Purpose of using this simulator is to determine where the client organization is positioned, with regards to implementing a Change Strategy.
I highly recommend this simulator for the following reasons:
- it helps you to quickly establish the current status of your organization;
- it enables you to have focused internal discussion by your management team, on which kind of measures will help best in implementing a Change Strategy;
- results of this ‘management game’ can be used to align more internal stakeholders to the agreed actions plans
‘(…)we’ve identified four fundamental building blocks executives can use to influence those actions
clarifying decision rights,
designing information flows,
aligning motivators,
and making changes to structure.’
(…) In fact, our research shows that actions having to do with decision rights and information are far more important—about twice as effective—as improvements made to the other two building blocks’
How does the simulator work:
First step:
As a management team, you answer some 18 questions to determine the kind of organization you are right now. Examples are:
Based on one of these organizational types, you are then offered some 28 possible strategic actions, from which you can choose 5.
Actions such as:
‘Clarify Key processes’
‘Create Centers of Excellence’
‘Delegate more decision making’
‘Introduce a knowledge management system’
And so on.
Based on a large database of Booz Company (with results of interviews and business results of a large number of interviewed companies); the simulator gives you then a clear indication whether the actions that you have chosen are effective (compared to best practice actions).
Especially the discussion around choosing the right actions are very helpful in defining your own strategic action planning!
We found that indeed, actions that clarify decision rights and actions that improve information flows are most effective in implementing the Change strategy.
Who can use this: anybody!. Dan classifies people into three catagories:
- ‘black pens’ (start to draw right away),
- ‘yellow pens’ (drawing comments on drawings of others),
- and ‘red pens’ (do not want to draw; but often turn out to have the best ideas. You have to challenge the ‘red pens’ to start drawing).
Core idea: reduce complexity of a problem by slicing it into 6 slices: the 6 ways we are seeing:
- what,
- where,
- how much,
- when,
- how,
- why
Use the corresponding drawing:
- what: portrait representing a person or object
- where: map
- how much: chart
- when: timeline
- how: flowchart
- why: multi-variable plot
Talking while drawing leads to better understanding of a problem
Dan gives examples of his work with Microsoft
Dan uses a drawing to give an explanation of the strategy behind the Yahoo takeover over by Microsoft
I have used visual techniques in several workshops that I have facilitated; I now intend to extend my workshop tools by using these ‘Back of the Napkin’ techniques!
This book will really help me to become a better facilitator of groups. It contains a complete Systems-thinking based approach to facilitation.
Core statement: ‘The facilitator’s main task is to help the group increase effectiveness by improving its process and structure’.
It complements some of the ideas of Manager-Tools in a great way! There are some similar ideas; e.g. on WWWTALA sessions; dealing with emotions; setting the Agenda of meeting etc.
Of particular interest is the model for Interventions in groups.
‘ (…) The Skilled Facilitator Approach: Outcomes and Key Features
Whether you are working with another person, a group or team, or an organization, The Skilled Facilitator approach will help you create the following outcomes:
Decisions that get better results
Decisions that people actively support
Decisions that savetime
Better relationships – at work and in your personal life
More personal satisfaction and less stress
Learning that allows you and others to adapt and change where most others can’t
To achieve these outcomes, the Skilled Facilitator approach has a number of key features:
Exploring and Changing How We Think
The Group Effectiveness Model
A Clearly Defined Role
Applicable To a Wide Range of Roles
Explicit Core Values
Ground Rules for Effective Groups
The Diagnosis-Intervention Cycle
Non-Judgmental Thinking
A Process for Agreeing on How to Work Together
A Systemic Approach ‘
Has anybody read this book? Or other books on group facilitation? Please feel free to comment / contribute to this post!
The Skilled Facilitator Field Book has lots of practical examples and applications of TSF:
Paul F. Levy MBA, CEO & President, Beth Israel Deaconess Medical Center
“Those hospitals that publish their results will do better”
When starting at the BIDMC, Paul Levy was new to the health care sector. He used his experiences from the sewer and electricity sectors in helping the BIDMC back to the top of the Boston health care market. Essential in his strategy is transparency. Transparency in what he does as a CEO but mostly and foremost transparency in the quality the hospital achieves.
He states that transparency is essential to holding ourselves accountable. Because when we know our results are open, will do just a little better. And with the increasing cost, hospitals are more and more pressured to be open, clear and helpful in improving the quality of care. Hospitals are political institutions; they are paid by the public and offer care to the pubic; being in a capitalist or social system. br> During his speech he refers to various urls: http://runningahospital.blogspot.com http://bidmc.harvard.edu/default.asp?node_id=8332 (home page results of BIDMC by Harvard) http://bidmc.harvard.edu/default.asp?node_id=8332 (patients feedback)’
Posted by jeroendemiranda 
Posted by jeroendemiranda 
Posted by jeroendemiranda 
Visual thinking solves your business problems
July 28, 2008by Jeroen de Miranda
The Back of the Napkin is a great book on Visual Thinking. It is written by Dan Roam.
Watching this video of his presentation at Google, you will learn how to use this method to solve many different business problems.
I highly recomment reading his book if you want to get a real understanding of Visual Thinking!
Authors@Google: Dan Roam
YouTube video
Some highlights of this show:
- ‘black pens’ (start to draw right away),
- ‘yellow pens’ (drawing comments on drawings of others),
- and ‘red pens’ (do not want to draw; but often turn out to have the best ideas. You have to challenge the ‘red pens’ to start drawing).
- what,
- where,
- how much,
- when,
- how,
- why
- what: portrait representing a person or object
- where: map
- how much: chart
- when: timeline
- how: flowchart
- why: multi-variable plot
More resources on Visual Thinking:
I have used visual techniques in several workshops that I have facilitated; I now intend to extend my workshop tools by using these ‘Back of the Napkin’ techniques!