| |
Awareness |
- Explain Concepts
- Show conceptual links with other
organizational initiatives, AA, TQM
|
ADVOCACY
Getting stakeholders to buy
the
concepts and process
|
Gaining Commitment |
- Articulate strategic imperatives
- Develop measurements
- Gain full commitment of senior management
team
|
| |
Broad-Based Education |
- Spread concepts and imperatives
throughout the organization
- Gain broad-based support
|
DIAGNOSTIC
Discovering where the
organization is today
|
Action Research |
- Determine drivers (roots) of today's
organizational behaviors
|
| |
Defining the Future State |
- Articulate new behaviors needed
to achieve vision
|
PLANNING
Determining where the organization
wants to go and what is available to help it get there
|
Gap Analysis |
- Find ways to strengthen supporting
roots and lessen the influence of hindering roots
|
| |
Linking Initiatives |
- Identify commonalities with other
initiatives and minimize redundancy
|
| |
Systems Change |
- Modify systems, practices and policies
to support new behaviors
|
IMPLEMENTATION
Determining the mechanisms
for change
|
Skills-Based Training |
- Provide skills based training to
help everyone learn and practice the new behaviors
|
| |
Imbuing New Roots |
- Guide senior managers in articulating
the new roots and reinforcing the new behaviors
|
FEEDBACK
Measuring and setting actions
for continuous measuring and improvement
|
Monitoring |
- Survey the environment to ensure
it works for everyone
|
| |
Continuous Improvement |
- Make change as indicated by survey
- Revisit earlier steps as appropriate
|
