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.
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.
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