Consulting excellence

Consulting Excellence

Dr. Jon Warner

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Workshop aims

• By participating in this workshop you will be able to: Appreciate and apply the Diagnosis Based Consulting approach in

organisational development and improvement consulting projects. Recognise and use the key people related concepts and models that

usefully apply to individual personality, behaviour and competency.

Recognise and use the key people related concepts and models that usefully apply to team behaviour and competency within an organisation.

Recognise and use the key people related concepts and models that usefully apply to organisational behaviour, competency and processes.

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A Theoretical consulting framework

• Although the broad process of organisational ‘work’ can be characterised in a range of different ways (and through a number of models) all organisations need to adopt a continual cycle whereby they plan what they should be doing, target their efforts appropriately, deliver or implement their plan and monitor or review the results that they achieve before re-planning again.

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Total Quality Foundations

• The original author of four step cyclic improvement was Edwards Deming

• He laid the foundations for the total quality initiatives across much of the business world.

• He characterised this cyclic journey with the words PLAN, DO, CHECK, ACT. We prefer to characterise this journey in ways that are more accurately descriptive of each phase of the improvement journey.

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Diagnosis Based Consulting

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Good instruments help with 3 of these 4 Steps

• When this four step model is applied to questionnaires and assessments, it becomes clear that they are extremely useful tools to help or assist at stage 1 (diagnostic), stage 2 (target) and stage 4 (review).

• Assessments an also provide structured processes and frameworks in areas where there has traditionally been little to help in the past.

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Diagnosis (Step 1) is the key

• The temptation to omit any diagnosis or targeting effort can be high and an enterprise can jump quickly into ‘deliver’ mode (with any activity being preferable to doing nothing).

• Equally, pressures of time often precludes any post audit effort or project review, when important lessons for the future can be learned.

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Effective diagnosis builds long-term team benchstrength

• Proper diagnosis and focus or targeting is fundamental to organisational development effort in particular where the ‘bench-strength’ of people is the critical need.

• Proper diagnosis and focus or targeting is also fundamental where strategic effort in this area is critical to medium to long term success.

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Diagnostics help organisations to take aim

• Whether assessments are used individually (in particular team situations) applied to a ‘vertical slice’ of employees or applied to people across the entire enterprise, their diagnostic capability allows the organisation to quickly plan and prioritise and target its effort.

• This is proverbially to plan a ‘rifle shot’ rather than a ‘scatter gun’ approach.

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3 levels of workshop focus

• The individual

• The Team

• The organisation as a whole

(Behaviour, competency and processes)

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A definition of Personality

Personality is:

“the consistent patterns within an individual that affect the way they interact with people and situations”

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The Nature/Nurture debate

(An individual’s temperament)…

“is given, not acquired”.. “it is the inborn form of the living being”

Keirsey and Bates

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Personality-from the ancient Greeks to the Modern day

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Johari’s window

KNOWN TOSELF

UNKNOWN TOSELF

KNOWN TOOTHERS

PUBLICKNOWLEDGEWhat I show you

FEEDBACKYour gift to me

UNKNOWN TOOTHERS

PRIVATEMine to share

UNCONSCIOUSNot to probe but I canbecome more awareand choose to share

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Jung’s psychological types theory

• According to Jung, there are 4 functions of consciousness These are (a) Sensation, (b) Intuition, (c) Thinking and (d) Feeling.

• Jung arranges these four functions into two pairs of opposites. There are the two perceiving (or, non-rational) functions of Sensation and Intuition and two judging (or, rational) functions of Thinking and Feeling.

• Jung believed that whichever function dominates consciousness (e.g., Thinking), its opposite (e.g., Feeling) will be repressed and therefore will tend to characterise unconscious functioning.

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Human Temperament

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Cattell’s 16 Personality factors

• Reserved

• Low intelligence

• Affected by feelings

• Accommodating

• Serious

• Expedient

• Shy

• Tough minded

• Trusting

• Practical

• Forthright

• Self-assured

• Conservative

• Group dependent

• Uncontrolled

• Relaxed

• Warm

• High intelligence

• Emotionally stable

• Dominant

• Impulsive

• Conscientious

• Bold

• Sensitive

• Suspicious

• Imaginative

• Shrewd

• Apprehensive

• Radical

• Self-sufficient

• Controlled

• Tense

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Trait theory-The “Big Five” personality factors

The “Big Five”

• Extroversion

• Agreeableness

• Conscientiousness

• Emotional Stability

• Openness to experience

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Big Five personality dimensions

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Myers Briggs assessment dimensions

Myers Briggs dimensions

• Extraversion/introversion

• Sensing/Intuition

• Thinking/Feeling.

• Judging/Perceiving

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MBTI-16 types

Sensing types Intuitive types

ISTJSerious quietorganisedresponsiblepractical

ISFJQuiet, friendly,conscientious, meetobligations, patient,loyal

INFJQuietly forceful,original, concernedfor others, firmprinciples

INTJOriginal mindsand ideas,organise andcarry through,sceptical

intr

ove

rts

ISTPCool-onlookers,observing andanalysingcurious

ISFPRetiring, friendly,sensitive, dislikedisagreements,loyal followers

INFPCare aboutlearning, ideas andlanguage. Friendlybut absorbed

INTPReserved,impersonal, enjoytheoretical things,logical

ESTPMatter-of-fact,adaptable, tolerant,blunt, don’t worry orhurry

ESFPOutgoing,easygoing, friendly,sound commonsense

ENFPWarmlyenthusiastic,ingenious, highspirited, improvise

ENTPQuick, good atmany things,resourceful,problem solving

ext

rave

rts

ESTJRealistic, good withmechanical things,like to organise,administrators

ESFJWarm-hearted,talkative, needharmony, likeencouragement

ENFJResponsive andresponsible.Concern for whatothers think

ENTJHearty, frank,decisive, publicspeakers,confident wellinformed

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Temperament theory

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Personality models-framework not pigeon hole

• Although a style, temperament or personality type framework is useful it should always be remembered that it is merely a framework, not a pigeonhole.

• This is not about typecasting or “putting people in a box”. Rather, it means you are looking at different organising principles of human nature, and identifying differences and similarities.

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Personality assessment in a diagnostic situation

• To be effective in our diagnosis based consulting efforts, we need to have an understanding of the range of different diagnostic models available and which is most appropriate for our particular needs.

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Structure of abilities

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A definition of motivation

“The process that accounts for

an individual’s intensity, direction and persistence of effort towards attaining a goal”

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Maslow’s hierarchy

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Herzberg’s model

Traditional viewDissatisfaction Satisfaction

Herzberg's viewMotivators

Eg achievement, responsibility, growthNo satisfaction Satisfaction

Hygiene FactorsEg salary, supervisions, status, relationships

Dissatisfaction No dissatisfaction

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E-to-PExpectancy

P-to-OExpectancy

OutcomesOutcomes& Valences& Valences

Outcome 1Outcome 1+ or -+ or -

EffortEffort PerformancePerformance

Outcome 3Outcome 3+ or -+ or -

Outcome 2Outcome 2+ or -+ or -

Expectancy Theory of Motivation

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SpecificSpecific

Expectancy theory and Goal Setting

Results-orientedResults-oriented

ChallengingChallenging

CommitmentCommitment

ParticipationParticipation

TaskTaskEffortEffort

TaskTaskPerformancePerformance

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Attitudes and Values

• Attitudes and values are comprised of 3 components

– Cognition (beliefs)

– Affect (feelings)

– Behaviour

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Competency-definitions

• The traits, skills, knowledge and experience that are possessed by an individual or required for performance of a particular task

• A blend of characteristics which have been developed over time and which enable an individual to perform in a certain way and to a certain standard

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Management Charter Initiative-senior manager competencies

Stra teg ic perspec tives

A chievem en tfocus

B u ild ing Team s

In fluenc ing o the rs

Judgem ent

S e lfcon fidence

In fo rm ationsearch C om m unication

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The ‘Janus’ competency framework

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5 stage life cycle model of groups

Bruce Tuckman’s model is still relevant today

• forming

• storming

• norming

• performing

• mourning

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Team model implications

• The particular stage of group development influences other processes (e.g., cohesiveness, conformity, production)

• Interventions must take group's stage into account (e.g., leadership, conflict etc)

• Diagnosing the right stage becomes critical for facilitators and group leaders

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Individual and group learning models

• There are several models that have been developed to reflect the progressive phases or stages that are thought to be experienced when new data is experienced or an external catalyst arises.

• Lewin• Kolb • Honey and Mumford• Hermann• Warner

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Kolb’s learning model

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Hermann’s brain dominance model

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The Effective Learning Cycle

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Belbin Team Roles

– Co-ordinator. – Driver/Shaper. – Finisher. – Implementer.– Monitor-Evaluator.– Originator/Innovator. – Resource Investigator.

– Supporter.

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Margerison and McCann Team wheel

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Margerison and McCannwork preferences

Creator-Innovators

Explorer-PromotersAssessor-DevelopersThruster-OrganizersConcluder-ProducersController-InspectorsUpholder-MaintainersReporter-Advisers

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MTRi type categories

• Coach ESFJ/ENFJ• Crusader ISFP/INFP• Explorer ENTP/ENFP• Innovator INTJ/INFJ• Sculptor ESFP/ESTP• Curator ISFJ/ISTJ• Conductor ESTJ/ENTJ

• Scientist ISTP/INTP

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Types of team

• problem solving team• Self-managed work

teams • Cross-functional teams • virtual team

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Leadership v management

High leadership/Low management

High leadership/High management

Low leadership/Low management

Low leadership/High management

Direction

Control

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A definition of leadership

“leadership is the ability to influence and develop individuals and teams to achieve goals that contribute to a worthwhile purpose”

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The role of Power in the leadership equation

• Expert power• Informational power• Referent power• Legitimate power• Reward power• Connection power• Coercive power

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Leadership traits Honesty and integrity Intelligence Self-confidence Emotional maturity Stress tolerance Task-relevant knowledge Ambition and high energy The desire to lead High levels of self monitoring Emotional intelligence

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Leaders as coaches

Coaching

Instructing M entoring

“Pum p” or push it in “Drag” or pull it out

-A defined, focused output is needed-Tim e is shortTechnical-Simple or straightforw ard

-Focus is on the person not the task-Tim e is not a problem-O ften complex-Deep learning at tim es

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Situational leadership

The situational leadership model tries to match leadership style with follower readiness

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Dimensions of organisational culture

Innovation and risk Attention to detail Outcome orientation People orientation Team orientation Aggressiveness and Stability

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Examples of different organisational cultures

1 Apple Macintosh

2 Disney Corporation

3 Philip Morris (tobacco company)

A Individuality, pioneering, creativity, style conscious

B Creativity and imagination, no cynicism, nurturing wholesome values

C Freedom of choice, initiative, hard work

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A Communication Model

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Assessment Reliability

• Test -Retest Reliability - if I take the same measure on two occasions will my scores be the same?

• This can be contaminated by many things such as mood, motivation, test instructions, alertness, emotional disturbances, illness etc

• A good measure will give close results on different occasions

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The Test/Re-Test Coefficient

• To find the test/re-test coefficient, we give the same instrument to a group of people on two separate occasions and see how close their scores are.

• The numerical method of comparing these is to calculate the degree of correlation between the two sets of scores.

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Assessment Validity

• Face Validity - does it LOOK LIKE it measures what we want it to?

• Content Validity - does it measure what we want it to?

• Predictive Validity- does the test predict performance on a task?

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Consulting Excellence-issues summary

• Attitudes

• Behaviour

• Personality

• Motivation and performance

• Competencies

• Influence and Communication

• Learning

• Values

• Team roles

• Norms

• Power

• Leadership

• Change

• Culture

• Coaching performance

• Organisational systems