CapacityWareTM - Red Features You Might Like - Precision Measures

As you might have imagined, CapacityWareTM products and services can be color coded based on features that would appeal to one or more of the specific RGB color preferences.  The Red features tend to appeal to the need for and appreciation of precisions measures.  The following five illustrations are linked to this "Red - Precision Measures" category. 

A.  Individual Profile.  When an individual takes the RGB WorkStyle Preference Inventory, they take it within a context (work, home, social, volunteer, etc.), and they take it with a current lens.  This produces a graphic which equates to a pie chart that depicts a slice of Red, Green, and Blue in a real (or default) order sequence based on the dominant color first (on the right), followed by the second priority color next in immediate counterclockwise position, followed by the last color in the lower left.  It is possible for two of the three colors to be equal in score, for example, 33 and 33.  The thinking patterns of these two colors would seem interchangeable.  The dominant color and secondary color might be functionally interchangeable and would be referred to as a Bi-Color Swing or simply as a Swing.  When all three colors are within 5 points of each other this is referred to as a Tri-Color Swing or Full Swing.  Any dominant color at or above 45 points is likely to a hard dominant - less likely to adjust to a secondary or tertiary color when needed.  Either Red or Blue are far more likely to be the dominant color.  In any natural group there are likely to be more Reds, followed by Blues, and least color would likely be Greens.  The advantage of knowing one's Individual Profile is that it will tend to explain thinking patterns and therefore behavior.  This Individual Profile has a number of applications that will be covered briefly below.  Knowing your own Profile and the Profile of those with whom you regularly come is contact is settling. 

B.  Individual Profiles Comparison.  There are times when it is beneficial to make a graphic comparison of two Individual Profiles.  This provides some insight into how well a duo might work together on a project, or in a marriage, for example.  Do the colors have a natural tendency to complete?  Yes, but the number might give a clearer picture of the intensity of that competition.  Do the colors have a natural tendency to collaborate?  Yes and No!  It depends on a preparatory approach to the collaborative effort.  If there is no preparation, opposite colors might clash.  If preparation is meaningful, the opposing colors might produce what is smilingly referred to as creative tension. 

With very little imagination one can easily see that the illustration above with a strong Red, and a strong Blue leaves a ProZone of Green.  First let's define the ProZone as an overlap of two Profiles.  It is a common ground territory.  From an argumentative standpoint if each of the strong colors were used exclusively as the context for argument, the progress toward a collaborative settlement would be negligible.  However, if both parties recognized this phenomena for its realistic potential a switch to a Green perspective would go a long ways. 


Rather than comparing two different people, it is also possible to compare the same person with profiles taken a different times and perhaps a different context - there may have been a job change or team transfer, for example.  Is the Individual Profile consistent, or nearly so, over time and conditions?  If the answer is YES, the consistency is likely a good thing for everyone concerned.  A shift may signal the development of a stressful situation or the opposite - perhaps the situation shift is creating a calmer more satisfied person.  The review of these conditions is often what prompts the discovery and the follow-through.  In the illustration provided, Elizabeth is highly consistent over a five year period.  In fact the precise level of consistency is 99%.  That's reliable. 

C.  Individual versus an MTT Compatibility Composite Comparison.  Next we'll display the level of compatibility between Joe's RGB Individual Profile and his Task Matching - that is to say, how compatible is his natural talent with the tasks required of him?  Both have been measured using the same RGB protocols.  The raw compatibility score is 91% 

These calculations were based on an analysis completed over time wherein the tasks during a 2-hour RGB FastTrack Workshop were carefully measured and entered into CapacityWareTM Software.  To create this analysis all 35 modules were given a Red, Green, and Blue component.  Joe was assigned to the primary Module Task in those cases where he felt most comfortable with the content and interaction required of the Task or Tasks associated with each Module.  Therefore the all-important "context" was carefully controlled and calculated.  This is not to say that ALL of Joe's Tasks are created in this same context.  Nor would the context of his entire work be at a 91% level of compatibility.  In fact, he would tell you that not all of his job is of equal satisfaction.  Yet that part that is before guests at a foundational workshop is considered to be most important from a effectiveness standpoint. 

D.  Individual versus a Group Composite Comparison.  There are times when it is imperative to determine the potential "fit" of an individual in a group of coworkers, for example.  There are several conditions that fit this scenario completely.

First among the alternatives when considering a person for inclusion in a group working on a specific project.  In this case the individual, if selected, will be a member of a team that will be contributing to the overall work the group does.  The compatibility between the new individual and the existing members as an already functioning group would be important to know.

In this case Debbie is nearing a transfer to a department some distance away.  She has about 30 days to work on this project which is likely about the right amount of time.  The questions is, "Will she fit in the current culture and be able to make a contribution quickly, all else being equal?"  The team already has several strong dominant Red participants that had a difficult time assimilating.  Will they be able to help her get in step quickly?  On the surface this seems like a fit that would take too long to cultivate. 

E.  Composite Comparisons.  It is not unusual for reorganizations and acquisitions to combine two otherwise independent work groups into a singe function.  It is always advisable to take a look at the separate and forecast combination of these groups before making decisions about their merger.  



At the left is an illustration of a Division of an organization with 30 people assigned to it.  The group is responsible for Customer Service.  There are sufficient numbers of each RGB color in dominance yet the composite is a dominant Green with the Red, and Blue sufficiently close that they could easily swing to either in the secondary position.  A second group, Customer Support, which has little contact with the actual customers is being considered for consolidation.  As part of the decision-making process the second group composite is created and is illustrated below, right. 

For all practical purposes, the two composite profiles are identical.  The number vary slightly but the sequence of identical and the numbers are within 5 points of each other.  The merger appears to be a "GO" based on this simple comparison. 

But what if the Customer Support group profile were significantly different as illustrated at the left.  Strictly from a composite standpoint the decision might be a "NO GO" to avoid what might become a strong cultural division.  If it were an imperative to consolidate, it might be worth the effort to go further and consider individual transfers rather than a group merger. 



The following illustrations combine the first and second then the first and third alternatives in graphics that better illustrate a traditional comparison option. 

F.  Second Party Composite Profile.  The final RGB graphic illustration is not necessarily new, rather it is a deviation of the source - the Inventory is completed by a second party as opposed to the individual it represents.  In some cases, for example, the primary individual may not be able or willing to complete the Inventory.  In this case one or more individuals will complete Inventory based on their observations of the individual - a College professor, or the President of the United States. 

When a Second Party Inventory (SPI) is used, it is desirable to ask balanced or nearly so individuals to complete the SPI.  In the alternative it would be desirable to have a dominant of each color do SPI and compare the results of complete a Composite Profile as a means of averaging the results. 

Any Composite illustration above will suffice for the Second Party Composite Profile. 

Summary

If knowing one's self is the first priority then knowing those around you, people that you interact with routinely, is a clear second priority.  A clear third priority is to confirm that the culture created by a group of people takes on the characteristics of a preponderance of those in the group.  To what degree and under what circumstances does the RGB Color Pattern of a group leader become a pervasive influence on the group behavior?  When are these phenomena functional or dysfunctional?  Can the group itself monitor these influences and make decisions to rectify disadvantages when they exist? 

RGB - Tri-Swing Profile! The good and the not so good...

How can something be good and not so good at the same time?  We didn't get it at first either, but we did hear about it from those, mostly in non-authority positions, that decided to quietly tell us the other side of the GREAT news.  Our assumption was that those who could swing from one color to another quickly would be of great advantage.  And that is an advantage, no doubt about it.  But there is a dark side to this Profile as well. 

The fact that a Tri-Swing Profile can normally adjust to any color quickly and easily without having to "force" the secondary or tertiary color is remarkable and is very handy to have around.  All three colors get used with about equal ease.  So, what's the problem.  It comes not in the task application as much as in the relationship applications. 

It's easier to understand that it is to explain.  Here's how people began to describe it to us.  "This "all color swing" is handy, but the downside comes when I agree with all three people I'm working with but they don't agree with each other!"  People begin to wonder how can she agree with me and Ethel, when Ethel and I see it so differently.  Add another person and it becomes very difficult to understand.  Yet the truth is simple enough.  If the other tree people in this equation don't have this technology at their disposal they will begin to make a series of assumptions, this basic one being, "She's being tow-faced or three-faced.  She can't be being authentic."  Yes she can and yes she is.  With an assumption of a lack of authenticity, people begin to move away rather than understand. 

This scenario changes a bit when the Tri-Swing does have a bit of authority AND is able to explain this phenomena to those who might be exposed to it for the advantage it has to the organization.   

Because there is only a single point difference between the numbers, the shift from one to either of the other colors is easy to make. 

Summary

There is an organization advantage to the Tri-Swing, especially when those that encounter it become aware of it.  The shift may occur because of the influence of task, relationships, or other environmental factors. 

The RGB Individual Profile - What creates the Dominance? What are the implications?

Our "semi-retirement" goals include presenting our favorite RGB topics at State, Regional and Local Conferences or similar events.  We love to travel and combining our work with our love of travel is just an ideal way to spend our time. 

We recently had the good fortune of being Keynote Speakers at the Virginia State SHRM Leadership Conference just north of Richmond, Virginia.  It fit perfectly with our plans to attend the inauguration of our new governor, Terry McAuliffe.  Unfortunately the weather turned to rain and permitted the clear focus on the SHRM Conference.  It was fantastic.  The group was attentive and interested in our presentation, they were fun to be around, and as professional a group as we've ever encountered. 

So, what made our time with this group over the top fascinating?  They asked plenty of questions - that alone signals a deep interest in what we were there to talk about.  The fact that the group size was well over 100, made the questions even more important.  Some of the questions are summarized below along with the answer we provided. 

First, a bit of background.  Our topic was, "Developing Your Leadership Role: The RGB Leadership Legacy."  All participants were afforded the opportunity to complete our RGB Individual Profile in advance.  The illustration to the left is mine (Joe).  It has been pretty stable for over 25 years even though our Inventory has shifted slightly to improve reliability and validity.  The Red, Green, and Blue pieces of the pie represent the thought patterns that manifest themselves in observable behaviors. 

My dominant Blue of 50% suggests that those characteristics of me that provide Blue thinking and behavior manifest about 50% of the time, or in 50% of my thoughts and behavior.  The Green part manifests about 30% and the Red about 20%.  Obviously the percentages vary widely and create patterns that help one recognize predictable behavior.  The objective in knowing these for oneself and others with whom one works or otherwise interacts creates predictability and patterns that can be used to advantage (or conversely may need to be avoided). 

So, one of the important questions was, "What number of points distinguishes the priority among the color patterns?"  Good question!!  Here's our answer and some amplification that might prove beneficial. 

Our experience suggests that about a 5 percentage point spread would make the difference between a natural dominance and a slide to the secondary or tertiary.  Even with a 20 difference between my Blue and Green, does that mean that the shift to Green from Blue would have to be a difficult slide?  No, not at all.  But the true Green may not be fully manifest in my thoughts or behavior - it might be a half-hearted slide, and it might not last long or I might not be too deeply immersed.  I would probably slide back to my Blue without much of a transition.  The slide to Red would likely be even more tentative and lack conviction. 


Let's take another RGB Profile - on the right.  The Red is clearly dominant with 37.  Yet, in this case the Blue in secondary position is just 5 points away from dominance.  This places both Red and Blue as potentially strong enough to claim that first position.  

To complicate matters further, the Blue secondary and Green tertiary are within a point of each other.  This could be a highly flexible Individual Profile.  The clear Red dominance is followed by a virtual tossup with the remaining two colors! 

In this second illustration there is a strong likelihood that conditions will play a key role.  With the presence of anxiety or stress, the dominance will play a stable first position.  If this Red is in the presence of another strong Blue or strong Green, depending on a position of authority, a shift is highly likely to occur. 

Summary

A dominance is indicated by a single point, but the strength of that dominance is variable depending upon the points of the remaining two colors.  The third factor is the presence, strength, and positional authority of additional people.  The fourth factor is the task at hand.  If the task is Red and the person responsible for the task is also Red, this will likely create an advantage, all things being equal. 

Good Old ProZones Never Die

Two weeks ago we received a mystery package through UPS from a well known organization. When we opened it the package contained several dozen cookies and a note from an old friend and clients that we'd not seen in about a decade. The package contained a nice hand written note inviting us to call and get together. We were overwhelmed with the token and the opportunity it presented. The original address was to our business FIVE locations ago. Somehow UPS managed to track us down and deliver. This was the kind of story that makes a fascinating plot in some movies!

We exchanged e-mails and made a "date" for lunch.

Naturally, it took a few minutes for us to get in step, but in surprisingly few minutes we were swapping stories of family and reminding each other of people that were in our lives "back in the day." Frankly, it was refreshing. We were then and remain in the HR/od (small letters - verb for organization development) domain. We did it right then and we're still doing it right. Some of the stories brought tears as we traded stories about doing the right things for the right reasons. It was refreshing. As we filled in the gaps in our ten year absence we quickly found ways that we can serve each other.

The next few days will likely begin an exchange that will continue for a long time. We look forward to it.

This mystical reconnection has called me to think for deeply about the power of ProZones (our od term for intentional relationships). As consultants we often have to depart a client organization either because our work is completed or for a variety of other reasons. As we depart, we often leave behind dozens of valuable relationships that have had deep meaning and significance for us - there is a heavy investment in the work we do, the way we do it. Yet for professional reasons we choose not to muddy the water with lingering emotions or ties. That has always allows a clean break. It has always seemed the right thing to do.

Today, we often wonder if that is the right thing to do as a universal strategy. With a brief passage of time, it seems somehow appropriate to be open and cautious to a renewed ProZone not encumbered by professional constraints.

Persistence - Go Slow to Go Fast

In 1970 I sat at my desk in Concord, New Hampshire, reading the newspaper and enjoying a cup of coffee before the start of a hectic day. There was a full page ad that resonates with me still. The phrase that has stuck with me and has guided me somewhat was, "persistence and determination alone are omnipotent." You may recognize it as a quote from Calvin Cooledge. Here it is in its entirety.

"Nothing in this world can take the place of persistence. Talent will not; nothing is more common that unsuccessful talent. Genius will not; unrewarded genius is almost a proverb. Education will not; the world is full of educated derelicts. Persistence and determination alone are omnipotent. The slogan "press on" has solved and always will solve the problems of the human race" Calvin Cooledge

As some of you may know, we are in the process of moving our office for the 8th time because of a fundamental "reinvention" in how we do business and with whom. Yet 22 years and 8 moves later we remained steadfast to our purpose. We have invented and reinvented ourselves in the process and avoided the ultimate organizational death that punctuates the life-cycle of many organizations. There have been expansions and contractions with lessons learned in all of them. Trial and error with every course correction that has added agility. Our RGB-CapacityWareTM Technology started with a blank piece of paper and we've expanded it to five Books (which by the way are under constant revision as we learn from every event we've undertaken).

We believe our "calling" has been clear: Help my people! Although it has been tempting to be management consultants and enjoy a category with which most people have a sense of familiarity, we have remained true to the intent of organization development (od) principles and are proud to be alone in our own category as workforce consultants. This might, of course be subtle arrogance or stubbornness, but we think it is persistence and that it is consistent with our brand of od. Too often we encounter those who believe they are Organization Developers (note the capital letters that smack of a noun rather than the small letters that are verbish and smack of action). OD has opened its arms to sister-category of professional development so that it is difficult to tell the difference, but tends to be more about individual training than collective or interpersonal organization learning.

So, what does persistence and determination have to do with going slow to go fast? Sticking with our category of workforce consultants means that we have a complex condition to understand from the perspectives embedded in the workforces we serve. Our interactions with those clients demands empathy and reflection if we are to help them change. That is not a fast thing. We have some answers going in, but are required to slow down and synch with those, for example, who resist change. Only when we adequately understand the personal implications of resistance (going slow) do we have the means to fold that resistance into the progress that enables greater speed toward a more inclusive destination. Clients (usually senior leaders or management) want set answers and speed because slow is more resource intensive. Yet there is a price for getting up to speed too quickly that seems inevitable (lost effectiveness - remember: Rhythm of the Rocks). Persistence and determination does seem to provide a means to that end.

When Decisions Collide

My wife and I were driving to the office during rush hour (4:30pm - it's great to be semi-retired). Our light turned green and as we moved into the intersection the cross traffic just kept on coming. I drive a BIG truck so I decided to put a little bit of the fear of God into one driver who just didn't make it across, thereby blocking our path midway. I moved ahead slowly confident that I'd do no harm and cause him to think just a bit about blocking traffic in the future. But that's just the prelude to the real story.

As soon as we cleared this intersection we could not help but notice the blue and red flashing lights coming from several police, fire, and ambulance vehicles. It was at least a three-car accident. Emergency crews were prying metal apart and extracting seriously injured folks from their vehicles. Traffic in the accident lane was completely detoured. As we weaved our way around the scene, it struck me that several decisions created this catastrophe. Someone thought they could and couldn't, while someone else thought the same thing and both were apparently wrong. What happened? And what is the message for a less life-threatening situation?

Decisions are made hundreds of times each day that likely have some impact on each of us. Decision-makers in Washington pass legislation. State governments create regulations based on legislation that also impacts our lives. On and on it goes. At work the boss and supervisors make decisions that impact policy and organization culture in ways that often leave us questioning the sanity of those for whom we labor. We just try to get through it all unscathed.

I've been in meetings with 100% confidence that a decision has already been made but input is elicited in a hollow routine. It's just a waste of time. On the other end of the spectrum I've endured endless discussions and back-to-the-drawing-board research to be certain that the decision eventually made will be perfect in execution (a highly improbable notion). Then there are the competing decision-makers, each with a camp following that tend to polarize the process rather than evoke collaboration. Our Congress is certainly a prime and highly visible example of that nonsense (viewed from any angle).

Many decisions are part of a pattern of decision-making that is well known to those who must observe it. By the way, those patterns are often unknown to those who live them. There are plenty of "decision inventories" that will help those who might not be aware of their frozen styles - and the organizational implications thereof. We think a better way is to think not so much about the perfect decision as the involvement of those who must carry it out. Not withstanding the totally urgent decision, typically a bit of hesitation will at least buy ownership or or at most save a life.


Note to RGB Certifieds: This has Q1 through Q4 and RGB written all over it, at minimum.

Defraging the ProZones with Social Media

As I write this one of our computers is in the process of being defrag'd. As I watched the "analyze" bar it occurred to me that Hubble's Law is at work again and social media offers a new kind of solution to what will be an ever-present dilemma. Hubble's Law generally/loosely states that the universe is expanding and the more it expands the faster it expands. The human behavioral relationship corollary is that the further apart we get in our relationships the faster we move further apart.

Back to the computer defrag that started all this. The more fragmented the drive, the slower the function because the pieces have to spend time and space (clutter) to make connections that they wouldn't have to create if the pieces were contiguous. This seems to have a direct connection to the busy lives we all lead and the added energy and resourcefulness it takes to "stay in touch."

To add to the equation (and perhaps the confusion, the less free space available to defrag the longer the process will take and the more commitment of resources. By the way, ProZones are Venn diagrams that graphically show the relationships between people or organizations as they relate to one another.

Is there an undercurrent of diversity-based issues adding to the complexity? You bet! Is this topic worth the effort to unravel and integrate into the RGB technology. I hope so, especially for the more advanced practitioner who might be looking for more depth of understanding! It will provide added insights and connectivity to both diagnostics and remediative strategies. Finally, what in the world does all this have to do with social media? Plenty, I think! This connection is not necessarily a new thought. It may have new ramifications however, just because of the RGB Technology connections. Social media provide a new twist to the traditional ProZone implications.

This simple initial thought tumbled into complexity very quickly - it's a Blue thing I think. These preliminary thoughts and reactions to them will be foundational to some new technological depth.

Normalizing the Chaos of Change

If a certain amount of change is inevitable, and it is, then it is also true that people need a dose of stability to cope or even recover from what is often a traumatic experience. In the absence of some malady both the chaos of change and the stability of normal are needed to sustain an even keel. Language is a good barometer to evaluate your readiness for chaos or change.

We all refer to police, fire and EMT professionals as "responders" because they have a set routine for every contingency and everyone knows what it is and what the roles and responsibilities entail. These courageous folks are responders because they have and continuously refine their protocols. You can too.

Chaos happens - change is constant! Anticipating that these irritating intrusions into our routine business WILL present themselves, and WILL intrude at the most inopportune times is a fact of organizational life. Even though many businesses do effectively react to necessary unscheduled pressure, this is a continuing problem that is worthy of a better solution. Here's one methodology to accommodate unforeseen change with less workforce turmoil by applying a month by month protocol.

We're recommending a 12-month cycle, just because that's a normal cycle in any organization. Folding change into that existing cycle will go along way to help stabilize the organization. In a subtle way, we also see the four seasons represented in this annual cycle. The somewhat "dormant - winter" season (Months 11, 12, and 1) things are happening that are typically out of sight for the majority of the workforce. Seeds of change are planted in the Spring (Months 2, 3, and 4). Just as seeds become germinated through planting and watering, so to does the workforce absorb what it needs to grow through workforce feeding and collaboration. The Summer growing season (Months 5, 6, and 7) sees real tangible progress toward needed improvements. Participation across the workforce begins to bear fruit and reveals areas that will require attention. Fall harvest (Months 8, 9, and 10) completes the cycle by emphasizing the return on investment of doing the work. What actually happened compared to initial expectations will shift priorities and help establish new patterns for the next cycle.

Before you jump to the conclusion that I'm a "naturalist" I'd prefer you think of me as someone who thinks it has utility to combine a new process into an existing pattern.  If gardening works, so be it.  What seems appropriate is to synchronize new proposed patterns with existing ones.  The folloing month-by-month sequence does not necessarily begin in January.  Month 1, to get started, might be NOW and it might linger for a much monger period than 30 days.  But eventually, it would be best to stabilize the patterns to the it blends into the routine of your established business calendar. 

If, for example, your "busy season" is June, July, and August, those might not be the best months for intensive workforce focus on the change cycle.  So, slip somewhat less workforce intensive capacity development to the customer service busy season.

Month 1 - think of a chaos-handling protocol as an integral part of your normal annual cycle. Work collaboratively to develop a system that will identify and respond the unique situations routinely. Obtain the full commitment of the executive management team for the full annual cycle protocol. Set up a tracking system to fully inform key participants.

Month 2 - inform the workforce of this new approach at all-hands meetings. Ask for non-supervisory helpers to fill specific roles as the system unfolds in subsequent months. Broad workforce involvement will be essential to success. Embed this information in all future new employee orientations. Begin training volunteers for their new roles.

Month 3 - collaboratively determine what evidence/data must be collected to inform decision-makers of possible changes.

Month 4 - begin collecting the data needed to better inform decisions in a routine way. Determine how, when, and to whom the data will be broadcast and incorporate those patterns into normal literature/meetings.

Month 5 - set up a scenario-based matrix that will help determine the actions to be taken given the inference of the data collected. Verify that users can properly apply the data consistently in different parts of the organization.

Month 6 - Make the information and potential responses available to the workforce.

Month 7 - integrate this protocol into agenda items for periodic management (other key change agents) retreats. Like any retreat this is traditionally the time to reexamine and alter the established systems of the organization and recast priorities.

Month 8 - form cross-boundary alliances to tackle and monitor changes based on any adjustments made in priorities.

Month 9 - normalize options for recurring decision-points in the organization's routine (regular meetings, retreats, budget cycle meetings, quarterly reports, state of the organization presentations, etc.).

Month 10 - measure the changes that have been incorporated to determine everything from task effectiveness to overall return-on-investment. Apply these results to future decision-making by incorporating lessons learned into the information system began in the first month.

Month 11 - review everything available to help improve the protocols established. Stabilizing the chaos-to-normal routines especially during the first annual cycle has a monster learning curve with potentially enormous payback.

Month 12 - celebrate the successes and the value of learning even if the results fall somewhat short of expectations in the first annual cycle. If there is already a periodic celebration scheduled fold in this capacity development protocol.

Routinely developing increased levels of workforce capacity is every bit as important as any other system in the long run. Starting out with an automated system to carry this information is a critical component that should be initiated early and continuously refined as you go (or acquire one to do the job at the outset).

Although it may not be obvious from the start, this protocol will give any organization an advantage when preparing to become or sustain a top ranking as a Best Place to Work in Hampton Roads. Naturally, it's good for a multitude of other initiatives that may appear to be stand-alone events as well. But think about it. This initiative is good for a lot of alternatives - recruiting, survey integration, reward and recognition programs, workforce feedback, benefit review, organization culture evaluation, training adequacy, etc., etc. - you get the point.

In the months ahead you'll find more details on this system of change in my Experts column in Inside Business. In the meantime just begin where you are and gather cohesion as you go. It's an organizational challenge worthy of any organization aspiring to be a Best Place to work.

Civility and Situation Awareness

I'm a private pilot and part of my cockpit responsibilities is situational awareness. There are rules for moving an airplane from spot A to spot B, and it is MY responsibility to know and follow those rules and to be responsible for taking actions even when others do not follow the rules. Lives are at stake. It's a rigid form of civility. It includes the communications between ME, the CONTROLLER, and OTHER PILOTS and anyone else on or near the A to B path (in front of me, beside me, and even behind me, above and below me).

So, here's a situation that my wife and I encountered this morning that doesn't take on the magnitude of "life and death" necessarily but certainly causes a "blip" on the civility radar. We were attending a city breakfast for the "Sister Cities" organization, which in this case included cities in Japan, China, and Germany. There were several hundred attendees. The current chapter president is an old friend and asked us to attend the fundraiser - which we were certainly pleased to do.

When it was time for breakfast we headed to the line which divided into two lanes as we approached the main course (eggs, bacon, etc.). This made the service faster. Both sides of the self-serving table could be used - smart and typical. At the other end of the main course line the division ended and we simply had to join into a single line again to pick up fruit and beverage.

Two gentlemen in the line to our left were fully engaged in a discussion and didn't notice that my wife and I were together, so when she moved to the single line configuration, one of the gentlemen abruptly edged me out. I audibly said to my wife, "I'll see you back at the table." She responded. It was apparent that we had been separated by two gentlemen with an appetite for fruit and conversation before any thought of civility. Their situational awareness had evaporated. There was no incident. Others around us noticed and smiled at me with minor apology in mind. We were all gracious about it.

I thought about the many times I've been rudely cut off by a driver and said, occasionally out loud, "Guess he went to a different driving school than the rest of us." On occasion I've added other words with special meaning! But really, these too have been potential "life and death" situations and, although I've survived them so far, I know that not everyone has. I know that somewhere every day a home gets a knock on the door from an unwanted messenger delivering a unwanted message.

The breakfast line was really no big deal by comparison but it does offer food for thought (pun intended) from an organization development perspective. Do we even talk about situational awareness, and is there a need for it to be talked about. Is it an empathy thing, a survival thing, a civility thing, or can it be bigger yet and prevent the catastrophe that looms just out of sight as someone, somewhere takes it upon himself to restore equity from dozens of situations where an imbalance might have gone unnoticed. Will it be resolved by extending a open hand of reconciliation rather than extending a hand filled with Smith and Wesson as sometimes tragically happens.

"Civility and Situation Awareness" deserves some airtime on the agenda of specific events (again with the intentional pun - can't seem to help it today). So, give it some thought and weave it in where appropriate. Everyone has stories. Whenever I hear about violence in the workplace I'm relatively sure that it likely could have been prevented somewhere along the line. It's our job as od professionals* to find the perfect place for this topic and get after it.


A Note for the RGB Certifieds: We'll be modifying our CapacityWare(TM) Technology to incorporate the topic of this post in the near future. If we don't find a better place for it, the subject will be included within the ProZone Model in Book 4, Tab 2. From this "location" the information will then be included in both Residency Certification programs and Leadership, Management, and Supervisory (LMS) Training events. It's an ideal topic to be included in events that strike at conflict as well.

*od professionals - od is used as a verb rather than a noun.

The Leadership and Followership Gap

Today I listened to the most recent of what is likely to be hundreds of lectures on the art and soul of leadership. That's just half the organization capacity story and I'm tired of the same old refrain and burden about the glamour of leadership. Something's wrong with all the spotlights! I once bought into the notion that you must be a good follower before you can even give a thought to the "rise" to leadership. I still believe it after 40 years and that's the topic of one of our most popular workshops: Leadership + Followership = Organization Capacity!

First, let me tell you what I mean by the notion of "organization capacity" as a foundation for what follows. Capacity is the result of finding and fixing whatever prevents an organization from reaching optimal potential to deliver capabilities. Capacity depends on relationships, both internal and external. It is different from organization capability yet is often confused with that term. Capability is a set of deliverables (products and services) to those who exchange value (normally revenue at minimum but also loyalty) for the value received. If the value received is low, the equity transfer cycle declines. If the value is high, the cycle is sustained or increases. The most destructive capacity phenomena is the no-fault withholding of information between those on the front line and those in a leadership position to make better decisions that will eventually impact stakeholders adversely. This just isn't hard to understand and frankly, is beyond denial.

Back to the initial formula: if leadership contribution is HIGH and followership contribution is LOW the capacity is less than optimal and will eventually be reflected in the capabilities delivered to stakeholders - that includes paying customers. Anyone who has ever worked for any organization for at least one day knows that leaders are not always held in high esteem by those across the depth and breadth of the organization. Guess what, the equation works both ways. Rarely have I talked with anyone in a leadership role (regardless of legitimate authority vested by the organization) who did not lament the condition of the body of followers with whom they had to contend. The myth is that the "best" leaders will miraculously create a body of "best" followers. The amount of energy that would take in most cases would be astronomical.

Our current model of leadership is a leftover from the European eastern monarchy. There is a reality that I have come to embrace - not everyone wants to become that ideal leader to which many aspire - AND - not everyone wants to become that ideal follower which every leader prays will come her way. Compensation systems often demand that more pay requires a promotion to the rank of supervisor of manager. The playing field is NOT level.

That doesn't mean that we should not do our best, but is does mean that a good healthy collaborative effort to determine what "best" means might be is in order. Throw away the checklist and create a new one. On one of my Alaska RoadShows the title of the session turned into ASK! The simplicity of straightforward questions around expectations of those with whom we work would serve us all well. I've certainly failed to do so when it might have been appropriate and I'm sure others have fallen short as well. "What do you really expect of me? What are the most important expectations you have of me in our relationship? What would your "perfect" employee look/be like?"

Be careful. Here's just one true story of many. In a highly frustrated federal workforce I began to encounter front line employees who consistently told me (my words), "Every time I ask what it will take to get ahead around here, I hear the same thing. ""Just do your job!"" the boss tells me. But it never matters. As hard as I do my job the bosses favorites get ahead." I had occasion to meet with the supervisors alone and asked them, "What does it take to get ahead around here? How do people get promoted?" The answer was unanimous. "We're looking for people who go beyond the limits of their job description." They actually had a checklist that they used at promotion time and didn't hesitate to list some of the items on it. When it was time to consider candidates for advancement they were all looking for someone who did more than just their job. Who wouldn't be looking for that?

So, in this situation, which I believe is more common that one might think, it illustrates the point I'm trying to make. From this bit of common evidence the gap between leadership and followership is widening. The supervisors favorites were doing more, which caused more dialog between the supervisor and favorite, which fed the notion that the supervisor had favorites. The general belief among workers at this facility was that all supervisors played a deceitful game telling two stories instead of one. Do you suppose a worker having been in this kind of dysfunctional environment and then transfers to a new supervisor will ask or believe the answer in that new relationship? It seems highly unlikely. The new supervisor will have to work much harder to gain the level playing field the second time around.

Summary

Members of the non-supervisory workforce talk to each other far more often than do those who have to condend with the necessary isolation of supervisory trappings (offices, cubicles, distance, etc.). The chatter creates a culture that is difficult to penetrate. The cultural bond that forms is often created for a kind of self-protection against many obstacles, perceived or real. To break down barriers with questions is far more easily done than with statements. ASK questions. Close the gap from either end.

At The Edge of Responsibility - Rows 20 and 21

We recently took an AirTran Flight from Atlanta to our hometown in Virginia. Our seats, as is customary were in the emergency exit rows - higher price, more legroom, some added potential responsibilities, the best of both worlds.

Before departure we got the usual lecturette about our added responsibilities to jettison the over-the-wing door in the event of an emergency if told to do so - and by the way, do anything else asked us to aid the other passengers in an emergency. We nodded our heads and said, "Yes!" to validate our seats. Before this flight I had focused almost entirely on the door jettisoning responsibilities, as I believe most people do. But this particular flight caused me to have some angst. Here's why.

In the row just in front of me was a woman obviously nervous about this flight. She clutched her handbag tightly in her lap. The attendant asked her to place the bag on the floor under the seat in front of her. I've heard the request a hundred times over the years. What I've never heard was her response. "No!" The flight attended struggled with a polite, "May I stow the bag in an overhead for you?" Again came the straightforward and slightly louder, "No!" The passenger and the attendant passed the moment with some friendly conversation - all smiles and warm. Then the attendant went on with her duties leaving the woman in 20A with a bag on her lap. I thought to myself, That's strange, but I guess there is some discretion. The woman was nervous, after all.

Then I started to think. If something went wrong might I be asked to help this woman. In an emergency, I'd agreed to do as much. This was thought provoking.

A few minutes went by and I began to take notice of other things going on around me. The next situation emerged from 20D, just across the aisle. The woman was unable to fasten her seatbelt. The belt was about 10 inches too short to clip. She pretended to fasten it and quickly covered her lap with her coat so that the attendant wouldn't detect this situation. She closed her eyes and pretended to sleep to complete the deception. Four times attendants walked past the woman in 20D and not once did any of them pause to investigate further. It might have embarrassed the woman to be discovered and to have to use a seat belt extension. The likelihood of crash landing after all was remote.

Now my thoughts go deeper into my agreement to help if requested to do so. If this woman ended up on the floor it would be a bottleneck catastrophe of high proportions. A blocked aisle with frantic passengers trying to exit would be more than anyone could cope with - certainly it was well beyond my strength and ability. What had I gotten myself into? Not quite done yet!

We'd taxied to the hold line - we'd be next for take off. As I usually do, I looked out my window and looked across the aisle to see out the window across the aisle from me. I couldn't believe my eyes. The man in 21D was quietly on his cell phone nestled on his left shoulder to completely conceal it. We got clearance to take the runway. Still talking. We began to roll, still talking. We were rotating, still talking. I couldn't believe it. This was one of the most high angle takeoffs I'd ever encountered. Had his cell phone messed up the navigation?

Given these three separate situations an arms length apart I couldn't help but wonder how prevalent these kinds of situations were aboard this aircraft. Where and when did my responsibility begin and end? Why were the attendants so lax? Why were my fellow passengers so self centered that the thought of the rest of us was so remote?

The man is 21D with the cell phone it turned out was an Assistant Pastor in a large Houston, Texas congregation. Was he contending with an emergency? Was it a trade off for him? Perhaps he saved a parishioner, at the potential expense of the safety of over 100 fellow passengers. No one died or even knows about it but my wife and I. But we got off the plane exhausted and disillusioned with the apparent lack of personal and professional responsibility. Though this is a sad testimony, I sadly believe it is prevalent.

So, what does all this have to do with the wonderful world of organization development that we have made our life's interest and the object of our life's work. Plenty!

People in organizations break the rules constantly. Self interests prevail over organizational interests all the time. In a strong organization culture, which is our specialty, self interests can take a second seat to tight culture if the actions of a person are observable by others that might influence that behavior. But in the midst of strangers or in the seclusion of darkness or hidden by a outer garment self interests will often win. Add a bit of anxiety and people will embarrass their most substantial comfort zones (their dominant RGB color, for example).

In an organization culture individuals will bend and break cultural norms to serve their own interests when they can get away with it. They will endanger their temporary commitments to those around them to serve the needs of closer relationships that may not be present. They will be secretive about anything that will preserve their self-image and well being. These and similar characteristics place a burden on an organization's leadership, management, and supervision, and stretch to a breaking point the peer (without authority) relationships of those around them. The cost is lower capacity - the ability of people to identify and solve problems of mutual concern that impact an ability to achieve an organization's purpose, missions, goals, etc. Ultimately, low capacity robs the organization and the people in it of profitability and the security that goes with it. This is an oversimplification, of course. Lots of other things suffer, too.

To fix these kinds of conditions requires a steadfast commitment to change at all levels, not something easily achieved. Just talking about it will likely make the situation worse, at least temporarily. In the long run, it is not the change through communication that will make the difference but a root change of heart that precedes the earnest communication that will be an essential first step.

Shifting from Old to New - Dramatic and Dynamic Change

This might be as much a progress report on our shift to a new business structure as a reality check.

Old Traditional Way (1976 to 2010)...
We have been a traditional od consulting firm since 1976. We found and serviced end clients with our own proprietary brand of technology - CapacityWare(TM) RGB Technologies.

Preparation for Transition (2000 to 2010)...
The most significant initiatives of this decade have been the programming of unique software, the creation and refinement of the client library, and the residency certification of an extended and independent network of client-service consultants. This effort has taken place at our home location - Hampton Roads, Virginia.

Transition to the New Consultancy Model (2010 to 2015)...
Here is the two-fold approach: extend certification to a national and global presence primarily with National Roadshow and global Internet connections, while shifting our service base from end-clients to those who have been certified to service end-clients. We've been doing it for some time with increasing success and we're ready to intensify the effort.

Transition Actions

Commercial Office Space - Close (March 31, 2011).
We are no longer in the event production business and the need for commercial office space with the new consultancy model (serving those who serve) is no longer needed.

Web Sites - Continue.
LTODI will continue to be the repository for CapacityWare(TM) RGB Technology.
QualityofWorkLife will continue to be the client data entry port for the network.

e-mail, AOL - Continue.
The AOL address is well known and documented.

Remote Access - Continue.
This enables the entry into all IT resources from virtually any remote location.

Advanced Cell Phone Availability - Continue.
Everything needed for e-connectivity from anywhere at anytime.

Twitter - Continue and Escalate.
Notify user practitioner followers of happenings and receive feedback.

e-ProZone Blog - Continue and Escalate.
Inform potential and current practitioners on current and topical matters of interest.

LinkedIn - Continue and Escalate.
A platform for the practitioner base to connect professionally to a broad audience of potentially interested users.

Facebook - Continue and Escalate.
Publish RoadTrip and RoadShow results to a user/practitioner base.

YouTube (Guru account - RGBFounders) - Continue and Escalate.
Make available a wide range of video products (currently over 3 hours and over 50 videos) to assist practitioners with illustrations of how the technology is applied.

Skype - Continue.
Use for remote visual connection with the practitioner base as needed.

e-Bay - Establish.
Use as a global platform for the convenient identification and sale of RGB Technology.

Summary

So, there you have it. The sift is by no means complete, but it has begun and with sufficient evidence of pay-back that it will continue and escalate. We are only two, but our approach to the new model is that we have a significant multiplier for our efforts. RoadShow engagements appear to be doubling in 2011. There has been firm interest in success in remote certification options that have only recently been offered. We have not arrived, but it is the journey toward an ambiguous destination that is the current thrill of our efforts (Blue statement for sure).

Got a comment? Have a suggestion? Post it, please.

Reinvention, Step 3 - the NEW Work Regimen.

The third and final element in the Organization Realignment Model is to rethink and document the Work Regimen to align with the new Beliefs Set and new Strategy Bridge. There are five categories to be considered in this step: Organizational Goals, Programs, Individual Objectives, Priorities, and Tasks. The specific information provided here is offered to achieve two purposes: acquaint the reader with the broad features and benefits of the Realignment Structure, while providing some insight into the current Realignment Structure of the authors' organization - QWLC.

Work Regimen
September 2010

1. Organizational Goals. Without goals any organization is likely to whither. Goals sustain a future-focus and, for many, provide the motivation to strive to achieve those things the organization has judged as essential. Goals are typically collective in nature, so that failure to achieve a goal is normally attributable to more than a single individual. Three primary QWLC organization goals are:

• Client Practitioner Retention: Retain 100% of past clients allowing for dormant periods.
• Practitioner Expansion: Annually double the quantity of RGB Certified Practitioners that consume license "counters."
• Profitability: Sustain a positive revenue stream sufficient to cover all costs and sustain a reasonable contingency fund.

2. Programs. Programs are well documented sequential steps that must be completed to achieve a specific outcome(s) that result in a product or service deliverable for customers (internal or external) on behalf of organization stakeholders. There are always "start" and "stop" cues, at least one "process," and at least one "decision." Process steps need not all be completed by the same person. Although there are many programs in any organization there normally only a few critical programs that support mission accomplishment (see also the posting on Beliefs Sets). The following core programs support QWLC missions.

• Client Care: engenders loyalty by serving current client needs while exceeding expectations.
• Marketing: creates customers and clients for QWLC services and products.
• Roadshow: stimulates interest in RGB Certification among workshop participants.
• Finance: accounts for expenses and revenues to inform decisions.
• Technology Maintenance: develops written guidance to help organizations.
• Web Presence: provides Internet access to technology for users and potential users.
• RGB Practitioner Certification: expands practitioner availability to users.
• Event Production: designs and implements capacity improvement events.

3. Individual Objectives. Organizational goals are achieved by attaining individual objectives that contribute to them. Objectives are assigned to a specific individual and are measurable as to quality, quantity and period of time (daily, weekly, monthly, for example).

Joseph...

• Green: 100% functionality from anywhere.
• Blue: Update CW Library, blog, Facebook, YouTube, LinkedIn, Twitter, and LTODI monthly.
• Blue: Produce one viable Roadshow monthly.

Elizabeth...

• Red: Fiscal and Calendar stability with 3 to 6 months reserve.
• Green: Visit one selected Preferred Practitioner (counter-consumer) monthly.
• Red: Lead one viable RGB Workshop monthly.

4. Priorities. When tasks compete for time and attention there must be a clear set of priorities that allow people to make consistent choices among potential tasks. This sustains a healthy balance between effort directed toward urgent and important tasks. This is certainly true for employees, but it is also true of those clients being served.

• Client Support: provide support needed to contribute to the success of clients in their efforts impacted by our product and service delivery.
• Practitioner-base Expansion: offer RGB Certification options that grow the network of preferred users.

5. Tasks. Tasks are specific actions taken by an assigned individual using a combination of skills, abilities, knowledge, and requisite talent within the context of program requirements defined by the organizations structure. Tasks are most effective when aligned frequently with Goals, Objectives, and Priorities.

Joseph...

• Blue/Red Tasks: IT, Software, Library, Videophotography, Proposal Creation, Technology Development and Lead, Local Transportation, Transitions, Internet, Storage, Event Production.

Elizabeth...

• Red/Green Tasks: Data Entry, Office Management, RGB Lead, Client Connections and Lead, Communications, Shopping and Purchasing, Publications Production, Calendar and Scheduling, Finance and Accounting.

Summary

Most effective work gets done when it is well aligned with elements that comprise the Work Regimen explained here and are also consistent with the Beliefs Set and Strategy Bridge posted previously. It only makes sense that efforts across any organization structure be aligned so that synergy has a chance to make a contribution to output, and cultural capacity, as a measurable asset, contributes to the effective and efficient delivery of products and services to valued clients and customers. One recurring problem in many organizations (that is solved by this Realignment Structure) is the practice of making corrective action when things go wrong in isolation. The broader view that can only be achieved by reviewing the entire Realignment Structure (Beliefs Set, Strategy Bridge, and Work Regimen) is the best solution to a "tinkering" method traditionally applied.

Reinvention, Step 2 - the NEW Strategy Bridge

Once the rethought (or original) Core Beliefs Set had been adopted, it calls for the immediate review and recreation of the new Strategy Bridge element of the Realignment (Model) documentation set. The realignment documentation set is highly flexible in that a single set may be used to connect the Beliefs Set with the Work Regimen. In the alternative, however, multiple Strategy Bridges may be needed to assure clarity. There are five strategic categories in the Strategy Bridge that must be rethought (or created originally): Advantages, Scenario, Initiatives, Standards, and Products and Services.

Overarching Roadshow Strategy Bridge

September 2010

1. Advantages. The advantages section provides a short list of the most significant conditions that provide a more beneficial condition than may have existed previously. For some, as an example, the current economic downturn may be an advantage because of the abundance of qualified potential laborers. Current conditions provide advantages for QWLC at this time:

• The reasonable availability of highly qualified RGB Certified Practitioners.
• The maturity of the RGB Technology lends itself to replication.
• The proliferation of Internet systems such as LinkedIn, Twitter, Facebook, and YouTube.
• The availability of "how to" videos that foster distance learning with realistic scenarios.
• The constrained revenues of organizations that can benefit from internal RGB Certified Practitioners as a cost saving measure.

2. Scenario. The scenario depicts the current conditions so that stakeholders have a unified understanding of those conditions. This unity concerning a realistic scenario a cascade of thinking into unified courses of action that make good business sense. The QWLC scenario is simple:

The Founders have worked diligently to create an informal network of users based on a common technology - the RGB Technology! This informal network permits one practitioner to support and assist another when help is needed, yet operate independently in the interim. Both internal and external practitioners use RGB Technologies on a routine basis and are able to quickly adapt that experience to suit any client organization with minimal effort. This means a fast and economical solution fora wide range of user organizations is now available. The Founders plan to expand this informal network and the user organization base through low cost Roadshow events that "recruit" new practitioners and expand the user organization base. This steady expansion will perpetuate the growth and strength of the technology well beyond the mid-Atlantic region toward a national and potentially international audience.


3. Initiatives. Initiatives include new activities (even if "new" means stopping something that previously was ongoing). QWLC intends to start and sustain the following activities while curbing direct user organization service:

• Travel that includes conference showcase workshops for potential user organizations.
• Streamlined RGB Certification processes for practitioners performing simplified workshop templates that expand with experience and confidence.
• Provide low-cost starter kits included in a program of FastTrack RGB Certification.
• Increase reliance on the Internet options for distant learning.
• Engage available experienced RGB Practitioners in new user organizations as required.

4. Standards. Standards clarity the one acceptable methodology or results in product and service delivery. All necessary resources are dedicated to achieving standards so that performance is consistent and measured. QWLC will engage the following standards to achieve the stated initiatives:

• RGB Certification will only be extended to those who meet or exceed performance criteria.
• Support of RGB Practitioners in achieving stated user organization outcomes is paramount.
• RGB Technology will continue to be based on experiences gain in actual applications.
• The RGB Client Library and CapacityWareTM Software will be continuously revised to incorporate learnings posted by experiences RGB Certified Practitioners.
• Additions to the informal RGB Practitioners network will be approved by the Founders.

5. Products and Serices. These products and services clarify deliverables to clients and customers. The current QWLC mix is:

• Products will include: technology publications, software, videography, and tangible mementos.
• Services will include: recommendations, mentorship, Internet connectivity, and learning experiences.

Summary

The Overarching Roadshow Strategy Bridge is a means of achieving an expanded informal network of user organizations and RGB Certified Practitioners well beyond the mid-Atlantic region that potentially includes an national and international structure. It will be achieved by the travel and showcase activities in major metropolitan markets conducted personally by the Founders. The RGB Technology has proven to be an effective classical organization development system that deserves a broad-base of users achieved through carefully designed exposure in this highly personal manner.

Reinvention, Step 1 - the NEW Beliefs Set

In the natural course of an organizations' cycle - birth, maturity, and road to death, it is critical that a time be set aside to judge the need for a fresh start, a renewal, a reorganization, a reinvention, a new beginning - call it what you will. Signals may include a lag in profitability or in the case we'll discuss here, the "need for posterity," the notion of legacy. Our business, Quality of WorkLife Consultants (QWLC) is a little over seven years old. The business before that, based on the same technology, lived for eleven years. Before that, again based on the same technology, it was embodied in a yet different form but lasted for nine years. Those were all great runs. Yet each began to take a toll in the lack of innovation and enthusiasm of the founding partners. We were not immune from the laws governing this life cycle. In each case, however, we recognized the trends, the unmistakable patterns that would lead us to a rebirth, again applying the same technology with fresh wiring!

Beliefs Set

September 2010

The following five elements of an organization constitute the core of what drives people toward completing the organizational tasks to fulfill the core reasons for its existence. In both theory and practice the words and "soul" of what is intended are the Beliefs Sets unique meaning to the people in the organization that created it. It is not uncommon for several Beliefs Sets to be nested in a cascade from top to bottom of the structure in large organizations.

1. Purpose. The singular reason for the existence of the organization expressed in clear and concrete terms is a statement of its purpose. The organization purpose must justify all tasks, directly or indirectly, undertaken by the workforce. Although some core elements of purpose remain constant, the general elements may vary. As organizations are reinvented, the purpose requires a fresh examination and is subject to change because of the shift. The QWLC purpose has shifted over the last few decades but at its core has been the RGB Technology registered as CapacityWareTM - the body of written guidance as well as the parallel software. When the business first began the purpose was to achieve a sufficient revenue stream, next there was a concentrated effort to expand services and products while concurrently Certifying a cadre of RGB Practitioners, and now the purpose is focused on further expansion and preparation of the RGB Technology to survive a gradual retirement of its founders with a younger cadre. The newly evolved purpose, therefore, has become:

• CapacityWareTM Practitioner Support.

2. Missions. Missions are those disciplines that result in a product and/or service that are designed to generate revenue for the organization from customers and clients. There is always at least one internal mission (frequently the generation and use of capacity) and at least two external missions. In many organizations of sufficient size, missions become a primary catalyst for organization structure. The new purpose at QWLC is supported by three missions:

• Stimulate - a steady stream of prospects, that yield a growing number of RGB Certified practitioners.


• Educate - users and practitioners to meet demands from potential organizations.


• Support - users and practitioners in their efforts to serve their clients and customers.

3. Values. Values guide decision-making consistency - they establish priorities among alternatives. Value sets normally come in groups of five, three of which are normative and two of which may be aspirational. Values shift over time as people and organizations mature. Value sets may effectively cover an entire organization, but may be nested in each work group and team in a cascade from the board room to the loading dock.

• Innovation - implements increasingly more effective technology based on experiential learning.


• Fun - results when ways to make our events are light-hearted for participants and for us.


• Balance - brings to our work the ideal amounts of work and leisure in an acceptable mix.


• Respect - accepts alternatives and those who espouse them as equal and essential contributors.


• Profitability - aims for positive revenue flow in all endeavors given some initial investment.

4. Vision. A vision is a systemic (see Unifying Human System) articulation of a future state of the organization and its interaction with a defined environment. It is highly desirable that a single vision statement be articulated, but that it may have alternatives that account for most likely, most desirable, and least desirable scenarios. The following are from the current QWLC Beliefs Set:

• Most likely - Probable. Leisure travel with the right amount of stimulating showcase event(s) included at desirable locations that also fit with personal interests. The initial scheduled events in each Roadshow tour are arranged by the Founders and augmented by interested RGB Practitioners and others. Events are conducted primarily at regional conferences and in-house training workshops that incorporate potential RGB Certification options. These showcase presentations provide potential client organization decision-makers with a live sample of RGB Technology options designed to recover or develop internal capacity across the workforce. Long-term results include an organization culture resulting in an improved quality of worklife for leadership, management, supervision and non-supervisors as well.


• Most Desirable - Optimistic. Create a cadre of qualified Senior RGB Practitioners that are fully capable of executing the most likely vision independent of the Founders.


• Least Desirable - Pessimistic. The Founders create limited local opportunities that focus on conferences held in the Hampton Roads area with minimal travel advantages.

5. Customers/Clients. Customers and clients exchange revenue for products and/or services provided by the organization. The most profitable exchanges become a higher priority. Clients include:

• Local Government Organizations.


• Large Corporate Organizations at Multiple Locations.


• Independent Consulting Organizations.

Summary

The material above is both an explanation of the RGB Beliefs Set as part of the Organization Realignment Model as well as current the QWLC Beliefs Set. By its context it is the Blue body of work best accomplished in a large group environment over a lengthy period (several months) with numerous small groups chartered to validate and augment the central group effort. At QWLC the effort has been repeated every year or two with complete revisions in 7 to 11-year cycles. Key indicators that signal the need for revisit include but are not limited to the failure of missions to attract sufficient revenue or the imbalance in revenue attraction of one or more missions over others.