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CPTD 2022 Oct > 3 - Organizational Capabilities > Flashcards

3 - Organizational Capabilities Flashcards

1
Q

business case

A

shows value of initiatives; rationale/justification

align with org priorities and needs
include benefits and risks of possible solutions
analyze and compare solutions
select the best, define metrics, impact, and budget
create presentation to show

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2
Q

vision

A

future goals

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3
Q

mission

A

purpose/direction

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4
Q

values

A

beliefs

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5
Q

objectives

A

needed to reach outcomes

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6
Q

action plan

A

tasks to achieve objectives

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7
Q

expressive influences

A

Send: tell, sell, negotiate, enlist (enthusiasm)

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8
Q

receptive influencers

A

receive: inquire, listen, attune (trust), facilitate/ask

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9
Q

partner vs consultant

A

partner - long-term; consult - short-term

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10
Q

Chris Argyris ladder of inference single, double, triple loop

A

single- loop - Am I doing things right?
double-loop - Am I doing the right things?
triple-loop - How do we decide what is right?

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11
Q

W. Edwards Demin process improvement

A

PDCA - Plan Do Check Act

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12
Q

consulting roles (4)

A

expert, facilitator, process consultant, other pair of hands

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13
Q

how to build consulting credibility

A

be proactive, focus on org success, business acumen, participate/communicate, and deliver value

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14
Q

5 Steps of the Consulting process

A
  1. assess need
  2. understand issue (clarify)
  3. present findings
  4. develop and implement solution
  5. complete project & evaluate results
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15
Q

boundary spanning

A

communicating across departments

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16
Q

4 levels of TD alignment

A

1 - organizational results
2 - employee results
3 - work processes
4 - value to org’s clients

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17
Q

workforce planning

A

ID critical roles and gaps

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18
Q

5 Phases of OD Strategy

A
  1. Assess need
  2. Clarify and diagnose
  3. Present feedback
  4. Solution
  5. Evaluate
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19
Q

systems thinking

A

holistics, everything effects something

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20
Q

open systems theory

A

organizational structure impacts the flow of info and interaction both internally and externally

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21
Q

complexity theory

A

experimentation and innovation required

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22
Q

chaos theory

A

butterfly affect

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23
Q

social network theory

A

how employees work together and how strong their relationships are

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24
Q

action research

A

learn by doing

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25
Q

Kurt Lewin Force Field Analysis

A

unfreeze, change, refreeze; identify the forces for and against the change

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26
Q

William Bridge’s Transition Model

A

ending, neutral zone, new beginning
4 P’s Purpose, Picture, Plan, Parts for each to placy

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27
Q

W. Warner Burke & George H. Lutwin Change Model

A

org climate (good or bad place to work) and org culture (values, norms); transformational and transactional change

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28
Q

transformational change

A

leadership, mission, strategy

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29
Q

transactional change

A

practices, structure, systems

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30
Q

David Nadler & Michael Tushman Congruence Model & 7 S’s

A

Shared Values, Skills, Staff, Strategy, Structure, Systems, Style

31
Q

Peter Senge

A

small changes (top down)

32
Q

characteristics of an org with a learning culture (5)

A

shares importance of learning
learning is a part of the strategy
open communication
opportunity to share knowledge
teach collaboration

33
Q

How do you teach collaboration?

A

work through conflict
give feedback
make decisions together

34
Q

Primary drivers of employee engagment

A

managers

35
Q

Employee Engagement Strategy

A
  1. strategy - bus objectives
  2. vision, mission, values
  3. formal programs and policies
  4. communicate about engagement
  5. DEI, collaboration, W/L balance, flexibility
  6. regular monitoring and measurement
  7. defined perf measures
  8. business impact
36
Q

What is performance management?

A

communication btwn supervisors and employees about expectations, objectives, giving feedback, coaching, reviewing results

37
Q

tools for performance management

A

rating scale, objectives met, narratives, comparison, checklists, 360

38
Q

SWOT Analysis

A

strengths, weaknesses, opportunities, threats

39
Q

tools to predict problems

A

fishbone/cause & effect diagram
5 whys
force field analysis
nominal group

40
Q

constraints analysis

A

identify limiting factors at the beginning of a project: budget, time, space, resources, expertise, competing priorities

41
Q

Why do projects fail?

A

lack of support
shortage of resources
unreasonable deadlines
missed deadlines
lack of communication
technology challenges

42
Q

6 C’s of Communication

A

Clear, Coherent Complete, Concise, Correct, Courteous

43
Q

3 marketing tactics

A

written (brochure, email)
social (website, blog)
interpersonal (networking, testimonials)

44
Q

5 moments of learning

A

new, expand, solve, apply, change

45
Q

performance support tools

A

eLearning, pdf, apps, checklists, templates, FAQs, process maps, videos

46
Q

When deciding on a performance improvement solution, confirm:

A

clear recommendation from data, all solutions have been considered, solution directly related to cause of gap, cost/time/effectiveness, are internal or external resources needed

47
Q

7 performance improvement solutions

A
  1. workplace/structure
  2. technology/info
  3. HR
  4. L&D
  5. personal motivation
  6. processes
  7. management support
48
Q

performance analysis

A

desired performance vs actual performance; uncover barriers and enablers

49
Q

4 organization transitions

A

disengagement - no emotional connection
disidentification - lost identity
disorientation - not sure where they fit
disenchantment - disappointed, no longer believe in it

50
Q

human performance improvement must be

A

results based on the influence analysis/cause
focused on outcomes not behaviors
sees the organization as a system/whole - could create unexpected reaction

51
Q

compensating feedback

A

unexpected reaction to a solution

52
Q

ATD HPI Model

A
  1. business analysis
  2. performance analysis
  3. influence analysis
  4. solution selection
  5. solution planning and implementation
    Evaluate results throughout
    Manage change throughout
53
Q

business analysis

A

looks at goals, objectives, strategy, customer, revenue, services, products of the org

54
Q

Gilber’s Behavior Engineering Model - factors can hinder or facilitate performance

A

environmental (info, resources, incentives/consequences) or individual (K/S, capacity, motivation

55
Q

Rummier-Brache’s Nine Box Model

A

performance levels and needs
levels - job/performer, process, organization
needs - goals, design, mgmt

56
Q

Kotter’s 8-Step Change Model

A
  1. Urgency
  2. Coalition
  3. Create vision
  4. Communicate vision
  5. Remove obstacles
  6. Create short-term wins
  7. Build on change
  8. Anchor change
57
Q

appreciative inquiry

A

look for the best in people
4 D Model: Discover what is, Dream what could be, Design what should be, Destiny what will be

58
Q

ATD 6-step Change Model

A
  1. Challenge the current
  2. Harmonize leadership
  3. Activate commitment
  4. Nurture a design
  5. Guide implementation
  6. Evaluate
59
Q

What can you use to show a single variable?

A

column, bar chart, histogram, scatter

60
Q

What can you use to show relationships/connections?

A

bubble, scatter

61
Q

What can you use to show comparison?

A

bar, column, timeline, line, scatter

62
Q

What can you use to show multiple variables?

A

heat, bubble

63
Q

What can you use to show the composition of the whole?

A

pie, stacked bar

64
Q

What can you use to show relationships/connections?

A

bubble, scatter

65
Q

In a stakeholder analysis, how do you determine power and influence?

A

hierarchy, function/ role/ dept, decision-making authority

66
Q

Common pitfalls of data analysis

A

jumping to conclusions
bias
overusing mean and avoiding mode & median
bad sample size
not accounting for Hawthorne or placebo effect

67
Q

What are 4 discovery questions?

A

Are these the expected results?
How do the results compare to previous?
Are you content with results?
What os the cost per revenue lost?

68
Q

What are the 4 types of analysis?

A

descriptive - what happened
diagnostic - why it happened
predictive - what will happen
prescriptive - how to make something happen

69
Q

criteria for selecting analytics

A

identify clear outcomes
ensure access to data
select a solution with a good probability of success
quick win
interesting to leaders

70
Q

Design thinking

A

think of the needs of the people and org to find a solution

71
Q

What’s the difference between divergence and convergence?

A

divergence - get more ideas
convergence - narrow it down

72
Q

5 parts of lean

A

to eliminate waste
1. define value/objectives
2. map process and eliminate wast
3. create flow
4. establish pull (easy access when needed)
5. pursue perfection/ continuously improve

73
Q

external influences on TD

A

Political
Economic
Social
Technology

74
Q

internal influences on TD

A

products & services
talent
employee ownership of development
managers accountability
partnership with c-suite

CPTD 2022 Oct (2 decks)

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