On a Foundation of Trust - WECC a Culture of... · On a Foundation of Trust Building a Culture of...
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On a Foundation of Trust
Building a Culture of Continuous Improvement
David W. BowmanSeptember 2018
Where Does Trust Come From?
Perceptions / Beliefs
Thoughts / Feelings
Actions / Behaviors
Results
Consequences
EXPERIENCES
Intro
duct
ion
2
How it all
works
Results
Behaviors
Thoughts
Feelings
Experiences
Perceptions/Beliefs
Consequences
Intro
duct
ion
3
Changing Experiences, Gaining Trust
Accountability
Commitment
Decisions
Step
1 –
Know
wha
t goo
d lo
oks
like
4
Working with 3
Accountability
Commitment
Decisions
Individuals
Leadership
Organization
Step
1 –
Know
wha
t goo
d lo
oks
like
5
Accountability Accountability Types Single-Point (Individuals) – Do what
you are supposed to do
Management (Leadership) – Inspect what you expect. Lead by example
System (Organization) – Provide a robust systemSt
ep 1
–Kn
ow w
hat g
ood
look
s lik
e
6
Commitment
Individuals are committed to adding value and sharing best practices
Leaders seek opportunities to provide positive reinforcement
Organizations develop and demonstrate direction
Step
1 –
Know
wha
t goo
d lo
oks
like
7
Decisions Individuals make controlled decisions
based on consequences rather than likelihood
Leaders help remove obstacles allowing conservative decisions
Organizations emphasize learning and remove latent organizational weaknessesSt
ep 1
–Kn
ow w
hat g
ood
look
s lik
e
Disclaimer: Don’t use this to make decisions!
8
Know Where You AreSt
ep 2
–As
sess
the
Unk
now
n
9
“The Survey Says”
Take an anonymous culture survey (Organizational Alignment Survey)
Table Top Exercise – Rate yourself, take one with you!
Step
2 –
Asse
ss th
e U
nkno
wn
10
What to Work On Knowing where gaps exist in the organization
and about yourself can help direct movement
Create an action plan and establish a vision for where you want to go
Create actionable, obtainable goals to correct the three primary areas of alignment ; Accountability, Commitment, and Decisions
Establish as Change Management Plan / Vision
Step
2 –
Asse
ss th
e U
nkno
wn
11
Work the Plan
Step
3 –
Esta
blis
h N
ew E
xper
ienc
es
Deming's PDAC Continuous Improvement Cycle
12
Plan, Do, Check, Act Plan (Using Kotter’s methods)
Establish a sense of urgency
Create a Powerful Guiding Coalition and establish Vision
OVER communicate the vision
Communicate the vision, repeat…St
ep 3
–Es
tabl
ish
New
Exp
erie
nces
13
Do (Using Kotter’s methods)
Remove obstacles to change
Plan for and create short-term wins
Focus on actions that can be done in a reasonable amount of timeSt
ep 3
–Es
tabl
ish
New
Exp
erie
nces Plan, Do, Check, Act
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Plan, Do, Check, ActSt
ep 3
–Es
tabl
ish
New
Exp
erie
nces
Check (Using Kotter’s methods)
Inspect what you expect, provide coaching and mentoring
Refrain from declaring victory too soon; be honest about progress
Ask for feedback
15
Plan, Do, Check, ActSt
ep 3
–Es
tabl
ish
New
Exp
erie
nces
Act (Using Kotter’s methods)
Embed changes into the corporate culture
System level integration of the changes include procedures
16
TrustSt
ep 4
–Ex
perie
ncin
g Tr
ust C
ultu
re
“Whoever is careless with the truth in small matters cannot be trusted with important matters.” - Albert Einstein
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Embedded Trust Experiences change perceptions Know where the gaps are and close them
Focus on a vision
Roll out the change
Share the information
Adjust or Act upon feedback
Establish the changeStep
4 –
Expe
rienc
ing
Trus
t Cul
ture
18
Foundation of Trust Trust permeates the organization
People are not looked at as the problem but rather the solution
Understanding behavior and challenging the robustness of the system
Just culture / culpability is understoodStep
4 –
Expe
rienc
ing
Trus
t Cul
ture
19
Summary - 4 Steps
Know what good looks like
Assess the Unknown
Establish New Experiences -Implement Change
Embed Trust
Sum
mar
y
20