10-D High Capacity cod Annual Development and Recovery Cycle

DOCUMENT - DECIDE - DISTRIBUTE - DIAGNOSE - DISCLOSE - DESIGN - DELIVER - DEVELOP - DISSECT - DO-IT-AGAIN

Preface - it would be appropriate to explain what WE, Quality of WorkLife Consultants (QWLC) RGB Certified Practitioners, mean by some of the terms we use. 10-D refers to an established 10-Stage System of Change and describes the ten distinct steps that are both sequential (taken generally in turn from beginning to end), BUT may also overlap (a step can before the previous step is concluded) and be less than contiguous (different parts of the organization can be in different steps at the same time depending upon their needs). Capacity is a condition that an organization is in that pertains to internal culture and describes the degree to which it can find and fix problems without regard to boundaries. cod is an abbreviation for classical organization development, as a discipline provides intentionally in lower-case letters, because it is used here as a verb rather than a noun. Development is a term that characterizes the installation of new skills and processes that improve an organization's ability to meet its purpose and missions. Recovery is a term that characterizes the a process of regaining skills and processes that were once working well but have fallen into cultural disuse through the withholding discretionary effort. Cycle (Annual Cycle) means that all 10-Stages are generally completed over each twelve-month period commencing from initiation and accommodating some slippage to account for external customer demands.


1. DOCUMENT - all critical information in a central and available repository.
One of the most valuable is the monthly Rate-of-Engagement Index which provides valuable "intervention pace" guidelines. At the outset the current set of documentation is established as the Standard Technology to be followed throughout the intervention until replaced. In addition, we use a sophisticated software system - CapacityWare(TM) to aid in all stages of 10-D. The system is fully integrated with MS Office as an added level of seamless processing. Every Event along the multi-annual track is captured to aid in the analysis that fosters continuous improvement. The system processes RGB Inventories, creates automatic RGB Individual, group composite and Task and Talent Profiles using advanced RGB Technology, processes organizational surveys with a full range of potential presentation options, and even helps in the design of integrated course-of-action "sets." The system tracks attendance at key events, helps create periodic and annual Transcripts of Participation and calculates valuable Return-on-Investment projections, as well as a critical Cohesion Index for decision-making and decision-implementation groups. In other words it tracks the development of culture as a determining factor in capacity conditions.

2. DECIDE - the degree of clarity, commitment, depth, and breadth to employ.
Primary leaders, managers, and supervisors (LMS) meet early-on to discuss and decide on the level of intensity the stages will take. With a reasonable level of agreement among the top "direct reports" the stages can begin to unfold with an understanding of what will lay ahead. These early-on meetings also set themes and goals to be achieved as the initiative gains momentum.

3. DISTRIBUTE - to the workforce a projection of what lies ahead.
Depending upon the size of the organization, one or several means of communication (workshops for some, briefings for others, newsletters, videos and web publication for all the remaining members, for example) may be needed to inform the workforce about what will likely be happening over the next year and beyond. In addition, the distribution of this information may engage them in some preliminary data collection, such as the RGB Inventory, and call upon them to volunteer to be a part of a preliminary team structure.

4. DIAGNOSE - the workforce preference, cultural capacity, and related conditions impacting the organization.
The data collection design is normally created by a team of non-supervisors using the client as the Team Sponsor. Data is collected and interpreted to surface trends, both positive and negative. This data is combined with the RGB Inventory results to create a clear "picture" of what is likely to unfold as the change system gains momentum. The data is processed by CapacityWare(TM) Software to assure integrated availability of multiple data results.

5. DISCLOSE - all relevant information to the full organization workforce.
Everyone in the workforce is presented with the data collection results, albeit in differing levels of detail depending on the size and needs of the organization. Under ideal conditions, everyone gets to view and discuss all the information at a series of Data Fairs designed for this purpose. At these Events a second invitation is extended for people to join teams that will help conditions improve. This time, however, the volunteering may be for a specific team directly based on the priority issues to be tackled.

6. DESIGN - courses-of-action that have an excellent chance of achieving pre-defined goals.
Now the design process begins with the full involvement of those who will have to create and bring potential courses-of-action to life in order to achieve those goals established during early-on planning sessions. These individuals will include Team Sponsors made up of senior and middle management as well as Implementation Teams made of of supervisors and non-supervisors alike. This stage will likely result in several "sets" of courses-of-action that, used simultaneously, will achieve optimum results.

7. DELIVER - continuous experiential learning and structure to those who will need it.
The first order of delivery is to prepare those internal assets for the vanguard tasks they can best perform. Next, the prioritized "sets" are implemented for those participants identified by the design based on greatest needs. In some cases multiple design "sets" may be used by more than one implementation team at multiple events. In this case teams will have to follow the design agenda carefully to deliver consistent material across organization boundaries to diverse participants. The objectives here are to change thinking as a gateway to new behaviors that yield improved cultural capacity.

8. DEVELOP - capacity by identifying and developing learnings that expand successful experiences.
As designs are implemented in sequence, each implementation team learns and passes that information on to subsequent designs using CapacityWare(TM) Software at minimum. In addition, material delivered at an Event for a single group will require follow-through to assure objectives are being met in each instance. Subsequent development or recover contingencies will likely be necessary to assure both continuity and continuous advancement through objective milestones toward overall goals.

9. DISSECT - all facets of what has happened and adjust the Standard documentation to improve the system-of-change.
Each Event (meetings, workshops, document completions, potentially even one-on-one conversations and phone calls, etc.) will present an opportunity for evaluation by the responsible party. Evaluations can also be submitted and processed by all participants depending upon the needs. CapacityWare(TM) Software will process all these evaluations as a means of both determining Event success and as a means of evaluating the interventions being used over the life of each cycle and all cycles.

10. DO-IT-AGAIN - by initiating a "restart" of an improved system-cycle previously used.
With the adoption and integration of evaluation recommendations provided for the whole process, the next step is to repeat the cycle with the improved version of each step as modified based on the new conditions presented. It will be invaluable at this junction to consider a "shift change" for those who have worked hard during the last cycle and may need to back away for the next cycle. It will normally take three to seven cycles to achieve the goals outlined at the outset.

Summary - Unlike a rigid process, this system-of-change is self-adjusting to the conditions it finds and fully capable of evolving to higher levels of effectiveness as it progresses. It is similar to a regimen of diet and exercise undertaken to meet established goals of health in the human system - except that 10-D is a far more complex organization system.

The RGB Roadshow Kickoff - 5-Whats!

A. What are we trying to achieve? Exposure, Expansion, Travel Quality of WorkLife Consultants (QWLC) has organized a Roadshow to tour as many places across the US as we can in the next few years and deliver a low cost foundational RGB Workshop to interested organizations while the Founding Partners enjoy the travel. We want to expose new organizations to the RGB knowing that some will want to pursue adopting it through low-cost certification options thereby expanding the Practitioners Network. There's more information at the QWLC web site about this initiative: http://www.ltodi.com/The_RGB_Workshop_Tours.htm for those who are interested. For more information about the offer and a tentative acceptance option, click on "What" from that Roadshow home page.

B. What is the offer? Unique Low-cost Workshop Trial The workshop we'll deliver is a 2 to 3-hour highly interactive workshop for about 25 participants. It's fun, insightful, immediately applicable, and is potentially the 1st step (of three simultaneous first steps) in helping an organization develop or regain workforce capacity. The workshop is also a foundational 1st step in a potential sequence of progressive designs that address common challenges in most organizations today. As another 1st step the workshop incorporates the first-part of a three-part RGB Certification process. That's three 1st steps in one workshop!

C. What do I have to do next? Be a Referrer or Accept the Offer If you're already a satisfied RGB Technology user, we'd like you to help by referring us to members of your network that could use our services and products. Over the last 25 years our satisfied user-base has expanded through referrals just like the ones launched by this initiative. We simply want to work with more people like the people with whom we already work. If you're considering the need for a new approach to workforce capacity development or recovery based on new challenges, tentatively accept our offer by e-mail or by visiting our Roadshow web site (link in Part A, above - then select the "What" button).

D. What are the incentives? Referrals, Improvements, Prizes We've asked RGB Certified Practitioners and users to help us connect with potential host organization Sponsors by referring us in the right direction. There's satisfaction in helping people that mean something to us. Our best strategy is to involve those we have served for the last decade in the search for added exposure to this body of work. We recently met with a representative group of users and Practitioners for lunch. We were taken back at the level of excitement for this project. To show our appreciation we've offered a gift - the first of what promises to be many. A one-week, November 6th to the 13th, 2010, vacation on the Outer Banks in Duck, North Carolina. Naturally, there is also an incentive for host organizations to use RGB Certified Practitioners. Once certified they can award GEMS that earn points toward prizes of all kinds. QWLC is also host to an Annual Celebration with significant prizes that begin with another week long vacation package. Last year we awarded dozens of prizes.


E. What happens after the tentative offer is accepted? Clarity, Scheduling Before the Event, there are a few things that need to be clarified. Simple written checklists to help everyone can be downloaded. Begin the scheduling process so that dates can be reserved. Finally, there are simple follow-through details to be coordinated as the Event draws closer.




A New Chapter in a 25-Year Journey...


As any referrer will validate, the RGB Technology is owned and proliferated by the founders - Joe and Elizabeth Lacroix. For over 25 years they have worked hard to create a body of knowledge that lies within the classical organization development domain. As new challenges have emerged, the technology has evolved to accommodate even the most demanding of situations. It has only been for the last 5 years that they have begun to certify qualified candidates to expand on their strong foundation. They've gone slow to go fast. The technology is ready for serious expansion and that has prompted this next phase of growth - the Roadshow. At this phase, the founders remain steadfast in their personal involvement in that growth by engaging in the selection, training, and mentoring of every Practitioner desiring that involvement.

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/.

Surviving Reorganization by Applying Realignment Model Principles [RM]

Few management decisions will throw an organization into depression and chaos faster than wholesale reorganization (downsizing, rightsizing, restructuring, consolidation, etc.). It shifts self-images and emotional stability to the very fringe of sanity in some cases. People who have worked a lifetime within a niche that allows them to feel comfort and pride suddenly are shaken to the core. There is no perfect way to overcome this swirl of confusion - but there is a better way to recover from it that just hoping for the best. It's called "realignment technology."

Realignment is a better way of restoring order when order has been disrupted because the same "elements" remain consistent from the former condition to the next iteration. It may not eliminate the chaos, but it will likely quicken the transition and provide a very human element to this system of change. The system of realignment is initiated for the organization's population and navigated by the population through specific stages - it will take months. The "events" are structured for maximum involvement that provide an opportunity for everyone to be involved - get the facilitation teams ready well in advance (for some organizations it may even be too late for advanced preparations, but don't despair).

The order in which the realignment takes place may vary. In fact, all three elements may be undertaken simultaneously. For those who might wonder about the RGB filter - it's alive and well throughout this system of transition. First, a caution. This bit (posting) of RGB Technology is an overview. Luckily, however, there is extensive documentation that is readily available for those who may need it. The three elements are: a "Belief Set" that may remain somewhat stable throughout; next a "Strategy Bridge" with an associated timeline will also be reworked; and finally, the most radical changes will probably be associated with the "Work Regimen" that results in documenting the continuing work of everyone in the organization. These three elements were present before the "bump in the road" and will be present as long as there is an organization.

The "Belief Set" consists of five parts that need to be resolved by groups of participants across and throughout the organizations' depth. It includes stabilizing influence of such topics as Vision, Purpose, Missions (revenue flow) and several others. Many organizations will attempt to continue doing the same work with fewer people, thus just making things worse than ever - can't be done! The value of doing this work is the dialog that must take place during the realignment events. It's not the final document that counts, it's the work done to get to the final document.

A "Strategy Bridge" with a timeline begins to get participants involved in connecting the desired future with clear strategies that will fit the new scenario. There are five strong parts to this work, but the Scenario dialog is perhaps the most difficult and demanding. Talk about making things worse, a fragmented scenario will do just that. If everyone doesn't agree on the scenario (conditions within which we must continue to operate while we transition, for example) those differences will pull the organization apart from the beginning. Slow down here to go fast. Once the Scenario is in place, work can continue on the remaining parts; even in this declining and chaotic condition, Advantages must be identified, for instance. This may take several separate but clearly linked documents - normally one for each Mission area defined in the "Belief Set(s).".

Finally, the "Work Regimen" - or more precisely the work groups and individuals plans of how things will get done, by whom, and by when. In all probability, these kinds of documents were not adequately in place as the reorganizing event gained momentum. The parts here include: Programs to be implemented, Goals to be met, Objectives to be achieved, and above all Tasks to be performed and to what Standards - to name the most critical of the parts. There are a few more.

The challenge is real, and the methodology is time-tested. It is not a panacea, however, but is a clear place to begin recovery. AND the bonus is that it will include everyone in the organization. As sure as there are RGB people in the organization, the Realignment Model described above is also Beliefs Set Blue, Strategy Bridge Green, and Work Regimen Red. This makes it an ideal system for everyone to fully participate. This System of Change engages talent as the baseline yet also demands specific skill sets.

For more information, try the resources at http://www.ltodi.com/ as a means to a new stable organization.

Diagnose and Design Using The RGB2 Basic Model [BM and #71710]

Simlifying the the conditions is a critical step in the diagnosis and design system of organization change. Here's a reliable and fast methods to achieve a highly accurate result.

The Basic Model Consists of four Quadrants, two in the future, two in the past; two with positive perceptions, two with negative perceptions. +

Quadrant 1 - lower left is the positive past.
This territory stores our "Traditions."

Quadrant 2 - lower right is the negative past.
This territory stores our "Lessons Learned."

Quadrant 3 - upper right is the negative future.
This territory stores our "Risks and Opportunities."

Quadrant 4 - upper left is the positive future.
This territory stores our "Alignment."

While living our lives the model conveniently stores our thoughts into one or all of the quadrants, normally so that one quadrant (sometimes two or three) dominates. As thoughts gain "bulk" and stack up in each of the quadrants dominant quadrant/territory stores our habits and routines that we depend upon to get through the day, the month, the years, and out lives. With age, the dominant quadrants/territories may shift a bit. A significant emotional event (SME) may shift our dominant quadrant also. A vast majority of the time quadrant 3 tends to be less developed than the other three quadrants.

When the quadrants are filtered through an RGB lens, the majority of Q1 registers as Red; Q2 typically registers as Green. Both future quadrants Q3, and Q4 are predominantly Blue.

Individuals and groups (sometimes whole organizations) hover over a single quadrant, especially in times of trauma or high levels of chaos.

There is a natural progression through the quadrants - 1, 2, 3, and 4. The cycle momentum may become erratic, but normally will spin upward toward maturity, downward toward regression, or repeat the same territory without significant change at all.

The great value of the model perspective is that it helps to know the territory within which an individual or group is "resides" and therefore becomes a predictor of a subsequent territory. The model simplifies an understanding of conditions. The model also allows one to know likely prevailing characteristics with a few crumbs of insight. Quit a bargain in the knowledge and wisdom quest.

There's more to know at http://www.ltodi.com/.

Charter Meeting "RGB Practitioners Group" [PG]

On Friday, July 16, 2010 Elizabeth and I facilitated the first informal meeting of the Charter Members of the "RGB Practitioners Group" (for lack of a better label at this time). Our initial topic was the "Roadshow" concept and how to establish momentum and involvement. We were surprised at the universal and positive nature of the dialog and overwhelmed at the level of genuine suggestions - it gave us plenty to think about. Without hesitation we began to act on those suggestions. This RGB eProZone blog is the first same-day evidence that the group's advice was met with action. Within the next day or so additional options will be brought to life. Nearly all of the suggestions centered around jumping into the 21st Century of "e" ProZone using Blog, Twitter, Facebook, Linkedin (sp), Skype, and YouTube technology, etc. (never to old to learn - our daughter has been telling us this for some time). As if the suggestions weren't enough, nearly everyone "volunteered" to help us make it happen.

Now, to apply this to the RGB. All the "colors" were present and that created the inclusive synergy we think we and all organizations need to get and stay exited about new things. We'll be looking at this closely over the next day or so. We'll post the results as well as the transcribed meeting charts to make sure nothing gets lost. As usual there will be an Event Record completed and posted as well. Too much value to lose.

One suggestion, that we need small teams with younger practitioners/users to target specific topics was right on the mark. Our Board notes have included remarks like this for years. We'll be helping to get this underway over the next few weeks.

Thank you all for attending - those that couldn't make it and wanted to be there, you missed a great meal and a great meeting. Hope to see you next time.