Change Implementation Techniques for Laying a Foundation for New Ways

Technique 1.56 Applying the Principles of Transformation (version 2)

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Introduction

Another way of applying the 12principles of transformationis to rank either yourself or your organization/community on motives that drive human behaviours by circling the options that are closest to your experience. Be as honest as you can. The options are:

1. never

2. occasionally

2. frequently

4. always

If some of the statements do not apply to you, you need not answer them. Use your answers to identify the areas that need improvement; remember that there is always room for improvement.

The aim of the technique is to identify the "pressure points" in the culture; where to look to focus a shift in attitudes and/or behaviours

1 Self‐awareness

. Encourage people to ask for feedback from others about their decisions and performance

never (1)

2

3

always (4)

. Have a sense of long‐term goals and strategies

never (1)

2

3

always (4)

. Anticipate the impact of personal actions on others

never (1)

2

3

always (4)

. Assess personal strengths and weaknesses in line with how others see them

never (1)

2

3

always (4)

. Have a deep sense of what this organisation is about ‐ its ideals, its values, its purpose and direction

never (1)

2

3

always (4)


2 Vision and value‐led

. Seek to know how the work can make a difference to customers and clients, the community, the less‐well‐off, and so on

never (1)

2

3

always (4)

. Express concern when the organisation fails to live by its stated values

never (1)

2

3

always (4)

. Make career choices guided by a desire to do something worthwhile with life

never (1)

2

3

always (4)

. Am prepared to fight for matters of principle

never (1)

2

3

always (4)

. Argue for performance measures that go beyond financial or operational numbers to include environmental and social impacts

never (1)

2

3

always (4)

3 Positive use of adversity

. Seek to learn from mistakes rather than blame others for them

never (1)

2

3

always (4)

. Am prepared to tackle challenging tasks despite a risk of failure

never (1)

2

3

always (4)

. Persist with a task in the face of difficulties

never (1)

2

3

always (4)

. Draw on hidden reserves of energy and motivation when things go wrong

never (1)

2

3

always (4)

. Usually see the bright side to difficult situations

never (1)

2

3

always (4)

4 Holistic

. Encourage people to understand the operation of the whole organisation

never (1)

2

3

always (4)

. Anticipate the long‐term consequences of today's actions and decisions

never (1)

2

3

always (4)

. Seek to balance working and non‐working life

never (1)

2

3

always (4)

. Involve others who will be impacted by the outcome when planning and making decisions

never (1)

2

3

always (4)

. Am creative in using ideas drawn from fields outside the current work or profession to solve problems or improve performance

never (1)

2

3

always (4)


5 Compassion

. Express concern for the welfare of others

never (1)

2

3

always (4)

. Consider the way external stakeholders will feel about actions or decisions the organisation might make

never (1)

2

3

always (4)

. Am sensitive to the feeling and needs of other people in the workplace

never (1)

2

3

always (4)

. Try to ensure the organisation has a positive impact on natural and social environments

never (1)

2

3

always (4)

. Am willing to make the time to help others

never (1)

2

3

always (4)


6 Celebration of diversity

. Do as much as possible to ensure a wide and heterogenous mix of employees

never (1)

2

3

always (4)

. Seek input from a wide range of people when planning or making decisions

never (1)

2

3

always (4)

. Respect and seriously considers ideas that challenge the mainstream

never (1)

2

3

always (4)

. Encourage people to express their individuality at work

never (1)

2

3

always (4)

. Explore a range of possible options before making decisions

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never (1)

2

3

always (4)

7 Field independence

. Am prepared to fight for personal point of view when sure of its correctness

never (1)

2

3

always (4)

. Am prepared to make unpopular decisions when necessary for the good of the team or organisation

never (1)

2

3

always (4)

. Listen to the views of others, but is always prepared to take responsibility for personal decisions and actions

never (1)

2

3

always (4)

. Am not easily swayed by popular or majority opinion

never (1)

2

3

always (4)

. Am not easily distracted when involved in an important task

never (1)

2

3

always (4)


8 Tendency to ask fundamental Why questions

. Ensure understanding of the causes of problems before initiating corrective action

never (1)

2

3

always (4)

. Look for patterns behind problems or failures and seeks to understand their origin or meaning

never (1)

2

3

always (4)

. Seek to understand the factors that lead to high or low performance in the field

never (1)

2

3

always (4)

. Give others opportunities to explain their actions before giving negative feedback

never (1)

2

3

always (4)

. Encourage people to question company policies and procedures when they think performance is inhibited or could be improved

never (1)

2

3

always (4)

9 Reframing

. Bring a variety of approaches to problem‐solving tasks

never (1)

2

3

always (4)

. Am prepared to let go of previously‐held ideas and past decisions when these clearly are not working

never (1)

2

3

always (4)

. Am good at seeing the big picture ‐ the wider context, the longer view

never (1)

2

3

always (4)

. Often come up with unusual or out‐left‐field ideas and suggestions for improving things at work

never (1)

2

3

always (4)

. Seek to broaden experience by taking on tasks and assignments outside the comfort zone

never (1)

2

3

always (4)


10 Spontaneity

. Am prepared to experiment and take risks in order to enhance performance

never (1)

2

3

always (4)

. Am prepared to back a hunch or gut feeling about what will add value at work

never (1)

2

3

always (4)

. Am prepared to change a plan or agenda to meet changing circumstances or pursue an exciting opportunity

never (1)

2

3

always (4)

. Actively seek opportunities to have fun at work

never (1)

2

3

always (4)

. Seek to foster creativity by encouraging others to explore seemingly crazy ideas

never (1)

2

3

always (4)

11 A sense of vocation

. Go that extra mile to achieve an excellent result

never (1)

2

3

always (4)

. Show deep interest in and satisfaction with the work

never (1)

2

3

always (4)

. See work as an important part of life

never (1)

2

3

always (4)

. Express appreciation for the opportunities and gifts received at home and at work

never (1)

2

3

always (4)

. Encourage the organisation to be socially responsible

never (1)

2

3

always (4)


12 Humility

. Look to give others credit for knowledge and achievements

never (1)

2

3

always (4)

. Defer to the greater knowledge or experience of others

never (1)

2

3

always (4)

. Recognise being part of a team and that other members' views are important too

never (1)

2

3

always (4)

. Am prepared to explore what can be learned from personal mistakes

never (1)

2

3

always (4)

. Seek to bring others on board by being open to their suggestions and deep concerns

never (1)

2

3

always (4)

Comments

The higher the number of "yes" answers, the higher your SQ (social intelligence) score; a low score means that there is room for improvement in that area

(source: Danah Zohar et al, 2004)


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