Prospering in an increasingly complex world
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Join Charlie Pellerin, ex-NASA Director of Astrophysics, to learn how you can build high performance teams the way NASA does to significantly reduce your team performance risk.
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Prospering in an increasingly complex world
- 1. Prospering in an Increasingly Complex World Managing your “Fifth Force” to manage your performance and risk
- 2. 3 “Elevator Speech” An invisible “Fifth Force” (Social Context) drives human behavior. E.G., Unmanaged Fifth Forces were Root Causes of: Challenger’s Explosion Hubble’s Flaw KAL’s Crashing Fukushima’s Disaster Your managed Fifth Force enhances performance & reduces risk You can (must?) manage your Fifth Force with (“4-D”) tools Online Development Workshops Coaching
- 3. 4 Occasionally, societies get “excess energy” from stored energy Hundreds of Years On average, we only have the energy we can extract from the sun Today, we are harvesting energy stored over millions of years “Excess Energy” Tech & Social Complexity + + Complexity is increasing Technically & Socially Technical success, at every level requires effective response to Social Complexity
- 4. 5 High Tech Challenger’s Explosion KAL Crashing Hubble's Mirror Flaw NOAA-N’ Dropped Low Tech Catastrophic Fukushima Explosion Flawed Contexts – Nothing is Immune
- 5. The Fundamental Forces Manmade “Fifth Force” Fields Control Human Behaviors Mother Nature’s Force Fields Control Technical Matters Scientists & Engineers Teams & Leaders Gravity Weak Nuclear E-M Years, developing individual technical abilities Easy “4-D Systems” processes, managing collective behaviors Appreciation Inclusion Hope Response-ability Social Contexts
- 6. 7 Diane Vaughan: The important question is “Why did they proceed to launch when all the data suggested otherwise?” What Could Have Prevented the Explosion? Technical error Fifth Force management would have prevented this disaster. “It is unfortunate that the sociological explanation is the correct one, as these forces are invisible and unacknowledged.” Root cause? Technical abilities or Social context? Space Shuttle Challenger’s Explosion – 7 Astronaut Fatalities Fifth Force: Pressure to launch; Behavior: “Normalization of Deviance” Required ever stronger technical arguments to delay a launch than continue
- 7. 8 Hubble What Could Have Prevented the Flaw? Technical error Failure Review Board: The root cause was a “leadership failure” Ground-based “Team Social Context” was not in the vocabulary Fifth Force management would have prevented this failure.And, diminished the overruns by hundreds of Millions of dollars Root cause? Technical abilities or Social context? Hubble’s Flawed Mirror – Useless $2B Telescope Fifth Force: Stress of recurrent ($400M) Overruns Unrelenting hostility toward the contractor’s management; Behavior: First rationalized suspicious test results, then withheld them
- 8. 9 What (finally) Restored KAL to safe flight? Alteon, a Boeing subsidiary, placed observers in the cockpits Fifth Force: Confucianism in KAL cockpits; Behavior: First Officers ignored Captain's errors, “tuned-out” Safe flight requires two pilots, working as a team; One “driving” & One managing the avionics Fifth Force management (English, “CRM) restored safe flight. Root cause? Individual’s piloting abilities or Social context? Korean Air Lines Crashing at 17X international norms, for four years!
- 9. 10 Harry’s Diner More Examples NOAA-N’ – crew dropped Satellite $135M in damages Fifth Force: Culture of habituated sloppiness; Behavior: Ignored procedure that verified bottom bolts were in place He hired consultants to train his waiters Fifth Force: Waiters had too many roles, insufficient toasters; Behaviors: Impossible to make consistent toast (training would have been a total waste) Fukushima Daiichi Fifth Force: Culture of Japan Behavior: Reflexive obedience; Reluctance to question authority; Groupism; and Insularity Kurokawa-san, Chair – Government Failure Review Board: This disaster was both manmade and avoidable
- 10. 12 Social Contexts Behaviors Would you modify your behaviors in each of these contexts: Giving / receiving a marriage proposal? Fiancé's family dinner? Bachelor / bachelorette party? Hijacked on honeymoon?
- 11. “It is unfortunate that the sociological explanation is the correct one, as these forces are invisible and unacknowledged.” Managing the Invisible Fifth Force Field #5 – Seeing Invisible Forces 2. Use “tracer particles” to measure the field 1. Analyze the field into manageable components
- 12. 14 “Analyzing” Invisible Fields “The right coordinate system turns an impossible problem into two really hard ones.” – Undergraduate physics + Deciding InformationDilbertCartesian Intuited Sensed Emotional Sensed
- 13. 15 Jung’s “Types” Name the “Dimensions” Intuited Emotional Logical Sensed “Cultivating” – Human potential, Naturally appreciate people “Visioning” – Imagination and Thinking, Naturally generate ideas “Including” – Enjoy Relationships, Naturally give people a sense of belonging “Directing” – Organization and Process, Naturally manage people & expectations
- 14. 16 4 “Dimensions” ≡ Universal Human Needs Physiological Needs: Air, water, sleep, food Emotional Need, Feeling safe “Arab Spring”
- 15. 17 “Visioning” – We all need hopeful futures “Cultivating” – We all need to feel appreciated “Directing” – We all need the ability to respond “Including” – We all need to feel that we belong 4 “Dimensions” ≡ Universal Human Needs Feeling valued, loved (emotional need) Feeling included (emotional need) Hopeful future (logical need) Response-ability (logical need) Motivation & Performance (Self-Actualization) The Four “Dimensions”
- 16. 18 Hopeful, Realistic, Futures Feel Appreciated Meet your Account- ability Feel Included Making Invisible Force Fields Visible Observe Peoples’ Behaviors Observe tracer particles How might you observe invisible magnetic fields? How might you observe invisible Social Contexts? That they address core human needs What would be the first criterion for these behaviors?
- 17. 19 Eight Context-setting Behaviors Mutual Respect w/Open Communications Authenticity and Efficiency, Absent Anger Willful Collaboration Appreciate Interests Inclusion
- 18. 20 Inappropriate Inclusion Anger, Unfairness These live in groups (think “teams”) and know each other. Two are separated and asked to perform a simple task. If you reward both (equally) with cucumber, they are perfectly happy to do this 25 times in a row. An old experiment, with fresh Capuchin monkeys. However, if you give one a coveted grape….. And, the other only cucumber, expect an ATTACK
- 19. 22 Feeling Excluded Anger
- 20. 23 Eight Context-setting Behaviors “Magical” Solutions Response-able Action Mutual Respect w/Open Communications Authenticity and Efficiency, Absent Anger Willful Collaboration Trustworthiness Creativity Clear and Achievable Expectations Appreciate Interests Reality Inclusion Integrity No Drama Commitment Accountable
- 21. 24 Social Context Management Online Development (Assessments) Workshops Coaching The 4-D System develops Social Context management abilities While intellectual ability is adequate for Technical effectiveness Social effectiveness requires intellectual, emotional, & behavioral abilities “CSW” - Creating a Favorable Context (Fifth Force) - Must Express? Stuck in “S” (Situation) Move Attention to Outcome Expressed Story-lines and Emotions inhibit progress (Mindsets/Attitudes) Expressed Story-lines and Emotions advance progress Authentic Appreciation - Opens Communications Shared Interests - Stimulates Collaboration Thorough Inclusion - Builds Support & Avoids Anger Kept Agreements - Demonstrate Trustworthiness Reality-based Optimism - Focus on Outcome 100% Commitment - Solutions appear Absence of Drama - Sustains Response-ability Clear RAAs - Efficient Action Now, take action to Realize desired Outcome! Intellectual, Reference manual Intellectual, Repetition, Behavior feedback, Actions, Progress tracking Intellectual, Emotional, Solutions, Actions Intellectual, Emotional, Experiential, Systems perspective Intellectual, Emotional, Solutions, Actions
- 22. 25 “Systems Engineering” Your Home Context Accept Personality Differences Healthy Family Culture Emotions Appropriate Expressions of: No Family Secrets Mutual Respect Behaviors Context Sense of Belonging Reality Hope Response- abilityThoughts&
- 23. 26 “Systems Engineering” Your Team Context Innate Personality Culture Diagrams Expressed ThoughtsExpressed Emotions - Must Express? Stuck in “S” (Situation) Move Attention to Outcome Expressed Story-lines and Emotions inhibit progress (Mindsets/Attitudes) Expressed Story-lines and Emotions advance progress Authentic Appreciation - Opens Communications Shared Interests - Stimulates Collaboration Thorough Inclusion - Builds Support & Avoids Anger Kept Agreements - Demonstrate Trustworthiness Reality-based Optimism - Focus on Outcome 100% Commitment - Solutions appear Absence of Drama - Sustains Response-ability Clear RAAs - Efficient Action Now, take action to Realize desired Outcome! Mutual Respect 8 Behaviors Context Sense of Belonging Hopeful Future Account- ability
- 24. 27 Simultaneous Leadership Development To efficiently align ferromagnetic particles, would you? Or Use tweezers? Use a field? 4-D Context Management Can you afford to develop people one at time? More importantly, why should you? Like my “training” at NASA
- 25. Team Development (Assessments) A Fifth Force Management/Enhancement Tool These enhance performance 4% with every repetition
- 26. 29 TDAs Benchmark Fifth Force ≡ Performance 50% 100% Fitted a curve Bottom Ave. Top > Ave. < Ave. Divided into 5 equal–area quintiles Quintiles
- 27. 30 TDAs Drive Performance Enhancement Bottom Quintile < Ave. Quintile Average Quintile > Ave. Quintile Top Quintile 53% 66% 70% 75% 66% 71% 76% 80% 72% 75% 79% 83% 77% 81% 84% 90% All 198 teams with multiple assessments (2008) Average ~4% Enhancement / TDA cycle +7%/TDA +5%/TDA +4%/TDA +2%/TDA +2%/TDA +13% +4% +5%
- 29. 32 Bottom Ave. Top > Ave. < Ave. 57% 68% 72% 81% 6/07 9/07 4/08 6/09 Real “ABC” Team Data Lloyds of London SOEs-ChinaEDF-France Mines - Malaysia How do TDAs Work? On-line Segment Why? Case Studies What’s good Repetition Leader’s Briefing Next TDA? Responsible Action Due Smith, John Implement an Appreciation Enhancement System 6/28/2012 Workshop? Behavior-specific actions?
- 30. 33 Unpleasant Reality – the Forgetting Curve We forget >90% of what we learn within a week – Hermann Ebbinghaus Internalizing the Times–table Practicing sports 4-D repetition can change my behaviors (habits) forever We forget 90% of what we learn in University class within 30 days – Brain Rules (John Medina)
- 31. 34 Repetition on Three Time Scales Choose a 4-D “Czar”-Track TDA actions; discuss at staff meetings Re-TDA, 4% boost per cycle Re-workshop, a two or three-day event Coaching, boost 0.4% per session Bottom Quintile < Ave. Quintile Average Quintile > Ave. Quintile Top Quintile 53% 66% 70% 75% 66% 71% 76% 80% 72% 75% 79% 83% 77% 81% 84% 90% All 198 teams with multiple assessments (2008) Average ~4% Enhancement / TDA cycle +7%/TDA +5%/TDA +4%/TDA +2%/TDA +2%/TDA +13% +4% +5% .... . .. .... .. .. . .... .. . . Re-IDA attention to your behaviors And, Re- workshop, a two or three- day event
- 32. 35 Take Responsibility for your Context Get your (or use your 4-D Provider’s) 4-D Assessment Management Dashboard When your team leader briefs your TDA Report, choose your actions Re-TDA Behavior-enhancement Format?
- 33. Closure Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it’s the only thing that ever has. – Margaret Mead, Anthropologist Visit www.4-DSystems.com for (free) resources - A “presenter’s guide” for this presentation - Videos providing workshop slide narrations - You Assessment Management Dashboard - A 4-D Provider “User’s Manual” charlie.pellerin@gmail.com