Change Implementation Techniques for Forming Transitional Team, Creating Alignment, Maximizing Connectedness and Creativity

Technique 7.11 Management Style (Zooming Framework)

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Introduction

Some people prefer to see things close up, ie with a focus on detail; while others come from afar, ie look at the big picture. Both perspectives (zooming in or worm's-eye, and zooming out or bird's eye) have pluses and minuses.

In management you need a balance between "zooming in" and "zooming out", ie zoom in to see the specific problem and zoom out to look for similar situations, root causes, principles, policies, etc relevant to the current situation.

By answering the following questions you will determine if you are "zooming in" or zooming out" too much.

Too much zooming in

1. Are you overwhelmed by countless details?

(to handle this situation you need to determine: what is the context and what matters most?)

2. Do you take things personally, finding the "me" angle first?

(to handle this situation you need to determine: what larger purpose is being served and what is at stake for others?)

3. Do you trade favours, hoping others will "do it for me"?

(to handle this situation you need to determine: whether the task or mission is worthy of support?)

4. Do you make exceptions or special deals based on particular circumstance?

(to handle this situation you need to determine: will the circumstances recur and what policies or decision frameworks could be used?)

5. Do you jump on any good-looking offer that pops up?

(to handle this situation you need to determine: does this fit the goal or destination and what else might be on the horizon?)

6. Do you treat every situation as unique?

(to handle this situation you need to determine: are there other similar situations and what categories or groupings make sense?)

Too much zooming out

1. Do you dismiss deviation from plans or frameworks as too minor to matter?

(to handle this situation you need to determine: does the deviation challenge the framework and how can the deviation be understood?)

2. Do you veer from dealing with specific problems in favour of focusing on general theory?

(to handle this situation you need to determine: what actions does your theory suggest for this particular problem?)

3. Do you feel that you must have a full analysis or a big study before determining actions?

(to handle this situation you need to determine: is there sufficient information to proceed in this instance and what are the costs of delay?)

4. Do you always stay on major established paths?

(to handle this situation you need to determine: are there side-roads or short-cuts?)

5. Do you pursue the mission regardless of human cost?

(to handle this situation you need to determine: how is this impacting on the people who are implementing the mission?)

6. Do you fit everything into a few general categories?

(to handle this situation you need to determine: what are the details that make things different and which details matter?)

(source: Rosabeth Moss Kanter, 2011)


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