The Great Big Book of Process Visuals

or

Give Me A Double Axis Chart and I Can Rule the World

Alan Weiss, Ph.D.

A unique handbook of graphics and other visual aids that will create irresistible and dynamic presentations, sales calls, meetings, speeches, and other communications.

Las Brisas Research Press Summit Consulting Group, Inc. Box 1009 East Greenwich, RI 02818 Copyright 2000 Alan Weiss All rights reserved, including the right of reproduction in whole or in part in any form. This publication contains the opinions and ideas of its author and is designed to provide useful advice to the reader on the subject matter covered. Any references to any products or services do not constitute or imply an endorsement or recommendation. The publisher and the author specifically disclaim any responsibility for any liability, loss, or risk (financial, personal or otherwise) which may be claimed or incurred as a consequence, directly or indirectly, of the use and/or application of any of the contents of this publication. The publisher does not attest to the validity, accuracy, or completeness of this information. Use of a term in this book should not be regarded as affecting the validity of any trademark or service mark. Okay, that the end of the mandatory legal stuff. s For general information on Alan Weiss products in the U.S., please call us at s 800/766-7935. Domestically and internationally we may be reached by phone at 401/884-2778, by fax at 401/884-5068; at http://www.summitconsulting.com; or at products@summitconsulting.com. ISBN: 1-928611-04-4 Manufactured in the United States of America. First edition

Other works by Alan Weiss

Books The Ultimate Consultant (2000) How to Get Started in Consulting (2000) The Unofficial Guide to Power Management (2000) Marketing Professional Services: From Anonymity to Celebrity (2000) Good Enough Isn Enough (1999) t How to Write A Proposal That Accepted Every Time (1999) s Money Talks (1998) Million Dollar Consulting (1992, revised edition 1998) Our Emperors Have No Clothes (1995) Best Laid Plans (1991) Managing for Peak Performance (1990) The Innovation Formula (with Mike Robert, 1988) Booklets How to Maximize Fees Raising the Bar Leadership Every Day Doing Well by Doing Right Rejoicing in Diversity Audio Cassettes Peak Performance The Consultant Treasury s The Odd Couple (with Patricia Fripp) Making the Value Priced Sale and Writing Effective Proposals Videos Stories I Could Never Tell: Alan Weiss Live and Uncensored Alan Weiss on Marketing Alan Weiss on Product Development Newsletters Balancing Act: Blending Life, Work, and Relationships (electronic) The Consultant Craft s What Working in Consulting (editor) s

Acknowledgments

My thanks to Steven Chen, Ph.D., a loyal supporter who bugged me more than anyone about seeing more and more process visuals. He and David Harp, speaker and musician par excellence, were kind enough to critique the manuscript and suggest valuable improvements. And thanks, belatedly, to all those people who have sat through my keynotes without throwing me out the door because what I talk about is just plain common sense. Apparently, there a market for that stuff. s

Dedication

To Trotsky, the world's greatest dog.

About the Author

Alan Weiss began his own consulting firm, Summit Consulting Group, Inc. out of his home in 1985 after being fired by a boss with whom he shared a mutual antipathy. Today, he still works out of his home, having traveled to 51 countries, 49 states, published 12 books and over 400 articles, and consulted with some of the great organizations in the world, developing a seven-figure practice in the process. His clients have included Merck, Hewlett-Packard, State Street Corp., Fleet Bank, Coldwell Banker, Merrill Lynch, American Press Institute, Chase, MercedesBenz, GE, American Institute of Architects, Federal Reserve Bank, Arthur Andersen, and over 300 similar organizations. He delivers 50 keynote speeches a year and is one of the stars of the lecture circuit. He has appeared frequently on radio and television to discuss issues pertaining to productivity and performance, and has been featured in teleconferences, video conferences, and Internet conferences. His Ph.D. is in organizational psychology, and he has served as a visiting faculty member at Case Western Reserve, St. John and a half dozen other major s, universities. He currently holds an appointment as adjunct professor at the Graduate School of Business at the University of Rhode Island, where he teaches a highly popular course on advanced consulting skills. His books have been translated into German, Italian, and Chinese. Dr. Weiss resides with his wife of 32 years, Maria, in East Greenwich, RI.

Contents
Introduction Suggestions for attribution Account Penetration and Value Aligning Performance Goals in Support of Strategy The Ambiguous Zone Battery Level Behavior Comparison Business Success Sequence Communications Flow Components of A Job Creating the Future Cultural and Business Dynamics in Strategy Day-One Deviation The Decision Chain Decision Making Funnel Education and Business Strategy The Empowered Playing Field External vs. Internal Focus Implementation of Strategy Innovation vs. Problem Solving Is and Is Not Description Keeping Vision Focuses on the Goal Managing Perceptions of Change Marketing Gravity Meeting Effectiveness Negotiating Flow Power and Powerlessness Personal Growth Stages Productivity/Stress Relationship Resolving Anxiety Risk/Reward Ratio Problem Definition Rational Sequence Exercise Self-Esteem and Skills Building Self-Esteem As A Constant S-Curve Factor Separating A Mess Situational Success Stairstepping Strategic Profiling Strategy Quadrant Three Paths for Success Types of Actions The Success Trap Weakness of Rewards in Changing Behavior Visuals by topic Additional resources Contact information
7

8 9 12-13 14-15 16-17 18-19 20-21 22-23 24-25 26-27 28-29 30-31 32-33 34-35 36-37 38-39 40-41 42-43 44-45 46-47 48-49 50-51 52-53 54-55 56-57 58-59 60-61 62-63 64-65 66-67 68-69 70-71 72-73 74-75 76-77 78-79 80-81 82-83 84-85 86-87 88-89 90-91 92-93 94-95 96-97 98 99 100

Introduction
This book was written at the request of hundreds of participants in my keynotes, workshops, and client meetings who would beseech me with, Could I have that easel sheet you just drew? and Would it be okay if I used that graphic? So, here you are, stop bugging me. I call the graphs, charts, and (rudimentary) art work which follow, process visuals. That a name I coined years ago for visual depictions of processes and s relationships which apply cross-functionally, cross-industrially, cross-hierarchically, and, well, you get the idea. I a process consultant, meaning that my approaches to m areas such as performance improvement, conflict resolution, coaching and counseling, strategy formulation, and any number of other important business issues are effective irrespective of the content of the client organization. I not about to tell m Mercedes how to design cars better, or Merck how to improve drug research and, frankly, those types of organizations have that sort of expertise falling from the rafters. But I can and have helped those and hundreds of other organizations, engaged in a myriad of products and services, with those processes that are common to them all. The Our business is different mantra applies to content, not process. These visuals provide for instantiation, which is the act of translating an abstract concept (e.g., strategy formulation) into a tangible and pragmatic understanding (e.g., strategy and tactics are related but different, as you can see on the quadrant). I traditionally drawn these visuals on an as needed basis, and ve they always seem spontaneous but, truth be told, after all these years in consulting, ve got a million of them. I haven provided fancier pictures and drawings, because I t such visuals are best provided casually in the moment, and I wanted to show how simply they can be depicted. This is not an art book, it a results book. s I presenting the most practical, generic, and effective process visuals in my m estimation in this book (thereby leaving myself room for The Son of Process Visuals sometime in the future, being no fool). Most of them are my creation, although I acknowledge there are few things new under the sun and you might find similar usage elsewhere. Moreover, the ubiquitous double axis chart has been around since the ancient cavemen depicted carnivores on one axis and herbivores on the other, trying to decide on the best hunting. I indicated other origins of some of these ve where I could, but caveat emptor: One cannot copyright a concept. Finally, the book is structured with the visual on one side and an explanation and rationale for its use on the other. There is a space for notes, since an application may immediately strike you and there no sense losing it while you hunt for paper. s (The book is bound so that it can lay flat while you make notes.) Take the time to understand the rationale thoroughly. The key to your influence being extended, recommendations accepted, sale made, and/or presentation or speech raved about, is in knowing what the listener and observer need the most. Less is always more. Alan Weiss, Ph.D. East Greenwich, RI June 2000
8

Suggestions for Attribution This brings me to a point that ought to be on your mind as you read through these techniques: Can I use them? Of course you can. I wouldn be printing them t here if I felt otherwise. Out of politeness and professionalism, it might be nice if you mentioned their provenance when you used them, or cited my name as an influence, or otherwise paid homage. But I leave that up to you. You paid good money for the book and you deserve excellent value in return. Please do accept the contents with my endorsement to put them to good use for your own benefit. Having said that, it always best to err on the side of attribution, for your own s safety as well as ethical considerations. Once a colleague, prospect, or client says, I ve seen that example before, whatever you say next is too little and too late. Consequently, I suggest the following line in writing on print materials and handouts, and that the line be delivered orally when using electronic projection or flip charts: This chart is from a book by Dr. Alan Weiss called Process Visuals. That line is short and sweet and should take care of things nicely. Note: If any reader finds that any of the examples given are actually the work of someone not mentioned, or that additional credit is deserved, please drop me a line with the evidence, and I make the correction in subsequent editions. ll

10

Process Visuals
Discovered, created, adapted, and/or designed by Alan Weiss, Ph.D.

11

Title: Account Penetration and Value Rationale: I found a great many sales organizations enjoying pseudo-success, in that they were making sales but no one at their customers thought that highly of them! Their products and services were being purchased out of habit, but not with any particular commitment or fervor. A change in key buyers or an attractive offer from elsewhere could easily endanger what were sometimes large annual sales. I created this chart in the early 90s to help those sales teams determine whether they had loyal customers or simply customers stuck in a rut of their own creation. Description: The chart compares the utility pragmatic usefulness of the vendor s products and services with the degree on acceptance within their client. If the utility is high and the acceptance low, there is a huge lost opportunity, which is a key hot button for sales management. If acceptance is high and utility low, however, that is the red flag for a potential lost piece of business. I had sales teams chart every ve single customer and develop detailed sales strategies to tremendous benefit. Notes:

12

UTILITY LOW HIGH

HIGH PENETRATION

HABIT

LOYALTY

LOW

APATHY

LOST OPPORTUNITY

Another Way of Viewing Penetration and Value

13

Title: Aligning Performance Goals in Support of Strategy Rationale: Most organizations pay a lot of attention to performance evaluation, but very little to the relationship of individual performance and organizational results. That why you will see a business full of star performers which is, itself, mediocre, s despite all the stars. This graphic is intended to demonstrate that both teams and individuals (who, after all, comprise teams) must be aligned behind the overarching business goals, whatever they are. Description: The chart depicts how internal and external support systems should be designed and focused to engender individual and team performance that is completely in support of whatever the organization goals are. This is another way of s viewing tactics in support of strategy. I always been fascinated by the relationships ve among organizational, team, and individual dynamics, and I created this chart for an article I was writing on the subject. It has since appeared in several of my books, originally in Best Laid Plans. Notes:

14

c on tri bu t ion s to s o c i et y c u s t ome r s a ti s fa c ti on & re te n ti on

i n ve s t me n t i n th e b u s i n e s s

p rofi t a n d re tu rn m a rk e t s h a re

BUS INES S GOALS

Te a m Pe rfo r ma n c e
te a m bu il d i n g i n ce n ti ve s e mp o w e rm en t ta c ti c al l ea d e rs h i p

In d i vi d u a l Per form a n c e
s e l ec ti o n tra i n i ng & d evel o p me n t a l ig nm e nt w it h go a l s i n ce n ti ve

In te rn a l S u p p ort S ys t em s Ext er n a l S u p p ort S ys te ms

15

Title: The Ambiguous Zone Rationale: People are really more willing to change than we give them credit for. It s true that they are happy where they are if they comfortable, but they can also be re quite motivated about an attractive future. The problem is that the journey is often uncertain. It not the future that problematic, but the ambiguity of how to get there s s safely. It is up to leadership to provide flashlights and guideposts along the way, or at least to admit that some paths are unknown but we embarking on the journey re together. Moreover, we can stay where we are, so the journey is a necessity. t Description: The graphic depicts the clear present and the clearly described future, and the ambiguity that is likely along the way. Sometimes the ambiguity can be avoided by taking the long way around, which may or may not make sense, given current priorities and urgency. Source: The other time I seen this was in the work of William Bridges, where he ve calls the journey the neutral zone. See his book, for example, Managing Transitions: Making the Most of Change, Addison-Wesley, 1991. Notes:

16

Ambiguous Zone

Current State

Desired State

17

Title: Battery Level Rationale: Our capacity for change and behavior modification is fueled by our energy levels. These levels vary by individual. Some are larger than others, but the key isn so much size as it is how to manage the battery. Leaders such as Ronald t Reagan have had relatively low energy levels and been highly successful, and leaders such as Jimmy Carter have had very high energy levels and been relatively unsuccessful. Description: I developed this while CEO of a behavioral consulting firm in the early 80s. It simply shows the difference in batteries, but makes the point that the management is the key. I often ask the other parties if they are familiar with people about whom it is said, Don ask for a decision near the end of the day, or Try to t get to them first thing in the morning. A large battery in a job that undemanding s will create boredom and errors of omission, and a small battery in a job requiring great energy will create burn out and errors of commission. Notes:

18

Large Battery

Small Battery

Job

Battery

Battery

Job

Small battery in demanding job=burnout

Large battery in undemanding job=boredom

19

Title: Behavior Comparison Rationale: Since there is a surfeit of personality testing tools and behavior prediction instruments on the market, I, naturally, have decided to take the position that behavior really can be predicted very well and personality testing often serves to t stereotype rather than enhance understanding. I like to show people that behavior is a rather complex thing, not readily anticipated even by trained professionals, let alone harried managers using pop psychology and psychobabble from the latest guru du jour. The top chart simply takes four of the most common behaviors and demonstrates that differing jobs, differing conditions, differing performers, and differing roles will cause the behaviors in question to move higher or lower. Description: There is no value judgment about high or low on the chart, but merely the point that one may be highly assertive in a sales job, but unassertive in an accounting job, and that low patience (tolerance for repetition) on the job might not be an equally good idea at home. I ask participants to cite jobs at either end of the continuum, and point out that we sometimes must change significantly within the growth provided by any single career (e.g., CPA to vice president of finance). This chart was created from a psychometric test provided by a firm I was president of in the mid-80s (my last real job, as my relatives point out). I simply chosen four ve simple behaviors that everyone can relate to easily, and which make for good examples from the group. The graphic on the bottom of the page reflects what a typical, successful sales profile might be, with the inclusion of an ethical dimension, as well. Notes:

20

a s s er tiven es s p er s u a s iven e s s toler a n c e for r e p et ition a tten t ion to d eta il low h igh

Assertiveness Persuasiveness Tolerance for Repetition Attention to Detail Ethical Standards

21

Title: Business Success Sequence Rationale: It always helpful to know where you are in a complex sequence. This s graphic attempts to do just that for the sales process. It begins with an initial contact and exploration of joint values, and proceeds through a project implementation or s product delivery. The key is that relationship building is a precursor to a proposal. Most people submit proposals too early, and they serve as inefficient explorations of a relationship, rather than an effective summation of an agreement. Description: This can be portrayed in any way, and I simply used my primitive ve artistic ability to represent an increasing (growing) collaboration, with all steps in the right perspective, underlying what comes later. The results generated serve to reinforce the relationship. I created this when I wrote Million Dollar Consulting in 1991. Notes:

22

Results

Implementation

Proposal Accepted

Conceputal Agreement

Relationship

Shared Values

23

Title: Communications Flow Rationale: Communications involves both cognitive and mechanical processes. I have to first hear, then interpret what you say, then orally respond so that you can hear me and interpret what I say. The entire process is fraught with peril, since our respective filters are different, and we tend to interpret similar words in vastly differing ways at times. Similarly, environmental interference and pollution can also affect the accuracy of the message. Consequently, we should frequently test our understanding of the other party message. s Description: The cognitive and mechanical areas are both depicted with the potential for interference, and the composition of some of our filters are also shown. Source: I first created this about 30 years ago. Some people at my largest client at the time, Merck, absolutely hated it, so I abandoned it for a decade. I been using it ve more successfully for the last 15 years or so. It timeless, and actually applies quite s well to email! Notes:

24

Environmental Interference

25

Title: The Components of A Job Rationale: Job descriptions usually are totally inadequate because they focus on tasks to be performed and not results to be achieved. The intelligent way to view a job is not only through skills can the performer do it but also behaviors will the performer want to sustain it. Most organizations only ensure that the potential performer is physically capable and either has, or can learn, the requisite skills. But without the correct behaviors (e.g., great patience for a customer service response center, which is not a learnable skill) the performer will fail. Description: The chart shows the three components. I often draw a line separating behavior from the others as the lost component in most organizations. I use a variety of jobs, from airline pilot to bank teller, to illustrate the three distinct requisites. I created this chart in the mid-80s while CEO of a behavioral consulting firm, since we needed to show a simple, high impact example of how psychometric testing for behavioral attributes could be of value to the client. Notes:

26

JOB

physical ability skills

behavior

knowledge

experiences

27

Title: Creating the Future Rationale: Most strategy fails because it is a straight-line extrapolation of the present, hemmed in by all the parameters and baggage of the present. Strategy, unlike planning, should begin with a picture of the future which becomes the goal, irrespective of where we are today (it that vision thing). This enables people to see s the difference between strategy and planning, and to understand that they have to begin somewhere other than where they currently find themselves. Description: The graphic shows the simple difference between extending the present and aspiring to a future. I created this in the 80s based on strategy work I had learned at a prior firm. It a neat way to immediately stand out in a crowd by s graphically depicting distinctions between planning and strategy formulation, and to focus on the need to think outside of one present box. s Notes:

28

Incremental future organization

Today s Organization

Maximum straight line growth or change achieveable

Envisioned Organization

Yesterday s Organization What must be changed to create the vision

29

Title: Cultural and Business Dynamics in Strategy Implementation Rationale: Most strategy fails in implementation, not formulation, because the latter is always a perfect paper exercise while the former is the real world translation. I make the point that implementation is difficult because organizations don consider t the cultural side equally with the business imperatives. The key is that management at all levels must have the skills and volition to manage the interactions between these two dimensions. If managers don ensure that values, behaviors, and t performance are commensurate with the strategy, tactics, and execution desired, then the overwhelmingly probability is that the strategy will fail to be implemented successfully. Does the management team possess the skills and behaviors to lead this effort? Description: The left side of the chart shows the business sequence and the right shows the cultural sequence in implementing strategy, from the vision to the operating results. The point is that both dimensions should begin and end in the same place, but differing variables are at work in between those points. In addition, there are external factors and external stakeholders which may influence the performers. (I don know the origin of this and would welcome attribution.) t Notes:

30

I. In t en t /Pu rp os e (vis i on / m is s i on ) II. S t ra te gy (b u s i n e s s goa l s ) II. Op e rat ing Va lu es (d es i red b eh a viors )

Inte ra ctions
III. Ta c tic s (h ow to a ch i eve) III. Be h a vi o rs (m a n i fes t a ti on of va lu es )

IV. Ex e c u ti on (d a il y a ct iv it ie s )

IV. Pe rform a n c e (a ch i evin g g oa ls )

St a ke h ol de rs : own ers cu s tom er s s u p plie rs

V Re s u lts . (vi s i on / m is s ion a ch i eved )

Ex te rn a l Fa c tors econ om y gove rn m e n t com p eti tors

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Title: Day-One Deviation Rationale: This is a rarely-used but highly effective chart which shows a problem (be it with people, equipment, or processes) that hasn worked right from the outset t (hence a day-one deviation). The purpose is to explain that there was no precedent for this approach to work, and the standards themselves might be wrong. However, if the performance fluctuates, and is sometimes better than at other times, there at s least hope that it can be stabilized at the higher level. If something or somebody has never performed properly from day-one, then there is a likelihood that expectation or standards are wrong. Description: This is a simple chart once explained, but it cannot stand on its own. It shows a deviation on the top that has departed from standard, and one on the bottom the day-one deviation which has never been on standard, although the actual performance has fluctuated, sometimes nearer to standard than at other times. With 30 seconds of oral explanation, the point is driven home. This originated with a firm called Kepner-Tregoe, where I worked for over a decade, and the classic work on problem solving by Ben Tregoe and Chuck Kepner, The Rational Manager, McGraw-Hill, 1965. Notes:

32

Normal Deviation

standard

actual Day 1 Day-One Deviation standard

actual

33

Title: The Decision Chain Rationale: Decisions usually are the result of still earlier decisions, and we seldom question the level at which we enter this chain, which is a major error. We may be deciding on a car rental company when leasing company cars actually makes more sense, or deciding on which beach resort to visit when a European vacation or African safari would be fare more rewarding. This graphic is used to demonstrate that the higher up the chain we go, the broader our options; the farther down we go, the narrower our options until we are faced with lonely, often inappropriate alternatives. Description: The graphic shows the chain in an arbitrary situation. I usually ask the people present to think about their major (or even routine) decisions, and the impact on the company if they deliberately raised the level, or encouraged subordinates to do so. I then substitute their actual decisions and ranges of alternatives for those in ll my graphic. Very powerful. This is a derivative I helped create when working for Kepner-Tregoe in the 70s. Notes:

34

35

Title: Decision Making Funnel Rationale: This demonstrates decision making from the standpoint of broad alternatives down to specific recommendations, hence, my funnel. It also shows that various filters that should play a destructive role, so that pet alternatives are not protected. It also accommodates risk, which is too often ignored or downplayed in the overall process. Description: I created this in the 70s when participants were having trouble with the various steps in the decision making process, tending to rely on their favorite alternatives or too heavily on the mathematics of evaluating benefits. This gradually narrowing approach demonstrates how to drill down to a specific recommendation or course of action, reasonably assured that it represents maximum achievable benefit within maximum acceptable risk conditions. Notes:

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Decision Statement

Alternatives

Musts

Wants

Risks

That alternative that meets musts, satisfies wants, and presents acceptable and manageable risks.

37

Title: Education and Business Strategy Rationale: I got very tired of dealing with human resource people who failed to see any reason for connecting training with business results. I was also infuriated by the mindless reliance on four levels of measurement, starting with how people felt about the training, when all that really matters is improvement on the job. (Other than that, I didn feel strongly about it.) I cobbled together this chart from several t articles that appeared in the early 80s in Harvard Business Review, Training Magazine and Training and Development Journal. It shows the relationship of business goals to what underlies them, working backwards, as it were. In this way, I can convince both line management and support functions that a tight connection isn merely possible, but is required. Suddenly, cost turns into investment. t Description: I prefer this one prepared in advance, because I want everything to be clear. It also quite useful as a handout, in that it is completely self-explanatory. The s line people focus on the top portions, and the staff people on the lower. I connect the dots. It also simple as pie, and no one can escape their accountabilities. Executives s love the simple questions in the margin. Notes:

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ORGANIZATIONAL EDUCATION TIED-TO STRATEGIC BUSINESS GOALS

were the organization's goals met were workplace expectations met were learning objectives met

Business Requirements

Performance Requirements

Educational Requirements

Curriculum

Specific Interventions

MEASUREMENT application feedback service standards quality standards strategic intent business results short-term long-term

DELIVERY SYSTEMS classroom self-study on-the-job video CBT mentoring audio tape

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Title: The Empowered Playing Field Rationale: I define empowerment as the ability to make decisions which influence the outcome of one work. However, empowerment isn abdication by management. s t This playing field concept makes the point that there are boundaries. On the playing field, I call the plays, but I agree to stay within the bounds. This helps managers understand the joint accountability that creates true empowerment. Description: The playing field can be any size with any number of borders. I use four to keep it simple and I give an example of the nature of the boundary (e.g., legal I ). also make a point that any play which may come close to a boundary to running out of bounds probably calls for joint discussions before that play is run. Furthermore, the boundaries, if known, can be negotiated and changed as circumstances dictate. But if they never established, then everyone is wandering around in the dark. I re created this concept for Hewlett-Packard in Ft. Collins, Colorado in the early 90s. When I found the teams had taken my easel sheets and hung them in the office, I knew I was on to something and formalized my ad lib work. Notes:

40

Ethics Boundary

Playing Field

Legal Boundary

41

Title: External vs. Internal Focus Rationale: People can only give 100% of their talents and energies. Give me 110% is simply an empty bromide, as is more with less. The real key to productivity is do whether those energies and talents are abraded away internally on concerns about pay, office space, status, retirement, layoffs, etc., or whether they are focused on the business outcomes associated with product, service, and customer relationships. The best organizations probably have about 90% of that focus external, and only 10% internal, which is unavoidable, since there will always be some office water cooler gossip. Think of the productivity gains, however, with absolutely no capital investment, that accrue from changing a 60% external/40% internal focus to 70%/30%. Downsizing doesn do that, only a refocus on true business objectives t does. Description: I use this circle with arrows, although the ratios and direction can actually be depicted in any number of ways. But this creates the internal/external contrast nicely. I ask the prospect or the client to come up with the percentages for his or her organization right on the spot. I created this about a decade or so ago when I realized that downsizing was failing because it actually intensified the tendency of people to focus internally. Notes:

42

Where Are The Resources Going??

100% of the organization's talent and energies

focused externally

focused internally

43

Title: Implementation of Strategy Rationale: Strategy is useless unless effectively implemented, and this visual is an attempt to create a vivid awareness of what required of management. Vision is a s great term that is rarely connected to management of the daily operation. But the point is that something must be done pragmatically and perpetually to manage today organization in the direction of that future vision or, as in Lost in Space, s there will be no rendezvous. The graphic shows that everyday realities of people, systems, finances and the like have to be managed toward the future, which should be a result of values that the organization stands for and not simply profit or return. Description: The values of the organization drive the strategy, which should be used to manage the current organization toward that future goal. I placed formulation ve drifting over the top, but implementation sort of trapped in the dynamic of the chart, illustrating that managers must effectively implement, or else the current organization will simply drift. (I sometimes draw lines from the current organization showing it headed for parts unknown.) I created this chart during a strategy session a long time ago when the group kept insisting that simply disseminating the vision they created to the employees would be sufficient. This is why I always get paid in advance. Notes:

44

fo rm u l a ti on va lu e s va lu e s va lu e s s tra te g y

c u rren t org a n iz a t ion

p e op l e s ys te ms fi n a n c e s e tc .

i mp l em e n ta ti on
vi si o n of th e fu tu re

p e op le s y s t em s fin a n c es e tc .

fu tu re org a n iz a t ion

45

Title: Innovation vs. Problem Solving Rationale: There is an overemphasis on problem solving, usually at the expense of innovation. If people are constantly trying to fix things, then they are seldom trying to improve things. And most organizations reward the former and penalize the latter (since it somewhat risky). I use this graphic to demonstrate the difference between s the two pursuits, and to ask people if they even close to a 50/50 ration in their re focus on these two elements (the focus is usually 95/5 in favor of problem solving). Description: I created this with a partner, Mike Robert, in 1988 for our first book, The Innovation Formula, Harper & Row/Ballinger, 1988. It was a reaction to the strict problem solving methodology we had both been indoctrinated in. While the graphic is quite simple in using plain lines to demonstrate the point, it one of the most s powerful I use when accompanied by dialogue with the client about how much time is spent on each activity, and where the organizational rewards are placed. Notes:

46

standard performance

restored standard performance

alarms

decline

fix

improved performance

standard performance

innovation

manager s initiative

47

Title: Is and Is Not Description Rationale: It usually as useful to know where a problem isn occurring as where it s t is occurring. Consequently, problem solving is speeded when you can get your arms around a problem by delineating where it is and where it isn thus enabling you to t, look for distinctions. This graphic is a simple way of helping a team begin that type of disciplined thinking. Description: This box comes from Kepner-Tregoe problem solving methodology as s described elsewhere in this book. It simple, neat, and impossbile to argue with. It s s also a good tool to use mentally, when a client is telling you more than you need to know about a situtation, since it allows you to begin to separate the pertinent from the superfluous. Notes:

48

degree

49

Title: Keeping Vision Focused on the Goal Rationale: Vision is a buzzword, but it seldom means much in terms of practical application. I like to talk about vision in another context: The leader should keep his or her vision on the business goals, and minimize distractions and interruptions. I use this simple graphic to emphasize that there is a myriad of potential diversions in the business environment, and only the leader discipline and volition can maintain s a focus on the true priorities. Description: I drew this crude illustration on a pad in an executive office in the s mid-90s when I became exasperated at her incessant whining about the demands on her time and her inability to get her job done. I explained that most of the diversions were possible to deflect or totally ignore, but that she was allowing them to assume a priority equal to her ultimate goals. We then began to discuss how to strengthen that true vision. It was simple, but it worked. Notes:

50

Today

Manager

vision fixed on the goal

GOAL

51

Title: Managing Perceptions of Change Rationale: Change is a constant, not a special event. Yet we often create more pain than otherwise would have occurred by forcing people to focus on an impending change as if it were so unusual. The mere focus creates a pain or discomfort that diverts us from the intended path. This is a variant of the Hawthorne Effect we hear so much about in psychology 101, in which the mere attention to the performers creates performance change. It amazing how adaptable people can be on a regular s basis until we create a focus on how much they actually changing. re Description: The chart shows the normal path of change that would have transpired and the alternative diversions that may well occur since we chosen to arbitrarily ve highlight what we deem to be a critical change point. Merely by accentuating that change point we may well increase the probability that people may divert from our intended direction out of a heightened sense of threat to their self-interest. I created this on the spot for a client to demonstrate that they were overdoing their focus on a relatively modest reorganization, and instead of shining a flashlight in the corners they were melting the walls with a laser. Notes:

52

Managing Perceptions of Change

n sio er v di

focus on pain

h pat ded n inte

d mmodate eing acco change b

div ers ion

Change is a normal condition. We bring emphasis to pain and discomfort which is otherwise accommodated.

53

Title: Marketing Gravity Rationale: Most people in the professional services areas (consulting, speaking, realty, architecture, law, accounting, etc.) don realize that they are really in the t marketing business. They think that marketing is a matter of handing out business cards, or that the more they perfect their craft, the more they market. I created this gravity chart for a once-a-year workshop I do with my colleague, Patricia Fripp, entitled The Odd Couple. I first presented it in 1998, and have been using it for a variety of purposes ever since. Description: The forces creating the gravity to bring customers to you include a wide variety of activities. Some are clearly within one comfort areas, some are outside. I s believe that any good marketer should engage in a combination of both. The key is to create a diversity of gravitational pull so that you always have elements in place which are drawing prospects to you and filling your pipeline. This dispels the archaic wisdom that you can market while you deliver. You should be marketing all the t time, every day. Notes:

54

Referrals Internet

Articles

Books

Pro Bono

Mailings

Ads and Listings

Gravity
Alliances Serendipity

Newsletters Networking

Interviews Speaking Community Service

The Gravity of Marketing Efforts

55

Title: Meeting Effectiveness Rationale: Another one of my double axis beauties, I created this in the late 90s and I admit it maybe the farthest thing from rocket science extant. Nevertheless, by taking Peter Drucker classic comparison of effectiveness (doing the right things) and s efficiency (doing things right) and applying them to meetings, I hit a home run at a ve lot of clients who have allowed meetings to overwhelm the business. The intent is to provide the client with a template to determine what should be retained, improved, or eliminated. Description: It helpful for the client to have some criteria about what fits into s which box, as well as the simple guidelines provided. For example, worth and purpose might be determined by the decisions made and implemented that could not be made outside of the meeting, due to who attends. I been able to help clients ve eliminate as much as 75% of all scheduled meetings using this chart. Notes:

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Meeting Worth and Purpose (Effectiveness) s Low High

Wasted time: High Eliminate when possible

Most Productive: Don touch t

Low Useless: Eliminate Immediately Wasted time: Improve structure

57

Title: Negotiating Flow Rationale: This is just a simple list that I employ to help people understand that negotiating is a sequential, methodical process, and not a free-for-all. It enables them to immediately understand where they are in the process and/or what they ve omitted. It can be used as a memory jogger, or incorporated right into their meeting notes. Description: You can add or edit this as the situation dictates, though I believe that this is a nice, generic list. I created it someplace lost in time, and haul it out a few times a year as needed. I like it because it straightforward and unassailable, and s can turn a novice into a decent negotiator fairly quickly. Notes:

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START Establish non-violable musts Establish a constructive tone but on your turf, or neutral turf If posssible, have subordinates begin discussions When you are involved, listen much more than you talk Concede wants when necessary, but never musts Always focus on the other side value, not the price or cost s Do not concede price without a tangible reduction in value Summarize and reiterate to ensure both parties understand the same thing Put it in writing. FINISH

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Title: Power and Powerlessness Rationale: This is one of my all-time most useful and popular graphics, created in the early 90s at Hewlett-Packard when I was doing a great deal of team building and innovation work. It became so popular in the workshops, that I formalized it and it is now in several of my books. Essentially, the chart shows the differences between empowered and disempowered people, and supports my position that power doesn t corrupt, but powerlessness corrupts. If people aren provided with real power they t create artificial power, which we know as bureaucracy (the triumph of means over ends). Description: You can add and amend this chart to your heart content, but I like to s keep it simple. I provide a story or anecdote around every one of the comparisons so that people can relate to them personally. I often have people spontaneously suggest their own examples, which are inevitably right on target. If you listen to my tape, The Best of Alan Weiss, you hear many of the stories used in support of these examples. ll Notes:

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Power vs. Powerlessness Powerless Create bureaucracy Are insecure See them and us Focus on task Follow rules CYA (cover your assets) See win/loss issues Empowered Do the right thing Are self-confident See we Focus on result Think Take risks See win/win issues

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Title: Personal Growth Stages Rationale: I created this for my first Balancing Act workshop in 1999. I tried to ve synthesize several growth stages identified in various psychological sources so that people can view how they are operating now, as adults. It one thing to talk about s self-actualization but it another to actually knowingly engage in it. Self-mastery is s essentially about using internally-guided measures for our success, and not externally-generated feedback, often from those who are not focused on helping us so much as themselves. Description: I used a swinging approach here to depict both a lateral and ve growing action, but it can probably be done far better. In some areas of our lives we might be at different stages than others (e.g., dealing with our parents vs. dealing with our work colleagues). This is a useful self-test for people to consider. Notes:

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Configurations of Growth Stages

5. SELF-MASTERY: Welcoming personal incompleteness and consequent need for growth. (post-mature)

4. SELF-REALIZING: Recognition and exploitation of talents. (adult/mature) 3. SOCIAL/CONFORMING: Adherence to norms and successful interactions. (young adults)

2. RECIPROCATING: Recognition of good deals and reciprocation. (youth)

1. IMPULSIVITY: Random actions in response to external stimuli. (juveniles)

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Title: Productivity/Stress Relationship Rationale: The attempt to eliminate stress is not only futile but also foolish. We all need a certain amount of stress to get the adrenaline running and to perform optimally. Too little stress is as dysfunctional as too much stress, as the bell curve indicates. The key is to manage our stress and/or that of our subordinates so that we are at a position of maximum performance. How do we get our employees to position #4 and keep them there? It almost never a function of money or reward. s Description: Next to a double axis chart, the bell curve is probably the most ubiquitous elemental graphic, and this visual combines the two of them. At position #1 the performer is arrogant and unproductive, with an entitlement attitude, and at position #7 the performer is paralyzed and unproductive, with a powerless attitude (often seen during and after downsizing and layoffs). Source: This is a standard model out of the psychological texts, but the model I ve depicted was popularized by Judith Bardwick in her book Danger in the Comfort Zone, which is well worth reading (Amacom, 1991). Notes:

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"my pride" "my right"

"my fear"

high

3 Productivity

1 low Stress

high

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Title: Resolving Anxiety Rationale: We can deal with or resolve undifferentiated malaise. (Jimmy Carter lost t a Presidential reelection bid by claiming the country was suffering from malaise. Enough said?) If we can reduce the ambiguous discomfort to discrete fear, we can, ironically, resolve it much more effectively. (Some pundits have claimed that psychotherapy is simply the act of taking mild discomfort and turning it into stark, shattering, unhappiness.) There is a process for this progression, and it important s to know where we are in the process at any given time. This analysis is especially pertinent for coaching, counseling, mentoring, managing difficult employees, etc. Description: This is another standard psychological model which I encountered in a classroom long ago and far away. In any case, I like this chart a lot because it shows clear intervention points and strong relationships. Caution: This is not a chart which can be drawn on the spur of the moment. It requires advance preparation to make sure you get it right in my experience. Notes:

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RESOLVING ANXIETY
vague unresolvable stressful uncontrolled general confronting honest rational testing risk taking managing self-directed

is not is

anxiety 1

fear
is is not

resolution techniques 2
co de pin vic g es

ns sio eci d

corrections

Success!

reinforces comforts removes

1 = Counseling

2 = Skills Building

3 = Experiencial

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Title: Risk/Reward Ratio Rationale: Risk is one of the most overlooked aspects of decision making, yet it can be as methodically evaluated as can benefit. I developed this scale in the late 80s for the publication of my book The Innovation Formula (cited earlier). The scale allows people to make a quick assessment of whether the risk/reward ratio makes sense in terms of investment, repute, energy, etc. Description: The scales use a simple comparison to the present (the status quo). Generally, the benefits would have to outweigh the risks, so that an advance to a +4 in benefits might justify a risk of -2 or -3, but it is difficult to imagine any benefit commensurate with a 5 risk. This is a very handy tool to focus discussions, remove ambiguity, and cut-through pet projects. Notes:

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-5

-4

-3

-2

-1

Status Quo: 0

+1

+2

+3

+4

+5

Question: What is the best and worst that might result? +5= Paradigm-beaking improvement, industry leader. +4= Dramatic improvement, major publicity. +3= Strong benefits, organization-wide. +2= Minor benefits, localized. +1= Very minor improvement, barely noticed. -1= Very minor setback, barely noticed. -2= Minor setback, controlled locally. -3= Public setback, requires damage control. -4= Major defeat, financial damages, recovery time needed. -5= Devastating losses.

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Title: Problem Definition Rationale: People use confusing language, which confuses issues. Most of the time when people say, We have a problem, they really don A true problem, for which t. you must find a cause to remove the adverse effects, has to fit certain criteria. Otherwise, what you more likely have, is a decision to make or a plan to implement. Description: I use this chart, which is from The Rational Manager cited elsewhere, to clarify quickly with others whether a problem actually exists. A true problem has some deviation from a standard of performance (see Day-One Deviations elsewhere in this book), an unknown cause, and it important enough for us to want to fix it. If s these three conditions don obtain, then let talk about something else. t s Notes:

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on standard

desired future course degree of deviation

actual course

caused by some change Conditions: 1. Deviation of actual from desired course. 2. Cause is unknown. 3. Deviation is serious enough to concern us.

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Title: Rational Sequence Exercise Rationale: This isn technically a process graphic, but it my book and I t s m including it. I ask the group to determine the rational reason for this number sequence. In other words, it not my telephone number or social security number. s There is a rational reason for the order. On average, one person in twenty arrives at the correct reason within five minutes. Description: I was given this by an instructor at GTE when I was on the faculty of their management school in the late 80s and early 90s. Despite the fact that it in s widespread use, most groups haven seen it, and I ask individuals who have to it t sit out on the honor system. The numbers, of course, are in alphabetical order, and my point is that once you label anything (a numbers problem in this case) you delimit your ability to solve the problem or resolve the issue. Warning: This works only in English, and international people are at a disadvantage if working in their native language. Notes:

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What is the rational reason for this sequence?

8 5 4 9 1 7 6 3 2 0

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Title: Self-Esteem and Skills Building Rationale: One day I had simply had it with the rah rah school of motivational speaking, and the empty bromides such as They can hit you but they can hurt t you, and You never alone if you your own best friend. As a matter of fact, they re re certainly can hurt you, and a lot of people are quite alone. So, I decided to depict how self-esteem is actually built pragmatically through the acquisition and application of skills which lead to success. The antithesis of the sugar donut is the highly nutritional meal, if you get my drift. Description: The chart simply shows the tight cycle that can be developed when people acquire useful skills (not mindless phrases and affirmations) and apply them for personal success. That momentum encourages the acquisition and application of still more skills as the individual becomes more and more confident in the power of learning and self-improvement. I use this constantly to demonsrate why my approaches are so much more substantive and long-lived than a brief injection of feel good. Notes:

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skills-building

motivation to continue using skills and learning more

application of skills

success with the skills

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Title: Self-Esteem As A Constant Rationale: As a continuing part of my battle on the field of self-esteem, I like to demonstrate that one feeling of self-worth should never be as high as the last s victory or as low as the last defeat. Otherwise, you create a roller coaster effect that will give you motion sickness. Self-esteem should be constant, enabling you to accept victory graciously and defeat pragmatically. When self-esteem is solid and constant, you have a mature, well organized, and stable individual. Description: The graphic shows the two extremes, one subject to daily tossing and turning, and the other serving as a rudder through the storms. I ask people which route they are on, and which route their employees are on. There is a substantial market in helping people to build their self-esteem, and it not centered around s trodding over hot coals or rappelling down mountains. (Largely because there are neither hot coals nor mountains in most organizations I visited.) ve Notes:

76

Self-Esteem As A Roller Coaster high esteem victory high esteem high esteem

setback low esteem low esteem low esteem

Constant Self-Esteem

victory

setback

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Title: S-Curve Factor Rationale: This is a fascinating graphic which demonstrates that the time to move to the next level of growth is before the current one plateaus. I found it originally applicable to the high-tech world, but actually applicable to every kind of business. The point is that growth, left alone, will always plateau, and plateaus will always erode. In other words, entropy will overtake you unless you innovate and aggressively promote growth. Description: I first saw this in a book by Richard Foster called Innovation: The Attacker Advantage. I told since that it been in use for a long time, but that is s m s the first place that I noticed it. I make the point that no one in the vacuum tube business successfully entered the transistor business, and the latter completely wiped out the former. Consequently, just because the prospect operation is doing s well today, there no reason to believe the leaps will be made at the right place s unless someone is monitoring the innovation process. I often ask where the client s products and service are at the moment on the S-curve. Notes:

78

Point at which to leap to next S-curve

new growth growth plateaus X growth slows

dramatic growth

slow growth

79

Title: Separating A Mess Rationale: Many people are trying to reconcile the unreconcilable the amorphous mess or unease that is really the symptom of some very tangible problems. No one likes to deal with swampy muck, but they are willing to take a pick and shovel to clear, hard ground. Description: When a client or prospect says We have a morale problem, I always ask What the evidence? How do you know? and What do you see that tells you s that? This easy questioning allows us to compartmentalize and identify the components of the mess and the visual demonstrates how clearly that can be done. You can often diagnose this right in the room at the time on an easel or a pad, which is about as effective as you can get for immediacy. If someone can provide evidence t for a suspicion (e.g., the union is out to get us), I label it a hunch (one of the clunkiest words in the language). I first learned about this at Kepner-Tregoe, cited earlier. Notes:

80

Amorphous Mess

Union Threat (hunch)

Separation: Blood Drive Off, Working Condition Complaints, Turnover High

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Title: Situational Success Rationale: I abhor the belief that there is some perfect leadership style, and have embraced the work of Victor Vroom of Yale University, whom I first met in 1972, and who has remained a friend ever since. His simple formula involves the quality of the decision (do alternatives have differing impact for the decision maker high quality or do they all generate the same result low quality), commitment (is enthusiastic support of implementers, not merely compliance, required for effective execution), and time (the conscious decision to make or not make certain time investments). I use this to demonstrate that a range of behaviors is available to decision makers, guided by these variables. Description: The modest graphic is quite clear. For the underpinnings and a detailed description of the specifics involved in these three categories, as well as the research and validity of the full model, see Leadership and Decision Making by Victor Vroom and Phil Yetton, University of Pittsburgh Press, 1971. Notes:

82

Qu a l i t y + Co m m it m en t Ti m e

S it u a t i on a l S u c ce s s

83

Title: Stairstepping Rationale: This is used to show a succession of causes and effects, giving the individual the option of deciding where to enter the sequence. (One person symptom s is another person cause.) Absolutely any kind of content can be plugged in, and it s s highly effective at the time, informally drawn. Description: This also comes from The Rational Manager mentioned elsewhere. I ve used this periodically since the 70s, since it one of those timeless things that makes s you look brilliant in its simplicity. Simply take any juncture that the other person seems to be at, and move it up or down, forward or backward. You soon arrive at a ll point where you can conclude it is appropriate to take action. In the example given, sales below forecast gives way to a variety of underlying factors. Notes:

84

sales below forecast region #1 at only 50% 3 key people resign competition offers better package our new package is 6 months overdue

85

Title: Strategic Profiling Rationale: This is one of my all-time favorite graphics, and I created it specifically for Best Laid Plans, my book on strategy (originally titled Making It Work when published by HarperCollins in 1991), although it has appeared in several of my other books since then. All organizations have a profile, although it usually by default, since s they don consciously create one. I tried to make it easy: Products, services, and t ve relationships, in a competitive, distinct, or breakthrough perception in the customer s view. The key is that the gravity is always right-to-left, meaning that, unless you constantly innovate, you will slide toward competitive (much less be unable to move toward breakthrough). I make no value judgments. Breakthrough is not necessarily the best category. But an organization must decide where it wants to be in the future so that resources and investment can be properly allocated today. Description: The nine-box chart is the essence of simplicity but provides huge impact. I usually ask the audience where they are today and where they like to be d in the future, then compare the two entries. I then ask, What will it take to get you there? and that becomes the basis for planning, investment, resource allocation, etc. I don care about the categories being pure: In other words, I don care if an t t insurance company defines its policies as a product or a service, so long as everyone in the room agrees on one definition. Virtually every organization has all three interactions with its customers. Notes:

86

COMPETITIVE
(maintains competitiveness)

DISTINCT
(gains competitive edge)

BREAKTHROUGH
(achieves dominance)

PRODUCT
(tangible purchase)

SERVICE
(intangible purchase)

RELATIONSHIP
(intangible non-purchase)

87

Title: Strategy Quadrant Rationale: Strategy and tactics are separate but related, yet everyone insists on confusing the two. I love this chart because it clearly and very simply shows the relationship. It very useful to ask people to choose the quadrant they believe the s organization or division is currently occupying. You often get a variety of responses, ll enabling you to make the point that it would be helpful to gather evidence so that management could agree on where the organization is, and where it needs to go. I ll often make a joke by suggesting that Maybe you really in quadrant five, which a re participant actually suggested once. This is a dynamite visual to use as the basis of an exercise with management groups. Description: This is the plain vanilla double axis chart. The organization can be strong at both variables (e.g., strategy is clear and anticipated the future well, and tactics allow for goals to be made, talent retained, etc.), weak at both variables, or strong at one and not the other. As an example, most high-tech start-ups enter at quadrant #3, with a clear strategy to be, for example, e-commerce leaders or advanced bio-tech engineers, but without the operating efficiencies or market acceptance to show a profit. They either succeed and climb into quadrant #1 or, more often, fail and drop off the board. This concept was first popularized in this form by Ben Tregoe and John Zimmerman in their book Top Management Strategy: What It Is & How to Make It Work, Simon and Schuster, 1980. I used to work for Ben Tregoe, and he simply the smartest guy I ever stood next to. s ve Notes:

88

S t ra t e g y (Wh a t ) +
Op era ti o n s (Ho w )

89

Title: Three Paths for Success Rationale: I created this in 2000 expressly for entrepreneurs, as a result of constantly being asked in my workshops about what to market and when. The point is that where the three paths converge market need, competency, and passion there is the potential for a brilliant and rewarding career. Any two of the three don t do it, and many eager professionals are driven by passion alone (hence, the creation of the electric fork) without regard to the market. Description: Draw three simple lines, but ask people what needs they can identify or develop, what competencies they possess or can acquire, and what passions drive them (the last can be artificially conjured). It an eye-opening yet pragmatic t s experience, and is highly useful with start-ups, new ventures, individual contributors, and the like. Notes:

90

Market Need

Competency

Passion

Where Do These Paths Intersect?

91

Title: Types of Actions Rationale: We often get confused about whether we treating causes or effects. A re bucket under a leak may keep the floor dry, but it doesn remove the cause of the t problem a hole in the roof. Similarly, providing remedial training to new hires might take care of immediate shortcomings, but the basic problem is poor hiring. I use this chart to focus managers on what actions they are trying to address. Description: The chart is the essence of simplicity and one of my favorite double axis models. It taken from the Kepner-Tregoe problem solving approaches, but I created s this particular relationship in the 70s when I found that even my consulting colleagues were getting it wrong. Essentially, we dealing with the future or the re past, and cause and effect. A preventive action removes future cause (e.g., a fire marshal checking for unsafe conditions) and a contingent action deals with future effects if preventive actions fail (e.g., sprinkler systems or insurance). An adaptive action deals with the symptom of a problem already in existence (e.g., pouring more oil in the car) while a corrective action removes the cause of that existing problem (e.g., fixing the leak). Note that these actions can all be permanent or temporary as well, which is related to duration, not past or future (e.g., a bucket on the floor is a temporary adaptive action, unless you never fix the leak, in which case it become s permanent). Notes:

92

Timing

Past

Future

Cause

Corrective

Preventive

Factors

Effect

Adaptive

Contingent

93

Title: The Success Trap Rationale: This is a variation I created in the 90s of the S-curve model. The graphic is intended to demonstrate that success is never final, and we can be lulled into false optimism is we don continually improve. I use this with clients who seem to believe t that they are very successful and, consequently, don need any help. t Description: The graphic shows that one reaches a plateau of success unless there is a constant attempt to climb, to innovate, and to grow. The trap is in the plateau effect, because the plateau will eventually erode. Entropy will overcome inertia. The success trap can ensnare you at any level of performance. Notes:

94

plateau

continuing growth

success traps

plateau

95

Title: Weakness of Rewards in Changing Behavior Rationale: The response to behavior change is often, Let provide an incentive, and s the incentive is usually cash. But when you give an unhappy employee more money without affecting the underlying cause of the unhappiness (which is actually seldom financial), the result is a wealthier, unhappy employee. I been able to galvanize ve attention with the point that rewards actually are ineffective and may, in fact, punish behaviors, because the reward and not the desired outcome becomes the focus of attention. Description: I developed this is the late 90s to illustrate a conceptual point I had been making for years. When you use carrots and sticks to influence behavior, those carrots and stick have to be constantly supplied, or the effect will lessen. Moreover, employees become accustomed to instant gratification for behavior change: Do this and you get that. What we really need are employees who change behavior ll because it in their inherent self-interest to do so, meaning their objectives are s aligned with the organization objectives. s Notes:

96

The Weakness of Rewards in Changing Behavior

trajectory of behavior

new desired behavior x x x x

yyyyyyyyyyyyyyyyyyyyyyy

xxxxx = constant reward must be provided yyyyy = constant punishment must be provided

97

Visuals by Topic Note that some process visuals are useful for several different occasions, and appear in multiple categories below. Topic Behavior Careers Change Communications Decision Making Empowerment Innovation Marketing Meetings Negotiating Performance and Productivity Personal Growth Problem Solving Sales Self-Esteem Strategy Page Numbers 16, 18, 20, 24, 26, 42, 52, 60, 62, 66, 74, 76, 96 14, 18, 22, 26, 62, 64, 74, 76, 90, 94 16, 18, 20, 28, 50, 52, 78, 94 22, 24, 30, 52, 56, 58 34, 36, 66, 80, 84, 92 14, 18, 20, 40, 42, 60, 62, 74, 76, 90 28, 40, 46, 50, 52, 68 12, 22, 34, 36, 54 18, 24, 56, 58, 64, 80, 82, 92 20, 22, 24, 36, 58, 80 14, 16, 18, 20, 26, 38, 40, 42, 52, 60, 62 64, 66, 74, 76, 82, 90, 94, 96 14, 18, 20, 40, 42, 62, 64, 66, 74, 76, 90, 94,96 32, 46, 48, 68, 70, 72, 80, 84, 92 12, 22, 24, 36, 40, 60, 62, 64, 74, 76 14, 22, 28, 30, 38, 44, 50, 52, 78, 86, 88

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Sources and Resources Ackoff, Russell, The Art of Problem Solving, John Wiley & Sons, 1978: New York. Bardwick, Judith, Danger in the Comfort Zone, Amacom, 1991: New York. Bridges, William, Managing Transitions, Addison Wesley, 1991: Reading, MA. Foster, Richard, Innovation: The Attacker Advantage, Summit Books, 1986: New s York. Kepner, Chuck and Tregoe, Ben, The Rational Manager, Kepner-Tregoe, Inc., 1965: Princeton, NJ. Tregoe, Ben and Zimmerman, John, Top Management Strategy, Simon and Schuster, 1980: New York. van Delft, Pieter and Botermans, Jack, Creative Puzzles of the World, Harry N. Abrams, Inc., 1978: New York. von Oech, Roger, A Kick In The Seat Of The Pants, Harper & Row, 1986: New York. __________, A Whack On The Side Of The Head, Warner Books, 1983: New York. Weiss, Alan, Best Laid Plans, Las Brisas Research Press/Summit Consulting Group, Inc., 1994: East Greenwich, RI. __________, Leadership Every Day, Las Brisas Research Press/Summit Consulting Group, Inc., 1997: East Greenwich, RI. __________, Managing for Peak Performance, Las Brisas Research Press/Summit Consulting Group, Inc., 1994: East Greenwich, RI. __________, Million Dollar Consulting, McGraw-Hill, 1992, 1998: New York. Weiss, Alan and Robert, Michel, The Innovation Formula, Harper & Row 1988: New York; Las Brisas Research Press/Summit Consulting Group, Inc., 1996: East Greenwich, RI.

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To Contact Us:

Alan Weiss, Ph.D. President Summit Consulting Group, Inc. Box 1009 East Greenwich, RI 02818 800/766-7935 401/884-2778 Fax: 401/884-5068 email: info@summitconsulting.com home page: http://www.summitconsulting.com

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The Final Visual

101