A practical and inspirational workbook for professionals who want to work towards improving the cohesion within organisations.
Analysing complex problems through reduction has become the basis of many management approaches. Reduction creates the belief that everything can be objectified and is therefore tangible, predictable and repairable. Reduction eradicates the feeling for the “human dimension” and creates a distance between reason and emotion, between thinking and doing.
Perhaps we should try to look differently at complexity and approach problems from the larger whole, rather than nonlinear and asynchronous. A first step would be to see the whole and try to understand this by entering into a dialogue with our environment.
This free downloadable workbook will help you and your colleagues with this. The workbook contains several practical models and methodologies based on the INK/EFQM body of thought and Systems thinking that can support you in your quest for the essence and strength of the composition of your organisation.
If you wish to receive the free PDF version or buy a hard copy of the workbook, you can go to: www.liefting-consulting.com
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Free Ebook: Cohesion and Dialogue, the keys to excellence
1. Cohesion and Dialogue, the keys to excellence
A practical and inspirational workbook for professionals
who want to work towards improving the cohesion
within organisations.
Written and designed by Remco Liefting
3. 3
Cohesion and Dialogue,the keys to excellence
A practical and inspirational workbook for professionals
who want to work towards improving the cohesion
within organisations.
29. 29
Examples
Case:,Implementa1on,of,the,organisa1on’s,direc1on
Organisa1on, Y, is, engaged, in, the, deployment, of, a, new, direc1on., The, “key”, is, in,
professionalising,of,staff, and,managers.,This,new,direc1on,requires,a, cultural,change.,To,give,
content,and,meaning, to,this,process,, several,ac1ons,(dialogues),were,undertaken,with,staff.,
However,,due,to,the,way,the,project,is,communicated,,it,is,perceived,as,a,one(way,affair.
Findings
Middle$management$is$insufficiently$included$in$the$dialogue.
Leadership$development$remains$underexposed.
Tempo$differences$are$created$(because$of$this)$between$the$execu?ves.
Case:,Societal,posi1on
Organisa1on, Y, is,firmly, planted, in, society., Organisa1on, Y, involves, various, stakeholders, in,
crea1ng,policy.,Ini1a1ves,of,employees,regarding,chari1es,are,supported,and,the,organisa1on,
has, an, ac1ve, policy, on,rela1ons, with, the, press., Society, highly, appreciates,the, efforts,and,
organisa1on,Y,regularly,receives,this,recogni1on,from,respected,authori1es.
Findings
Organisa?on$is$very$ac?ve$with$the$outside$world.
In$par?cular,$(local)$poli?cs$has$a$major$impact$on$policy.
However,$there$is$no$specific$policy$that$connects$all$outward$ini?a?ves$and$provides$a$focus.
Analysis
Based$ on$ the$ discussions,$ this$ team$ of$ organisa?on$ Y$
described$the$following$“traffic$rules”:
Society$and$poli?cs$override$interest$and$contribu?ons$
of$its$own$employees.
Middle$management$is$(s?ll)$not$a$connec?ng$element.
Reflec?ons$on$leadership$are$lacking.
Sugges1ons
Strengthen$dialogue$with$middle$management.
Develop$policy$on$social$ini?a?ves.
Revision$of$the$policy$portolio.
30. 30
Can we do with less?
The$ response$ of$ companies$ to$ the$ recession$ is$ par?cularly$ aimed$ at$ ?ghter$ control$ of$
expenditures$ and$ the$ ini?a?on$ of$ improvement$ programs.$ It$ appears$ that$ rela?vely$ few$
organisa?ons$have$an$eye$for$stopping$ongoing$programs$and$ac?vi?es.$It’s$?me$to$take$a$close$
look$at$all$projects,$ac?ons$and$tools$that$your$organisa?on$has$collected$over$the$years$and$to$
wonder$if$they$s?ll$have$their$value.$Is$there$s?ll$some$synergy$or$do$you$see$an$accumula?on$
of$tools$and$an$increase$of$contradic?ons?$
In$the$course$of$?me,$an$organisa?on$collects$numerous$tools$and$approaches.$Some$of$these$
originated$from$a$need$and$some$from$a$trend.$Each$profession$within$your$organisa?on$has$its$
own$vision$of$what$is$good$for$the$organisa?on.$The$strength$of$life$preserva?on$ensures$that$
you$are$s?ll$working$with$outdated$and/or$ineffec?ve$tools.$
What can you do about this?
Start$ with$ an$ inventory,$ because$ do$ you$ know$ how$ many$of$ such$ tools$ exist$ within$ your$
organisa?on?$The$INK/EFQM$Naviga?on$Map$can$help$you.$An$addi?onal$advantage$of$posing$
this$ques?on$is$to$call$for$a$discussion$about$what$is$exactly$meant$by$a$tool.$Did$you$know$that$
an$organisa?on$has$adopted$an$average$of$13$approaches,$with$their$accompanying$tools?
The$second$step$is$to$request$addi?onal$informa?on$for$each$tool.$Who$is$the$owner$and$who$
is$ the$ client?$Is$ there$ a$descrip?on$ of$the$approach$ and$ were$ objec?ves$ formulated?$ This$
second$step$will$surprise$you!
The$third$step$is$an$assessment$of$the$tools.$The$answers$to$the$ques?ons$alongside$provide$
targeted$informa?on$for$further$op?miza?ons.
Tweaking
Can$ (or$ should)$ we$ do$ with$ less?$Try$to$ recycle$ those$ tools$that$ would$ otherwise$be$ lost$
unnecessarily.$Modify$them$in$such$a$way$(Tweaking),$that$they$are$once$again$aligned$with$
ambi?ons.
Checklist:
Is the objective of the tool a derivative of
the mission, vision and strategy of the
organisation?
Is the operation of the tool transparent to
all relevant stakeholders?
Is the application supported by well-defined
processes?
Have the relationships with other tools/
activities been established?
Was the tool systematically introduced and
is it applied broad and deep?
Is the tool regularly evaluated for
effectiveness and efficiency, and adjusted
accordingly?
Do users see the added value of the tool in
relation to improving the quality of services
and/or products?
34. 34
Storyboard Enablers before Results
Client The Green Team Titel Ready - Steady - Go
Storyboard Enablers before Results Spot Group B Taaknr. D203
Shot 1: Start Position
The organisation’s condition is moderate. The
organisation gets a score of 5.7 from the
stakeholders. The stock market is also
moderately satisfied.
Shot 2: Year 3, Quarter 1
The MT highlights the seriousness of the
situation and the sense of urgency is shared.
An investment is made in joint leadership in
order to properly focus the energy.
Shot 3: Year 3, Quarter 2
The organisation continues to invest in itself
and is strongly introverted. It forgets,
however, to invest in the processes.
Shot 4: Year 3, Quarter 4
The MT maintains its policy, but also invests
firmly in the processes. Clients and
relationships see and appreciate that,
triggering better results.
Shot 5: Year 4, Quarter 1
Improving working conditions and the
balancing of competencies and responsibilities
is appreciated. However, the quality of the
processes declines slightly.
Shot 6: Year 4, Quarter 3
The results are good, but a downward trend is
visible. External stakeholders give the
organisation a score of 6.9 against 7.5 in Q1.
The ratio between inward and outward
attention becomes unbalanced.
35. 35
Storyboard No focus
Client Customized care Titel Flip - Flop
Storyboard No focus Spot Group B Taaknr. D203
Shot 1: Start Position
The organisation’s condition is moderate. The
organisation gets a score of 5.7 from the
stakeholders. The stock market is also
moderately satisfied.
Shot 2: Year 3, Quarter 1
The MT is on a safe course. There are
organisational measures and investments in
employees through training and improving
working conditions and processes.
Shot 3: Year 3, Quarter 2
The target groups are investigated and the
supply is made accessible. Processes are not
being maintained and the attention to
employees slackens.
Shot 4: Year 3, Quarter 4
The organisation collapses. The focus is gone.
The organisation makes outward “noises”, but
fails to invest in itself.
Shot 5: Year 4, Quarter 1
As a consequence, results decline rapidly. The
processes are again being addressed and
investments in its employees also take place. A
reassessment of the strategy is in place.
Shot 6: Year 4, Quarter 3
The foundation is partially back in shape, but
processes still need improvement. Clients are
not satisfied. The organisation will need to
consistently tackle its processes.
36. 36
• Client$Segmenta?on
• HRM$to$the$line
• Process$Ownership
• From$clientCorientated$to$clientCdriven
• Improvement$and$maintenance$of$the$service$
concept
• Coaching$and$support$for$managers
• Structured$measuring$and$improving
• Opera?onal$efficiency
• Further$development$of$eCservices
• Mul?channel$Approach
• Rela?onship$Management
• From$supply$to$marke?ng$
orienta?on
• Developing$entrepreneurship
• ResultCresponsible$Departments
• Structure$towards$a$matrix$organisa?on
• CoCcrea?on$with$clients$and$chain$partners
• Inves?ng$in$team$development
• Implemen?ng$processCorientated$work$and$thinking
• SelfCmanagement$as$a$guiding$management$
principle
• Implementa?on$of$competency$
management
• Revision$of$the$service$concept
• Ac?vity$Based$Cos?ng
Storyboard To Grow and Flourish
Client Organisation X Titel The real deal
Storyboard To Grow and Flourish Spot Big City Taaknr. 2005 - 2008 - 2011
2005
2008
2011
38. 38
L
P
S
P&R
PP&S
PR
CR
SR
BR
Actions previous years:
Current Profile
L ! = Leadership
P! = People
S! = Strategy and Policy
P&R! = Partnerships & Resources
PP&S! = Processes, Products & Services
BR! = Business Results
SR! = Society Results
CR! = Customer Results
PR! = People Results
39. 39
Actions next year:
Profile Next Year
L
P
S
P&R
PP&S
PR
CR
SR
BR
L ! = Leadership
P! = People
S! = Strategy and Policy
P&R! = Partnerships & Resources
PP&S! = Processes, Products & Services
BR! = Business Results
SR! = Society Results
CR! = Customer Results
PR! = People Results
47. 47
Causally connected:
Causally connected (opposing):
Delay:
With stacking, the use of management tools leads to divergent,
separate effects. A typical example is the budget round. Annual
plans are made, but not aligned with budgets. Draw below, what
you think will happen.