Impacting Organizational Capability Flashcards

Question

CONSULTING AND BUSINESS PARTNERING | what did Edgar Schein do?

Answer 1

introduced the concept that consultants should focus on adapting a solution to the organization as opposed to accepting a packaged solution presented by expert consultants

Answer 2

helped to define organization development as it is known today: an organization-wide, planned process initiative that is managed from the top to increase organizational effectiveness.

Answer 3

introduced the concept of single-, double-, and triple-loop learning and contributed to the development of organizational and experiential learning, the reflective model, and the ladder of inference. Each of these concepts can be used by consultants for effective results.

Answer 4

14 points and process improvement concepts first to Japan and then to the United States. He popularized the plan-do-check-act (PDCA) cycle for continuous process improvement, showing the benefits that occur when all employees are involved in making incremental quality improvements.

Answer 5

book, Flawless Consulting: A Guide to Getting Your Expertise Used, is currently used by most consultants and has been recognized by the Organizational Development Network as the most influential book for organization development practitioners in the past 40 years. His five phases of consulting provide the basis for most current consulting models

Answer 6

the expert the facilitator the process consultant the other pair of hands

Answer 7

The expert role occurs when the consultant takes a directive role. The consultant is generally viewed as the authority; they provide advice, but the implementation is often conducted by others.

Answer 8

The facilitator role is one where the consultant is in a neutral position and serves to support meetings or teams that address process improvement, team building, or other actions where the key task is to draw the answers out of a group.

Answer 9

The process consultant examines processes, systems, interactions, traditions, culture, funding sources, and other interfaces to determine their effect on each other and the results. This role is generally the longest from a time perspective and the broadest from a range of topics and relationships.

Answer 10

The other pair of hands generally refers to a consulting role focused on analyzing, planning, and project roll-out. As the name suggests, the consultant plays a supporting role and the client is in charge of the outcome. This works best for short-term projects with few stakeholders.

Answer 11

``` − Be proactive. − Focus on organizational success. − Apply business acumen. − Participate and communicate. − Deliver value. ```

Answer 12

``` − Assess the need. − Understand the issue. − Present findings and interpretations. − Develop and implement a solution. − Complete the project and evaluate the results. ```

Answer 13

− Evaluate talent requirements. − Advise on talent acquisition strategies. − Lead engagement surveys. − Design, organize, and conduct an onboarding plan. − Coach managers to develop people. − Establish mentoring programs. − Select high-potential candidates for leadership development. − Increase innovation. − Lead focus groups to gather data. − Support performance efforts. − Administer personality and leadership assessments.

Answer 14

opportunities for partnering

Answer 15

− Build a relationship with the leadership team. − Use business language. − Understand the organization’s strategic imperatives, goals, and plans. − Help to solve organizational challenges. − Demonstrate collaboration, accountability, and timeliness. − Become a systems thinker. − Promote positive change. − Exhibit enthusiasm and pride in the work of talent development.

Answer 16

− Have a clear understanding of the organization and the business or agency’s mission and the industry it is in. − Think strategically and critically. − Possess business acumen, financial knowledge, and marketing skills.

Answer 17

− Define boundaries to create safety. − Create an understanding of boundaries to foster respect. − Connect to suspend boundaries and build trust. − Reframe boundaries to develop community. − Interlace boundaries to advance interdependence. − Crosscut boundaries to enable reinvention.

Answer 18

− Systems thinking − Strategic thinking − Critical thinking − Collaboration

Answer 19

``` − Increases retention − Boosts morale − Improves person-to-job matches − Maintains current skills − Provides flexibility − Keeps the talent aligned with the organizational strategy ```

Answer 20

− Prepare a workforce plan for clients, identifying critical roles and gaps between the current population and what is needed.

Answer 21

− Advanced degree education, executive and management courses, and certificate programs − Cross-functional or cross-country job rotations − Committee and task force involvement, coaching, training, and mentoring programs − Loaned executive programs − Retreats and sabbaticals − Shadowing or understudy efforts − Replacement or academic assignments − Self-development opportunities, professional associations, and conference or workshop presenter

Answer 22

Lack of alignment with organization’s needs − Collision with other higher-priority organizational needs − Limited resources − Short-term focus − Undeveloped learning culture − Resistance to change

Answer 23

− Ensure that it is safe to express disagreement. − Show other options to the resistor. − Ensure that the root cause of the problem has been identified.

Answer 24

- Anticipate objections and include them in the presentation or be prepared when they arise. − Demonstrate alignment to organizational needs. − Provide clarity on how the solution supports organizational goals, using data where appropriate. − Determine appropriate stakeholders and communicate the right message at all levels. − Continuously engage with all organizational levels to sustain partnerships. − Build long-term relationships and avoid waiting until a need arises to identify support. − Use the organization’s informal communication network to lay the groundwork for future communication.

Answer 25

To successfully lead and support initiatives focused on increasing organizational effectiveness

Answer 26

``` − Entry − Diagnosis (assessment) − Feedback − Solution − Evaluation ```

Answer 27

``` − Systems thinking − Open systems theory − Complexity theory − Chaos theory − Social network theory − Action research ```

Answer 28

- is the initial contact between the consultant and the client - involves presenting and exploring a problem, opportunity, or situation - has an output that is generally an engagement contract or project plan

Answer 29

- is the fact finding phase - is a collaborative data collection process between stakeholders and the consultant - involves gathering, analyzing, and reviewing relevant information

Answer 30

- return analyzed information to the client - involves reviewing preliminary agreements about scope and resource requirements - action plan outlines the solutions to be in an action plan

Answer 31

- is a continuous process of collection formative and summative evaluation data - determines whether initiatives are meeting intended goals and achieving defined success indicators - provides recommendations for improvement through an evaluation report

Answer 32

This theory is based on the belief that the component parts of a system can best be understood by examining their relationships with one another and with other systems, rather than in isolation. The holistic view is important to change initiatives because small changes to any part of a system affect the whole system, based on their level of interconnectedness.

Answer 33

This theory refers to how organization structure affects the flow of information and interaction, both internally and with the external environment. They are characterized by input-throughput-output mechanisms. Open systems planning involves scanning the environment to determine the demands and expectations of external stakeholders; developing scenarios of possible organization futures; and developing action plans to ensure that a desirable future occurs. This kind of thinking is a requirement for creating learning organizations (Senge 2006).

Answer 34

This theory defines an organization as a complex, adaptive system that needs to respond to the external and internal environment by remaining on the edge of chaos while also self-organizing and continuously reinventing itself. In complexity theory, the future is unknowable and, as such, the ability to learn is absolutely critical to ongoing organization effectiveness. Application requires experimentation and innovation to develop new operations patterns.

Answer 35

This interdisciplinary theory states there are underlying patterns, constant feedback loops, repetition, and self-organization even in the apparent randomness of chaotic, complex systems. The butterfly effect describes how a small change in one state of a system can result in large differences in a later state, meaning there is sensitive dependence on initial conditions.

Answer 36

This theory represents how people, organizations, or groups interact with others inside their network. Networks comprise actors and the relationships between those actors, who are referred to as nodes and can be individuals, organizations, or companies. Actors are always the smallest single unit inside a network.

Answer 37

This theory represents how people, organizations, or groups interact with others inside their network. Networks comprise actors and the relationships between those actors, who are referred to as nodes and can be individuals, organizations, or companies. Actors are always the smallest single unit inside a network.

Answer 38

First coined by Kurt Lewin (1944), this theory is also known as participatory research. It is learning by doing in the sense that a group of workers—or teams as part of a community of practice—identifies a problem, develops a resolution, implements the solution, and then analyzes the final results. Transformative change occurs through the simultaneous process of taking action and doing research, which is linked by critical reflection.

Answer 39

− Kurt Lewin’s force field analysis (1947) − William Bridges’s Transition Model (1991) − W. Warner Burke-George H. Litwin Model (1994) − David A. Nadler and Michael L. Tushman’s Congruence Model and “Seven S” approach (1997) − Peter Senge (2006) − Prosci ADKAR Model − Marvin Weisbord’s Six-Box Model (1976)

Answer 40

based on the premise that any situation at any point in time is the result of forces pushing in opposite directions suggests that change is a three-stage process of: - unfreezing the old behavior - moving to a new level of behavior - refreezing behavior at the new level

Answer 41

describes planned change as situational and transition as psychological focuses on transitions and "letting go" versus planned change States 3 phases of transition: - ending - neutral zone - new beginning

Answer 42

distinguishes between organizational climate and organizational culture as: - climate: individuals' collective assessment of an organization in terms of whether it is a good or a bad place to work - culture: a collective assessment of an organization based on values, norms, and assumptions identifies the variables involved in creating transactional and transformational change

Answer 43

describes a "Congruence Model" and "Seven S" approach for organizational change management examines how interdependent, organizational subsystems scan and transform input from the external environment to outputs in the organization across individual, group, and total levels includes these seven s's: strategy, structure, systems, shared values, skills, style and culture, and staff

Answer 44

describes organizations as organisms challenges the concept of the top-down "hero-leader" and large-scale change advises small, incremental change through 5 disciplines of organizational learning

Answer 45

a goal based change management model used for both individual and organizational change focuses on guiding change at the individual level through five distinct phases: awareness, desire, knowledge, ability, and reinforcement

Answer 46

a researched based model that guides diagnosing organizational problems categorizes six critical areas as leverage points for influencing organizational success teaches how to think systematically when identifying factors that enable or obstruct organizational behavior

Answer 47

stakeholder analysis environmental scan network diagram

Answer 48

``` trust mutual respect mindfulness welcoming diversity open communication ```

Answer 49

``` organizational values strategic plans open communication flexible and accessible opportunities demonstrated commitment ```

Answer 50

define engagement goals in realistic, everyday terms coach managers and hold them accountable for their employees' engagement invest time and resources use ongoing measures

Answer 51

survey internal measurements hybrid approach combining internal and external methods

Answer 52

alignment of business and engagement strategies an organizational philosophy that emphasizes a core purpose formal program and policies that drive the engagement agenda open, proactive, leader-driven communication about engagement a workplace and organizational structure that promotes collaboration and inclusion a regular cadence for assessment and follow-up leaders who are expected and empowered to build engagement demonstration of the impact of engagement

Answer 53

alignment of business and engagement strategies an organizational philosophy that emphasizes a core purpose formal program and policies that drive the engagement agenda open, proactive, leader-driven communication about engagement a workplace and organizational structure that promotes collaboration and inclusion a regular cadence for assessment and follow-up leaders who are expected and empowered to build engagement demonstration of the impact of engagement

Answer 54

engagement, retention, organizational success

Answer 55

Rating Scales indicate an employee’s performance level. Management by Objectives (MBO) is a flow-down of top-level organizational goals that specify the task, the deadline, the measure of success, and so forth. The goals typically include what will be accomplished in very specific terms and how (what competencies are exhibited). Narratives assess an employee’s strengths, development needs, past performance, potential performance, and recommendations for improvement. Comparisons look at one employee’s performance with that of one or more others. Checklists are either simple or weighted and use performance elements. 360-Degree Feedback allows the employee to receive anonymous feedback on performance from peers, direct reports, and supervisors and compares it to a self-assessment.

Answer 56

clarify responsibilities and expectations of the role | establish accountability for goals, standards and expectations

Answer 57

provide learning opportunities and building capabilities developing action plans for development and skill enhancement review progress provide coaching and feedback take corrective when necessary

Answer 58

provide feedback and evaluation on the entire performance period identify new learning and development actions

Answer 59

Strategic workforce planning produces job descriptions and competencies that can be used for managing performance. Gaps in competencies and other skills identified in a performance management process can be identified and addressed through talent development programs. Performance management can be aligned with an employee’s career development goals, providing direction to achieving those goals. Performance evaluation typically drives compensation, succession, and high-potential employee decisions. Alignment with these processes can be based on the use of the same knowledge, skills, and attitudes used in the performance management process.

Answer 60

1. define the job results required for specific roles where there is a performance gap 2. conduct a job analysis and identify the competencies necessary to perform in the roles 3. undertake a task analysis by examining each task within a job 4. identify the role-based knowledge, skills, and attitudes (KSAs) 5. establish specific talent development goals

Answer 61

− A value proposition is a statement that communicates the justification for a purchase. − Some value propositions depend on the analysis performed on customers and costs. − Helping key stakeholders to understand the value proposition helps to build visibility and support for talent development.

Answer 62

− Develop a vision and mission statement for talent development. − Determine strengths and weaknesses. − Develop strategic goals, objectives, and an action plan.

Answer 63

− Know what talent development stands for. − Anticipate and plan for change. − Establish priorities. − Maintain compliance.

Answer 64

− Use basic project management approaches to ensure successful completion. − Know that there is always a chance that initiatives may be cancelled or changed to something else midstream. − Always be prepared.

Answer 65

``` − Cause-and-effect diagram − 5 whys − Force field analysis − Nominal group technique − Pareto charts − Scenario planning ```

Answer 66

− A constraints analysis identifies a project’s limiting factors. − This analysis should also detail all factors required to design a successful initiative and all resources needed to effectively plan, design, and develop communications and change management initiatives.

Answer 67

``` − Role uncertainty − Lack of support − Shortage of resources − Unreasonable deadlines − Missing deadlines − Lack of communication − Technology challenges ```

Answer 68

− What is the ultimate result? − How strong are the talent development offerings? − Who are the customers for talent development? − How is talent development and its value perceived by its customers? − What are the customers’ perceptions of their need for the talent development offerings? − How are talent development’s offerings positioned in the marketplace? What are the costs versus benefits (value)? − How should talent development be branded? Valued?

Answer 69

− Focus on marketing the value of a learning culture. − Define the target audience. − Develop an effective message. − Identify objectives using Mager’s A-B-C-D process: − Establish the message using the 6 Cs:

Answer 70

− Written word (such as brochures, case studies, direct mail, newsletters, press releases, or emails) − Social media (such as blogs, podcasts, video, forum boards, or landing pages) − Personal connections through special events, referrals, presentations, crowdsourcing, or testimonials

Answer 71

``` − Determine critical information and data. − Determine the audience. − Identify methods available. − Identify a timeline. − Create a communication plan. − Engage stakeholder review. ```

Answer 72

− Counting page clicks online − Asking for feedback after a presentation − Conducting online surveys - holding focus groups

Answer 73

o Serve as mentors and coaches. o Introduce new events. o Speak at and attend learning programs. o Serve on a governance board.

Answer 74

− Get to know leaders and their organizations better. − Speak the language of executives and the industry. − Have a clear understanding of the organization’s strategic imperatives, goals, and plans to achieve them. − Understand and help to solve their problems. − Define how talent development supports leaders. − Demonstrate collaboration and accountability. − Be a systems thinker. − Establish credibility by delivering on time. − Have a positive, can-do attitude.

Answer 75

− Sufficient budget to meet learning needs − Dedicated learning functions − Senior-level responsibility for organizational learning

Answer 76

``` − A good learning culture improves: o employee engagement levels o overall organizational performance o the ability to retain talent o the ability to meet changing business needs and objectives o the competitive ability. ```

Answer 77

− Boosts confidence and self-esteem − Challenges beliefs and opinions − Increases the ability to adapt to change − Enhances the ability to achieve a more satisfying life − Improves personal and professional development − Fosters the desire to take more risks − Leads to a growth mindset − Expands career advancement opportunities − Offers more opportunities to improve quality of life

Answer 78

``` apply learn new learn more solve change ```

Answer 79

Apply. When performers need to act upon what they have learned, including remembering what they forgot or adapting to a new situation

Answer 80

Learn New. When performers are learning how to do something for the first time

Answer 81

Learn more. when performers are expanding what they learned.

Answer 82

when problems arise or things don't work the way they were intended

Answer 83

when performers need to learn a new way of doing something, requiring them to change skills that are deeply ingrained in their practices

Answer 84

``` − Workplace and structure − Work processes − Management and organizational support − Technology and resources − Human resources and selection − Learning and development − Personal motivation ```

Answer 85

knowledge, skill, and desire

Answer 86

environment and opportunity

Answer 87

intrinsic and extrinsic factors

Answer 88

``` Performance improvement is used to: o Identify the model of successful performance. o Uncover performance problems. o Analyze influences. o Select and design actions. o Manage workplace solutions. o Measure results. o Continually improve performance within an organization. ```

Answer 89

− Identify organizational goals incurring performance problems. − Define the gap between desired performance and actual performance. − Identify the causes of the performance gap. − Select appropriate solutions that will address those causes. − Implement the solutions. − Evaluate the results.

Answer 90

− ATD’s human performance improvement (HPI) model − Gilbert’s behavior engineering model − Rummler-Brache’s nine-box model − Harless’s front end analysis model − International Society for Performance Improvement’s human performance technology (HPT) model − Mager and Pipe’s model − Holloway-Mankin’s performance DNA model

Answer 91

the view that any organization is a system that absorbs environmental inputs, uses them to transform process, and expels them as outputs.

Answer 92

the goal owner who sponsors a project or has engaged a TD pro for support to complete a project or to improve performance

Answer 93

individuals in the target job and consistently produce outcomes with above-average results

Answer 94

a single person, group, or organization that has interest in the project and who can influence its success

Answer 95

individuals in the target job who are meeting most performance standards

Answer 96

a specific job that is the objective of a performance improvement project or effort it is focused on

Answer 97

results-based, systematic process used to identify performance problems; analyze the influences; select, design, and manage performance solutions in the workplace; measure results; and continually improve performance within an organization.

Answer 98

growth and learning | what else happens

Answer 99

because they connect people, processes, and work

Answer 100

change theories

Answer 101

road maps for TD pros to offer guidance and cautions along the road to change

Answer 102

change models

Answer 103

originally in 1947

Answer 104

unfreezing, changing and refreezing

Answer 105

transformation and movement

Answer 106

a sea of forces in motion | some are positive and desirable and other are negative and undesireable

Answer 107

``` o Step 1: Create a sense of urgency. o Step 2: Form a powerful coalition. o Step 3: Create a vision for change. o Step 4: Communicate the vision. o Step 5: Remove obstacles. o Step 6: Create short-term wins. o Step 7: Build on the change. o Step 8: Anchor the changes in corporate culture. ```

Answer 108

the internal psychological process employees go through when they come to terms with the new situations as a result of a change

Answer 109

1. ending: people deal with their tangible and intangible loss 2. neutral zone: repatterning takes place 3. new beginnings: people develop a new identity and experience new energy

Answer 110

Leaders are more successful if they provide the workforce with the 4 Ps: o purpose for the change o picture of the expected outcome o plan for navigation from current to future state o part employees play in making the changes successful.

Answer 111

``` o denial o anger o bargaining o depression o acceptance. ```

Answer 112

uses the 4-D model to: o Identify the best of “what is” (discovery) o Envision “what might be” (dream) o Discuss “what should be” (design) o Implement the “what will be” (destiny) from a positive point of view.

Answer 113

David Cooperrider

Answer 114

A six-step model with overlap between steps

Answer 115

o Step 1: Challenge the current state (“the why”). o Step 2: Harmonize and align leadership (the “what”). o Step 3: Activate commitment (the “how”). o Step 4: Nurture and formalize a design. o Step 5: Guide implementation. o Step 6: Evaluate and institutionalize.

Answer 116

``` − A strong company culture − An experimentation mindset and objectively learning from failures − A digital technology influence − A focus on the future − Organizational agility ```

Answer 117

o distribution of a single variable: columns, histogram, scatter chart, and bar chart o relationships: bubble chart and scatter chart o comparison: bars and columns, timeline, line chart, and scatterplots o distribution of multiple variables: heat maps and bubble charts o connection: relationship or connection maps, heat maps, and Venn diagrams o composition of the whole: pie chart and stacked bar chart o location: maps, building diagrams, and processes.

Answer 118

o hierarchy o function or department o decision-making authority.

Answer 119

− Jumping to conclusions or starting with the conclusion − Unconscious bias − Overusing the mean and avoiding the mode and median − Incorrectly defining the sample size − Hypothesis testing without accounting for the Hawthorne effect or the placebo effect

Answer 120

what happened

Answer 121

why something happened

Answer 122

descriptive and diagnostic data

Answer 123

prescriptive analytics

Answer 124

``` − Define the question. − Set clear measurements. − Collect the data. − Analyze the data. − Interpret the results. ```

Answer 125

− Innovation is the act of translating a new method, product, or idea into a service or good that creates value. − Creativity is the act of producing original ideas.

Answer 126

− Help to invent new businesses or lines of business. − Provide the means to do more with less by increasing productivity and reducing cost. − Fuel problem solving and process improvement. − Create new products and services to meet new customer needs and preferences. − Attract employees who want to work in innovative environments.

Answer 127

− Promote and support an innovative culture. − Help leaders to champion creativity and innovation. − Make creativity and innovation a part of the culture. − Organize for creativity and innovation. − Benchmark. − Create a common language.

Answer 128

− Techniques can be divided into two primary categories: divergence and convergence. − Best practices in innovation include the use of techniques in both categories.

Answer 129

− Divergence means generating a maximum number of ideas from which to choose. − Divergence approaches: o Brainstorming o Lateral thinking or perspective shifting o Analogy thinking o Benchmarking.

Answer 130

``` − Convergence means starting with many ideas and then analyzing, filtering, and combining them to get more new and better ideas. − Convergence approaches: o Mind mapping o The Six Thinking Hats o Idea shopping. ```

Answer 131

− Design thinking is a human-centered approach to innovation or problem solving. − Design thinking fosters creativity and innovation.

Answer 132

``` o empathize o define o ideate o prototype o test. ```

Answer 133

− The lean management approach uses creativity techniques to focus on eliminating waste and improving quality. − The goal is to cut costs by making the organization more efficient and responsive to − the marketplace.

Answer 134

``` − Steps in lean approach: o Define the value. o Map the value stream. o Create the flow. o Establish pull. o Pursuit of perfection. ```

Answer 135

− External factors that influence business strategies and goals − Internal factors based on organization decisions − Talent-specific factors that directly influence talent development

Answer 136

− Reimagining performance management − Democratization and transparency in the workplace − Workplace digitization

Answer 137

``` − Leadership gaps − Leadership skills − A connected world − Learning where the work is − Agile teams − Ecosystems − Employees working from everywhere − Reputation is critical − Analytics for increased efficiency ```

Answer 138

− Freelance is a way of life. − Demographics are changing. − Finding and retaining talent is critical. − Job flexibility motivates future employees. − Robots will have real jobs. − Innovation will be the norm.