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Managing PerceptionsManaging Perceptions
2009 PM CHALLENGE2009 PM CHALLENGE
Michael D. Swiger, SVPMichael D. Swiger, SVPperotsystems®
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Managing PerceptionsManaging Perceptions
FROGor
HORSE
Whois
Taller
3
Why Manage Perceptions?Why Manage Perceptions?Expedite Results
Avoid Hang Ups
Avoid Surprises
DoMoreWithLess
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How Did This Happen?
It Sure Looked Good On Paper!
The Perceptions People Have of the Plan and What They Should DoARE NEVER
Exactly What Was Intended
5
Translation
Send reinforcements, we're going to advance.
Send three-and-fourpence, we're going to a dance.
British General At the Front Sends A Message to the Rear:
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Translation
Translation
Translation
Note: Represents the perceptions of an individual.
Decisions
VisibilityCSF
Issues
Translation
Locations
Suppliers
Partners
Project A Project B Project C Project EProject D
Project MgrProject Mgr
Mr. BIG
The Translation Challenge
Translation
Translation
Translation
Translation
Translation
Translation
Translation
Translation
Translation
Translation
Translation
Project Mgr
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Considering What People Do: Carry out directives as they understand the
directives,
The Perceptions People Have (What They Think) IsTHE
Driving Force Behind Their Actions.
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Considering What People Do:
Give out directives to others in accordance with what they understand must be done,
The Perceptions People Have (What They Think) IsTHE
Driving Force Behind Their Actions.
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Considering What People Do:
Act according to their interpretation of what needs to be done (what they perceive the situation to be),
The Perceptions People Have (What They Think) IsTHE
Driving Force Behind Their Actions.
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Considering What People Do:
Constrain their activities in accordance with the rules they believe they must follow,
The Perceptions People Have (What They Think) IsTHE
Driving Force Behind Their Actions.
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Considering What People Do:
Apply their skills in a manner they believe to be consistent with their own best interests which include reaching their goals, advancing in their job, pleasing management, looking good, and surviving,
The Perceptions People Have (What They Think) IsTHE
Driving Force Behind Their Actions.
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Solicit help and delegate activities to others.
Considering What People Do:
The Perceptions People Have (What They Think) IsTHE
Driving Force Behind Their Actions.
In avariety
ofcomplex
situations
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People Communicate Carefully:
They are NOT open and willing to share their real beliefs, understandings, and perceptions
The Perceptions People Have (What They Think) IsTHE
Driving Force Behind Their Actions.
14
People Communicate Carefully:
They fear looking stupid, getting into trouble, causing themselves problems with others, and losing respect – and worse – they fear NOT surviving
The Perceptions People Have (What They Think) IsTHE
Driving Force Behind Their Actions.
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People Communicate Carefully:
Even the 'outspoken' and 'straight shooters' have carefully crafted their responses to be in concert with their goals and their perceptions of ‘the situation’
The Perceptions People Have (What They Think) IsTHE
Driving Force Behind Their Actions.
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People Communicate Carefully:
Every communication they send is translated through their preconceived notions of the environment, the 'facts', the situation, and the nature of the 'receivers'.
The Perceptions People Have (What They Think) IsTHE
Driving Force Behind Their Actions.
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“But, that’s NOT what I said (meant)!!!”Directive: We need to do more with less resources.
“We need to improve productivity in our Dept.”(Let’s make the problems and the solutions everyone’s focus …)
“We need to cut costs.”(It’s too risky, difficult, and expensive to change anything.)
“We need to eliminate useless activities.”(Need to protect my staff … but, Sally has a lot of …)
“We need to cut back.”(There are many things unimportant …)
Mr. Big
Frank Ben
George SallyRalph
Chuck Mary Charlie
Bob
Joe
“I’m going to lose my job!.”(Becomes dysfunctional …)
“Let’s show how important we are!”(Creates some problems to solve …)
Subculture
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“But, that’s NOT what they meant (said)!!!”Feedback: Productivity improvement Directives…
“We are making good progress on our productivity program!”(I think??!!...)
“We have directed employees to … it’s going well”(Wonder how Customers will react, how it supports bonus plan …)
“My staff is moving fast on initiatives …!”(This is the wrong focus, but it’s what Frank wants …)
“We are taking steps in the following areas ..!”(Ralph will never buy the real changes needed …)
Mr. Big
Frank Ben
George SallyRalph
Chuck Mary Charlie
Bob
Joe
“We are shaking down the new process …!”(This is nuts …. We need to …)
“Interesting new approach …”(Doesn’t work, I’ll develop some workarounds & look good …)
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Perception Measurement Features:
The Perceptions People Have (What They Think) IsTHE
Driving Force Behind Their Actions.
The Solution: Control Translation - Measure What People Think – Manage Their Perceptions
Involve ALL stakeholders - provide an electronic collection mechanism Address 'Issues' that drive results
Allow for anonymous responses for more open and 'real' communications
Identify respondents only by demographic groups (i.e., organization elements, locations, titles, responsibilities, ...) for developing effective action plansMeasure perceived status of the 'Issues' and the perceived importance of the 'Issues'Allow respondents to make detailed comments/explanations on the 'Issues'
Provide a 'dash board' presentation for summary status and detailed 'drill down' capabilities.
If You Don't Measure It - You Can't Manage It
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Translation
Translation
Translation
Note: Represents the perceptions of an individual.
Decisions
VisibilityCSF
Issues
Translation
Locations
Suppliers
Partners
Project A Project B Project C Project EProject D
Project MgrProject Mgr
Mr. BIG
The Translation Challenge
Translation
Translation
Translation
Translation
Translation
Translation
Translation
Translation
Translation
Translation
Translation
Project Mgr
21Note: Represents the perceptions of an individual.
Suppliers
Partners
Sales Team Sales Team Sales Team MarketingDistribution
Proj Mgr CProj Mgr A Proj Mgr B
Mr. BigDecisions
VisibilityPAM (Perception Analysis Management) Value Proposition
Suppliers
Partners
Locations
Suppliers
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Respondent Groupings
Note: Represents the perceptions of an individual.
Getting Clear Vision & Supporting Analysis with PAM
Mgmt Teams
Department/Division
Title/Responsibility
Years Service/Experience
Special Assignment Teams
Location
NY, LA, London,Tokyo, Sidney,
Chicago, Dallas, Peoria
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Well into SAP Implementation Project
Understaffed.Unable to follow-up with stakeholders.New system doesn’t work. Help Desk is useless.
Help Desk has bad response time.Help Desk has poor follow-up.Help Desk understaffed.Help Desk Staff incompetent.Help Desk Metrics OK!?
Perceptions:
Procurement Manager Complaints:
Situation:
Mr. Big believes the project is going extremely well. But…Procurement Manager Missing Department Goals.Not following-up with vendors.
Mr. Big is starting to wonder……
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Perception Management&
The Need For Metrics (Issues)
How Goes the Help Desk?
Procurement Manager - BAD
Other Managers – OK, but …
Decision Made:Review the Perceptions ALL the Stakeholders have of the new system and associated support.
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Perception Management&
The Need For Metrics (Issues)
How Goes the Help Desk?
What are the components that measure Help Desk Success?
What is the status (condition) of these success components fromthe perspective of the stakeholders?
How important are these components to the Help Deskstakeholders?
Do those accountable for Help Desk performance understandthe needs of their stakeholders?
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My overall satisfaction in securing assistance from the Help Desk.
My level of satisfaction with the responsiveness of the Help Desk interms of answering my initial call.
The extent to which the Help Desk keeps me informed on the statusof problems that they are working on for me.
The level of knowledge and skill of the Help Desk in solvingproblems for me.
My satisfaction with the length of time it takes the Help Desk to understand what my problem is and begin fixing it.
The attitude and customer orientation of the Help Desk support staff.
The degree to which I believe the Help Desk is adequately staffed.
Help Desk Stakeholder Concerns/Issues
The extent to which I use the Help Desk.
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Stakeholder Perception Collection for Analysis
1Extremely Unimportant
16Mostly Unimportant
33Slightly Unimportant
50Neutral
66Slightly Important
83Very Important
100Extremely Important
1Completely Disagree
16Mostly Disagree
33Slightly Disagree
50Neutral
66Slightly Agree
83Mostly Agree
100Completely Agree
Comments
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Research (80) Mkt (129)Applied Svcs (56)
Professional (283)
Manu DEF (41)
HR (45)
Treasury (5)
Corp Sales (13)
Manu GHJ (5)
Acq & Tax (7)
Fin Plan & Ctl (5
QA (35)
Manu (95)
USA (832)
Mgr/Supv (248)
Env H&S (32)
ALL (914)
Plant Staff (548)Basic Indust (78)Legal (3)
Manu NOP (46)
Manu ABC (17)
Support Staff (309)
Credit (17)
Sales (55)
Dist Sales (73)
Manu KLM (59)
Cust Svcs (55)
Contracts (9)
IS (40)
Logistics (43)
Canada (78)
Procurement (17)
Spec Team (21)
Data Ctrl (8)
Corp Officer (4)Int Audit (4)
10
20
30
40
50
60
70
80
90
100
63 6465
65
65
66
66
66
66
66
66
67
67
67
6868
68696969
6970
70
71
71
72
72
72
74
74
74
77
77
80
8181 81
8181
82
83
74
76
78
83
83
85
79
82
82
82
828379808184
8287
78
81
80
86
88
82
82
83
88
8983
83
96
Help Desk
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My level of satisfaction with the responsiveness of the Help Desk in terms of answering my initial call.
Int Audit (4) GM or Div VP (11)ABC Tech (6)
DEF Tech (5)
Sales (55)
Corp Sales (13)
Applied Svcs (54)
Manu (93)
Mgr/Supv (247)
Other Position (53)
Manu GHJ (5)
Fac Mgmt (6)
Canada (77)
Other Dept (61)
Mkt (127)
Corp Officer (4)
Research (74)
Basic Indust (78)
HR (45)
Manu NOP (45)
Professional (272)USA (813)Logistics (43)Proj A(11)QA (35)
Legal (3)
Fin Plan & Ctl (56)
Plant Staff (538)
Cust Svcs (55)
Credit (16)
Env H&S (32)
Manu KLM (58)
Manu DEF (40)
Support Staff (304)
IS (39)
Procurement (17)
Dist Sales (70)
Contracts (9)
Manu ABC (17)
Treasury (3)
Data Ctrl (8)
Proj B(7)
Help Desk(4)Spec Team (21)
Acq & Tax (7)
10
20
30
40
50
60
70
80
90
100
110
83 8383
8484
84
86
86
86
86
86
87
87
87
87
87
88
8888
8989898989
8990
90
90
90
90
91
92
92
93
93
93
94
94
94
94
9596
9798
85 8990
8687
92
87
89
89
90
97
89
90
91
92
9388
92
9391
92929293100
9091
93
94
94
94
93
95
92
95
96
92
93
94
9895
100 9798
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The level of knowledge and skill of the Help Desk in solving problems for me.
Research (74) ABC Tech (6)Manu GHJ (5)
DEF Tech (5)
Manu DEF (40)
Legal (3)
Fac Mgmt (6)
Corp Officer (4)
Treasury (3)
Sales (55)
Applied Svcs (54
Basic Indust (78
Env H&S (32)
Mkt (123)
Other Dept (61)
Acq & Tax (6)
Mgr/Supv (243)
Professional (271)
Manu NOP (46)
USA (809)Cust Svcs (55)Manu (92)Manu KLM (59)
Dist Sales (72)
Support Staff (305)
Plant Staff (536)
Procurement (17)
Logistics (43)
Canada (77)
Fin Plan & Ctl (56)
Other Position (54)
Corp Sales (13)
Credit (16)
Data Ctrl (8)
HR (45)
GM or Div VP (10)
IS (39)
QA (35)
Contracts (9)
Int Audit (4)
Manu ABC (14)Spec Team (21)
10
20
30
40
50
60
70
80
90
100
33 36 37 3839
3942
4447
47
50
52
52
53
53
5454
545555565757
5758
5858
59
59
60
61
62
66
66
68
69
70
7070
71
82
7573 80 84
78
80
70
77
77
82
80
78
83
79
83
81
82
8683
89
81848787
84
8489
84
87
83
78
86
87
8876
84
85
89
9284
85
31
The level of knowledge and skill of the Help Desk in solving problems for me.
32
The level of knowledge and skill of the Help Desk in solving problems for me.
Project A
Project B
Research Group – Special Projects
33
Training for Help Desk - Level Of Satisfaction
34
Comments Analysis By Issue
35
Key Comments
I am using the Help Desk less and less since they don’t have adequate knowledge of the new system. I am spending an inordinate amount of my time doing their job.
Help Disk is very responsive. I don’t believe the solution is more people, it’s more training.
Every time we go to training, our manager pulls us out because of the high number and urgency of incoming calls. We could handle the load if we had the system knowledge.
Help Disk is not able to answer questions. They are highly skilled and capable – someone should give them a chance to learn the new system.
We can’t use the new system. Our management refuses to let us change our processes to match the information nodes of the new system. We can’t operate using the old procedures and organizational structure with the new system.
Procurement:
Help Desk:
Stakeholders:
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Findings
Actions
Training for the Help Desk personnel is inadequate.Structure for support of the new system is inadequate.Competence of the Help Desk staff is not a problem.Staffing levels of the Help Desk are adequate.Procurement needs to follow the SAP structure plan to effectively use the new system.
Training for the Help Desk personnel given - uninterrupted - for two levels of support.Help Desk structure modified for A and B level support.Plan for Procurement restructure implemented.
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Before Actions:The level of knowledge and skill of the Help Desk in solving problems for me.
Research (74) ABC Tech (6)Manu GHJ (5)
DEF Tech (5)
Manu DEF (40)
Legal (3)
Fac Mgmt (6)
Corp Officer (4)
Treasury (3)
Sales (55)
Applied Svcs (54
Basic Indust (78
Env H&S (32)
Mkt (123)
Other Dept (61)
Acq & Tax (6)
Mgr/Supv (243)
Professional (271)
Manu NOP (46)
USA (809)Cust Svcs (55)Manu (92)Manu KLM (59)
Dist Sales (72)
Support Staff (305)
Plant Staff (536)
Procurement (17)
Logistics (43)
Canada (77)
Fin Plan & Ctl (56)
Other Position (54)
Corp Sales (13)
Credit (16)
Data Ctrl (8)
HR (45)
GM or Div VP (10)
IS (39)
QA (35)
Contracts (9)
Int Audit (4)
Manu ABC (14)Spec Team (21)
10
20
30
40
50
60
70
80
90
100
33 36 37 3839
3942
4447
47
50
52
52
53
53
5454
545555565757
5758
5858
59
59
60
61
62
66
66
68
69
70
7070
71
82
7573 80 84
78
80
70
77
77
82
80
78
83
79
83
81
82
8683
89
81848787
84
8489
84
87
83
78
86
87
8876
84
85
89
9284
85
38
ABC Tech (6) Research Group (11)Acq & Tax (7)
DEF Tech (5)
IS (40)
Fin Plan & Ctl (56)
Manu DEF (41)
Env H&S (32)
Proj A (11)
Applied Svcs (56)
Professional (283
Manu ABC (17)
HR (45)
Mkt (129)
Research (80)
QA (35)
Plant Staff (548)
USA (832)
Sales (55)
ALL (914)
Help Desk (5)GM or Div VP (11)
Other Position (55)Corp Sales (13)Canada (78)Mgr/Supv (248)Support Staff (309)
Procurement (17)
Data Ctrl (8)
Spec Team (21)
Other Dept (64)
Credit (17)
Proj B (8)
Contracts (9)
Basic Indust (78)
Manu (95)
Manu GHJ (5)
Cust Svcs (55)
Fac Mgmt (6)
Treasury (5)
Int Audit (4)
Dist Sales (73)
Manu KLM (59)
Logistics (43)
Manu NOP (46)Legal (3)
Corp Officer (4)
10
20
30
40
50
60
70
80
90
100
5964 66 69
72
7274
76
76
76
76
76
78
78
78
79
79
79
7979
8080808080
8081
81
81
81
81
81
81
82
82
83
83
83
83
83
84
85
8585
8992 91
83 8786
86
87
89
85
89
89
90
91
88
90
94
89
90
90
90
96
81
8788899191
8283
88
88
90
90
94
89
89
86
93
93
94
96
93
93
93
95
10092
After Actions:The level of knowledge and skill of the Help Desk in solving problems for me.
39
Overall Project
Mr. Big’s Perception:
“We are doing very well with the implementation, with the exception of a couple of areas such as Procurement and the Help Desk.”
“I expect the Satisfaction score to be in the range of 90 and theImportance score to be in the range of 95-100.”
40
CultureInfrastructure
Leadership
SAP Support
Measurements
Operations
Current Motivation
Process
Vision
Knowledge Mgmt
Confidence
Communication
X Productivity
EducationControlEase of Use
Communications
Strategy
Expectations
Org Structure
Help Desk
Technology Focus
Credibility
Accountability
Training
Change Resistance
Functionality
Procedures
Effectiveness
10
20
30
40
50
60
70
80
90
100
49 51 55
56
57
58
58
59
62
62
63
64
65656569
69
70
70
71
71
71
74
74
77
79
81
8582
83
84
83
83
80
81
84
84
87
85
83
83
8687
8486
83
87
84
87
89
86
87
89
85
8887
Senior Management
41
Key Workers
CommunicationEase of Use
Functionality
Education
Help Desk
Infrastructure
Confidence
Accountability
Process
Expectations
X Productivity
Culture
Leadership
ControlCurrent MotivationTraining
SAP Support
Technology Focus
Communications
Knowledge Mgmt
Effectiveness
Measurements
Vision
Operations
Credibility
Strategy
Org Structure
Change Resistance
Procedures
10
20
30
40
50
60
70
80
90
35 3739
40
41
41
42
42
43
44
44
4545454648
48
48
51
51
52
52
52
55
58
59
71
79
86
79
76
77
78
81
72
74
73
75
7971
73747478
78
79
77
77
70
76
79
75
72
80
78
90
42
ABC Tech (6) Research Group (11)Acq & Tax (7)
DEF Tech (5)
IS (40)
Fin Plan & Ctl (56)
Manu DEF (41)
Env H&S (32)
Proj A (11)
Applied Svcs (56)
Professional (283
Manu ABC (17)
HR (45)
Mkt (129)
Research (80)
QA (35)
Plant Staff (548)
USA (832)
Sales (55)
ALL (914)
Help Desk (5)GM or Div VP (11)
Other Position (55)Corp Sales (13)Canada (78)Mgr/Supv (248)Support Staff (309)
Procurement (17)
Data Ctrl (8)
Spec Team (21)
Other Dept (64)
Credit (17)
Proj B (8)
Contracts (9)
Basic Indust (78)
Manu (95)
Manu GHJ (5)
Cust Svcs (55)
Fac Mgmt (6)
Treasury (5)
Int Audit (4)
Dist Sales (73)
Manu KLM (59)
Logistics (43)
Manu NOP (46)Legal (3)
Corp Officer (4)
10
20
30
40
50
60
70
80
90
100
5964 66 69
72
7274
76
76
76
76
76
78
78
78
79
79
79
7979
8080808080
8081
81
81
81
81
81
81
82
82
83
83
83
83
83
84
85
8585
8992 91
83 8786
86
87
89
85
89
89
90
91
88
90
94
89
90
90
90
96
81
8788899191
8283
88
88
90
90
94
89
89
86
93
93
94
96
93
93
93
95
10092
6 Months After Actions:
43
Define Scope Design Interview Collect Data Knowledge
BankReview &
Identify Plans
Project Definition Goals And Objectives
DevelopCritical Success
Factors
Develop Issues & Action Options
Develop Instrument And
Deployment Approach
Deployment Plan Review And
Approval
Instrument Installation
Deployment And Administration
Process Quality Review
Create Knowledge Bank
IdentifyKey Findings &
Summaries
Stakeholders Review Of Action Plans & Solutions
Stakeholders Review Of Critical
Success Factors
Iterations
Strategy & Design Data Collection Action3 days 7 days Ongoing
Required 30 minutes from each of the 914 Stakeholders.Improvements recognized within 3 weeks from project initiation. Savings estimated at $6M.
Perception Management Project Perception Management Project
Develop Collective Intelligence
Report
The Process
Customize Electronic Interview Template
44
Gap & Summary Analysis Issue Analysis By Demographic Comments Analysis
Organization Divergence / FocuIssues Analysis/Comparisons Scorecard & Summary Analysis
KnowledgeBank
Explorer
45
Questions???Questions???
