Planning and Implementing a Whole Cycle for The RGB2 [BM and OMR4]

Fully integrating the Basic Model and the OMR4 Model of Planned Change creates a synergy that develops positive cycle momentum - movement is upward rather than stable or digressive. The following descriptions are chronologically along the Basic Model Cycle Q1, Q2, Q3, and Q4.

1. The First Leg of OMR - Results, Measures, and Options within Q1 - Tradition. So, things are going along well. The routines are solid; tried and true processes are yielding the expected results, so we just keep on doing what we've always done. At some point in time the unexpected happens; we get a different result. It's not quite what we expected but not far off. So, we do the normal thing and ignore the early sign that change is encroaching on our work regimen. Not to worry too much. But over time the shifting results create a new measure, a new piece of evidence that we can't ignore any longer. So we take a more in-depth look at what is going on. This new measure may be reduced profit, a decrease in sales, employee turnover, or initial rumors that foretell of impending layoffs. We check our numbers and try to determine if the measures are good; are they really telling us that something is wrong, or is this just an anomaly. We begin to think in terms of our options. What can we do to restore the results we're looking for - to reclaim stability? One option would be to work a bit harder. Another option might be to authorize overtime. Cut back on expenses and benefits to restore profits. There might be other options we could pursue to get things back to what we expect. Or we could step back and take a fresh view of these conditions - what do we need to learn that is not obvious.

2. The Second Leg of OMR - Outcomes, Methods, and Resources within Q2 Lessons Learned. The decision is made to look deeper than the conventional wisdom of shortcuts to really determine what ought to be done. The first stop on this examination is to lay out the outcomes we're trying to achieve. If we don't know our ultimate outcomes we're apt to take an action that would be contrary to what we're trying to achieve. For example, if employee loyalty is more important than sustained profits at this time we may not want to risk a reduction in benefits to satisfy a short-term boost in profit margin. So, knowing the outcomes we're trying to achieve normally demands that we involve a variety of players in the problem solving process. Getting a diverse group together will serve our long-term needs, but the short-term difficulties we create by this course may be a temporary setback. Once the problem solving team identifies the outcomes (Why are we doing something about this problem anyway?) the immediate next question ought to be what methods will we have to engage to achieve that (or those) end(s). Methods are "things we will do - actions or activities we will take" to achieve what we want to achieve. For each stated outcome there will be one or more methods that might get us where we want to go. So, in order to prioritize the methods, we also need to know what resources each activity will consume. Simply stated, we'll need to know the people, time, and money it will take to restore or surpass the results that were beginning to fall behind expectations. The best and highest priority activities may even require the least amount of resource commitment to achieve.

3. The Third Leg of OMR - Resistance, Magnitude, and Ownership falls within Q3 - Risk and Opportunity. Whenever people, time, and money are diverted from one commitment to another there will be resistance. Expect it and plan for it. People will resist doing something new because there is risk that they may not be able to perform as well as the routines to which they have been accustomed. Funding for new solutions will often come out of one pot and into another - expect some resistance or even resentment. One thing that might reduce the resistance is implementation of new courses of action in smaller, less intrusive increments and often less expensive stages. In other words, varying the magnitude to gauge an acceptable risk and resistance. Another way to overcome resistance is to increase ownership by engaging those who are likely to resist new efforts in commitment-building dialog/activities. People who are committed to a new course of action will likely be far more supportive of doing what it takes to achieve success. It is important to note that building ownership in the outcomes you are trying to achieve is a higher priority that building ownership in methods (although this is also important).

4. The Fourth Leg of OMR - Operationalize, Metrics, Realignment within Q4 - Alignment. The three final steps begin with an effort to operationalize the new methods/actions. This means writing and publishing new "written guidance" that may be required as well as beginning the creation of a rewarding new culture that includes the informal rules required for success. If the operationalization of the new course is not formalized, it will likely fade into obscurity. Along with the new guidance and implementation will come new metrics to help determine if the new practices are being used properly and if these new practices are achieving the desire outcomes. The metrics are important, especially in the early stages because they will provide signals that things are going well or whether they will need modifications as implementation gets underway. As the implementation begins to stabilize, it will be important to embed the new processes and relationship in realignment activities designed to solidify the new courses of action. Remember, realignment activities will have an impact on three documented and well broadcast elements: the Beliefs Sets, the Strategy Bridge, and the Work Regimen. See the posting on the Realignment Model.

As time passes, the new way of doing things will also be overcome by changes that will make these practices obsolete. When that happens, the whole process may begin anew. As the workforce gains experience in this type of problem-solving cycle it take less effort and produces improved solutions. If done well, the spiral is upward at each course.

As always, the RGB is woven into the tapestry of this model as well. The O's are typically Blue, the M's will normally be more easier handled by a Green perspective, and the R's are clearly Red. There is a place for all three colors in solving yet another important organizational change.

For more information go to http://www.ltodi.com/.