Manage - Details

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 Measure

Measure begins with an initial assessment of the current state of the goal from the perspective of the client. (It is very important that we use the client’s perspective using the client’s language so that the client can see acknowledgement now and progress later). Start with the adjectives that describe the goal as they represent the most important characteristics of the goal. We need to take each of those characteristics and develop a new set which represent the current state. Usually, the opposite of the future state is a good place to start to represent the current state. Next we take the metrics and baseline those being sure to document the results.

Analyze

Analysis need to occur at 3 different levels: goal status analysis, trend analysis, and forecasting. First, we need to analyze the status of the goal. We use the baseline metrics and the current state adjectives to interpret how far away we are from the goal. We describe the gap between current state and future state. The gap can be closed by changing expectations of the future state, changing the reality of the current state, or a combination of the two. Secondly, trend analysis requires us to use the metrics (especially leading indicators) to calculate the trend based on historical data for when the goal will be obtained. The focus is to use historical data in order to stay grounded in reality. (There is always a magic technique that will make everything better at the 11th hour that rarely manifests).  It is usually a good idea to assess one’s capabilities and ability to progress within the desired timeline to determine realistic ability to change reality. When forecasting the trend analysis data out to the desired timeline shows that the goal will not be achieved, then radical changes in the approach must be taken immediately and/or expectations (i.e. the goal) must be adjusted. New approaches generate new assumptions and planned actions. 

It may help to conduct a Core Value Assessment in order to ensure that your assumptions match your core values. When they do not match, it results in feelings of displeasure, frustration, and dissonance. For directions on how to conduct the Core Value Assessment, click here.

Another way to examine assumptions, examine relationships, and identify organizational tensions is by using a genogram. A genogram is a visual diagram that maps out family relationships, patterns, and psychological dynamics across generations. It goes beyond a traditional family tree by capturing emotional connections, behavioral patterns, and inherited assumptions that influence a person’s beliefs and decisions.  For directions on how to create a genogram, click here. 

Negotiation

Negotiation is the act of readjusting the forecast based upon the new planned actions. Because we only work off of historical data, we must form a small hypothesis test to gather new data before we are allowed to change a forecast. This may require creating another hypothesis and hypothesis test. For, example: GIVEN that I will travel at a constant speed IF I double my speed THEN I will see a 50% reduction in time to arrival. When working with others, it is important to remember the emotions involved with adjusting planned actions and especially the forecast. Often Teams become splintered over the priority of planned actions. Thus, we must evaluate the potential negative effects of working out of your preferred order of planned actions. If accepting a different order is not too detrimental, often the effort it would take to persuade others of the optimal order and the risk of losing ally effort or the allies themselves is not worth the effort of convincing other parties to switch their order of priority. Additionally, when tensions and emotions are high enough, it is sometimes worth allowing a small experiment with a set of planned actions that others are passionate about, but you judge to be not optimal. As long as you agree on very clear criteria to measure and the observed state which justifies switching actions, then a small bit of time traveling in the a non-optimal mode can create trust, camaraderie, and the Teamwork necessary to optimize in the future.

Administer

Once I have the updated data, I can update my hypothesis, assumptions, planned actions, and associated communications. At a minimum, colleagues and accountability partners need to be alerted to the updates. Communication plans should be created and updated as necessary. Ideally, Administer includes the manager paying close attention to anything new to the people who need to complete the process. New things are often scary to people. When people are under stress, they tend to fall back to the processes and steps that they have previously completed (and completed well). That way, they don't really have to think about it and stress is reduced. Given this trait is a part of human nature, the manager needs to assist by detailing and documenting the new steps and procedures that need to be completed. Formal training may also be necessary if the steps are extremely new or different from the previous process. The greater the change and discomfort, the greater the risk that people will not follow the new rules, steps, and procedures. It helps to list out the new items and to rate them based upon the probability that the rules, steps, and procedures will NOT be followed. It also helps to determine the impact to goal achievement if they are not followed. The greater the likelihood of noncompliance, the greater the steps that need to be taken in order to ensure success. Often that includes changing the environment to make it easier to comply. Adding checklists, signage, warnings, transparency, feedback sessions, and the threat of audit is helpful to change the environment to make it more conducive for participants to comply. Sometimes, that is not enough, so more formal governance processes are necessary.

Govern

Governance is the process of agreeing on sets of rules, controls, policies, and resolutions to put in place to direct behavior. It must be agreed to by all parties affected including suppliers, customers, workers, managers, regulators and evaluators. Governance includes the provision of a framework for managing organizations, identifying who can make decisions, who has the authority to act on behalf of the organization, and who is accountable for how an organization and its people behave and perform. DACI & RACI matrixes are great tools to use for governance. Audit schedules and review points should be established in order to maintain control.

Evaluate

Evalution is the process of determining the quality and worth of our efforts. We need to critically examine how we work together by collecting and analyzing data concerning our activities, characteristics, and our world view. Did we switch assumptions? Why did it take so long to know that our assumptions were incorrect? Did we utilize our resources optimally? Do we need to operate under a different paradigm so that we can make different decisions? Evaluate is a time to reflect on what we believe in and how that affects our decision and how our decisions affect our actions and how our actions affect our results.
It helps to have a professional facilitator lead the reflection period as it is sometimes difficult for people to see their reality accurately. The facilitator should start with data and have the client draw conclusions based on the data. When the conclusions are illogical, the facilitator challenges with “Is that true? Is that the same conclusion that others with your level of experience would make?”Focus of "Manage"Here in "Manage", we focus on whether we are doing the right actions to achieve our results. We want to be sure that we are not just completing actions that are considered good to do but are not a priority directly leading to goal attainment. Those good actions can be documented for later but not prioritized for action in the short term. We must be careful to look for impediments to success at this stage. Often, people start with the RIGHT actions to reach the goal but run into an impediment that makes life more difficult. Often it is easier to find a set of actions that doesn't have the level of discomfort. In short, we switch to easier goals when things become difficult. Our Team is here to make sure that you don't switch at that time; instead, we address the impediment and move forward.Professional FacilitationIt helps to have a professional facilitator lead the reflection period as it is sometimes difficult for people to see their reality accurately. The facilitator should start with data and have the client draw conclusions based on the data. When the conclusions are illogical, the facilitator challenges with “Is that true? Is that the same conclusion that others with your level of experience would make?