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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
Kurt Lewin Force Field Analysis
unfreeze, change, refreeze; identify the forces for and against the change
26
William Bridge's Transition Model
ending, neutral zone, new beginning 4 P's Purpose, Picture, Plan, Parts for each to placy
27
W. Warner Burke & George H. Lutwin Change Model
org climate (good or bad place to work) and org culture (values, norms); transformational and transactional change
28
transformational change
leadership, mission, strategy
29
transactional change
practices, structure, systems
30
David Nadler & Michael Tushman Congruence Model & 7 S's
Shared Values, Skills, Staff, Strategy, Structure, Systems, Style
31
Peter Senge
small changes (top down)
32
characteristics of an org with a learning culture (5)
shares importance of learning learning is a part of the strategy open communication opportunity to share knowledge teach collaboration
33
How do you teach collaboration?
work through conflict give feedback make decisions together
34
Primary drivers of employee engagment
managers
35
Employee Engagement Strategy
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
What is performance management?
communication btwn supervisors and employees about expectations, objectives, giving feedback, coaching, reviewing results
37
tools for performance management
rating scale, objectives met, narratives, comparison, checklists, 360
38
SWOT Analysis
strengths, weaknesses, opportunities, threats
39
tools to predict problems
fishbone/cause & effect diagram 5 whys force field analysis nominal group
40
constraints analysis
identify limiting factors at the beginning of a project: budget, time, space, resources, expertise, competing priorities
41
Why do projects fail?
lack of support shortage of resources unreasonable deadlines missed deadlines lack of communication technology challenges
42
6 C's of Communication
Clear, Coherent Complete, Concise, Correct, Courteous
43
3 marketing tactics
written (brochure, email) social (website, blog) interpersonal (networking, testimonials)
44
5 moments of learning
new, expand, solve, apply, change
45
performance support tools
eLearning, pdf, apps, checklists, templates, FAQs, process maps, videos
46
When deciding on a performance improvement solution, confirm:
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
7 performance improvement solutions
1. workplace/structure 2. technology/info 3. HR 4. L&D 5. personal motivation 6. processes 7. management support
48
performance analysis
desired performance vs actual performance; uncover barriers and enablers
49
4 organization transitions
disengagement - no emotional connection disidentification - lost identity disorientation - not sure where they fit disenchantment - disappointed, no longer believe in it
50
human performance improvement must be
results based on the influence analysis/cause focused on outcomes not behaviors sees the organization as a system/whole - could create unexpected reaction
51
compensating feedback
unexpected reaction to a solution
52
ATD HPI Model
1. business analysis 2. performance analysis 3. influence analysis 4. solution selection 5. solution planning and implementation Evaluate results throughout Manage change throughout
53
business analysis
looks at goals, objectives, strategy, customer, revenue, services, products of the org
54
Gilber's Behavior Engineering Model - factors can hinder or facilitate performance
environmental (info, resources, incentives/consequences) or individual (K/S, capacity, motivation
55
Rummier-Brache's Nine Box Model
performance levels and needs levels - job/performer, process, organization needs - goals, design, mgmt
56
Kotter's 8-Step Change Model
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
appreciative inquiry
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
ATD 6-step Change Model
1. Challenge the current 2. Harmonize leadership 3. Activate commitment 4. Nurture a design 5. Guide implementation 6. Evaluate
59
What can you use to show a single variable?
column, bar chart, histogram, scatter
60
What can you use to show relationships/connections?
bubble, scatter
61
What can you use to show comparison?
bar, column, timeline, line, scatter
62
What can you use to show multiple variables?
heat, bubble
63
What can you use to show the composition of the whole?
pie, stacked bar
64
What can you use to show relationships/connections?
bubble, scatter
65
In a stakeholder analysis, how do you determine power and influence?
hierarchy, function/ role/ dept, decision-making authority
66
Common pitfalls of data analysis
jumping to conclusions bias overusing mean and avoiding mode & median bad sample size not accounting for Hawthorne or placebo effect
67
What are 4 discovery questions?
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
What are the 4 types of analysis?
descriptive - what happened diagnostic - why it happened predictive - what will happen prescriptive - how to make something happen
69
criteria for selecting analytics
identify clear outcomes ensure access to data select a solution with a good probability of success quick win interesting to leaders
70
Design thinking
think of the needs of the people and org to find a solution
71
What's the difference between divergence and convergence?
divergence - get more ideas convergence - narrow it down
72
5 parts of lean
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
external influences on TD
Political Economic Social Technology
74
internal influences on TD
products & services talent employee ownership of development managers accountability partnership with c-suite

CPTD 2022 Oct (2 decks)

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