram.Iwouldhavedonethis

41

byputtingmoretimeinto1‐2coursesandhadmoretimetoconnectmorewiththematerialin

theCCTprogramandlearnevenmoreinformation.Becausetherearesomanyfascinating

thingstolearnaboutinCCT,thisisoneofthethingsthatIfeelwouldhaveenhancedmy

learningexperience.

AnotheraspectthatIbelieveneedsmoredevelopment,whichtiesintotheconstraints

inmylifeaswell,isnotbeingabletoattendmanyCCTevents.MyfirstfewsemestersinCCT,

myworkschedulewasverydemanding;thereforeIdidnotparticipateinmanyactivities

outsidemycourseseachsemester.DuringmylastsemesterintheCCTprogram,Itookthe

ReflectivePracticecourse,whichrequiredmetoattendCCTeventsastheactualcoursetime.

Thiswasagreatexperienceforme!NotonlydidImeetmorepeopleintheprogram,butIhad

achancetolearnmoreaboutoneofthemostimportantCCTtools,reflectivepractice.

ReflectionbecameabigpartofmyCCTexperienceandmysynthesisprojectasawhole.

AlthoughbothexamplesofwhatIfeltneededdevelopmentinmyCCTexperienceasa

wholetieintomypersonallife,IfeelthatthesecanbeadaptedtofutureCCTstudents.Iwould

suggesttootherscomingintotheprogramtotaketheirtimewhentakingcoursestoensure

theyaregettingasmuchastheycanoutofthemandtomakesuretobeanactiveparticipant

intheCCTevents.Theeventsareatremendouspartofone’sgrowthintheCCTprogram.The

42

purposeoftheeventsistoconnectpastandpresentCCTstudentstobuildacommunity,but

alsotoensurelife‐longlearning.

SomethingsthatworkedwellformeduringmyjourneyintheCCTprogramarelearning

toolsthatIcanusenotonlyinmyworkplace,butinmypersonallifeaswell.Iappreciatedthe

smallclasssizesintheprogram.Itgavemeanopportunitytoconnectonacloserlevelwithmy

professorsandclassmates.Inaway,itfeelslikeweareaCCTfamily.ThisissomethingthatI

enjoyed,andIfeelthatbecauseofmyexperienceintheCCTprogramIhavegrowninsomany

ways.

FuturestepsIwanttoachieve:

1. Havingtheopportunitytotestoutmyworkshopandrevisedprocedureinmyworkplace

(ThismayhappenverysoonsinceIhavepeopleonboardwithmyideasandtheyare

verysupportive.)

2. HavingthemarketingteamadoptmyworkshopandprocedureaswellastheCCT

techniquesthatareimportanttome(whichwillbebeneficialforthewholeteamas

well).

3. Implementingthechangeandstickingtoit.

4. Continuingtopracticehumorandteambuildingactivitiestokeepmeetingsfunforallas

wellastokeepmoralehigh.

43

5. Doingconsistentevaluationandusingreflectivepracticetoolstogetfeedbackandmake

changesifnecessary.

44

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