1. ALIGNMENT VISIONARY LEADERSHIP & PLANNING

4. BAD PRACTICES, DEPANDENCY, OLD BELIEFS, DONOT WANT TO CHANGE GOA PLANT ACHIEVING HIGHER PRODUCTION CHALLAENGE D EXTERNAL PRESSURE, SAFETY HAZARD TRAFFICE JAM CLEARED WITHIN THREE HRS CHALLENGE TO ACHIEVE , COMMON PURPOSE C TIME & RESOURCE CONSTRAINT, ENVIRONMENT EXTRA ORDINATE PERFORMANCE IN OISD INSPECTION OF GKP PLANT SENSE OF PURPOSE, WILLING TO SACREFICE & ACHIVE OBJECTIVES B NO EXISTING POLICY COCO OPERATION RESULTING IN EXTRAORDINARY INVOVLEMENT WE HAVE TO ACHIEVE IT A CONDITION PERFORMANCE COMMONALITY GR

5. DEFINATION OF ALINGMENT A GROUP OF INDIVIDUALS ARE FUNCTIONING AS A SINGLE UNIT OR A SINGLE ORGANISM EVENTHOUGH THEY MAY HAVE DIVERSE STRENGTHS THEY ARE SEEN TO FUNCTION AS ONE . HOW DO YOU CREATE ALIGNMENT………?

6. Organization Individuals USE OF ENERGY…….. EMOTIONS……….

7. Organization Individuals FORWARD DRIVE INDIVIDUAL CONTRIBUTION HARMONIZED SOUND PROJECTS TEAM SPIRIT & HIGH MORALE GENARATES A SENSE OF RESPONSIBILITY WHERE EVERYONE FEELS RENPONSIBLE FOR THE WHOLE ALINGMENT IS NOT SOMETHING YOU CAN IMPOSE OR ENFORCE ,BUT RATHER IT IS THE BY PRODUCT OF OTHER THINGS

8. PRENSENCE OF A SHARED VISION AND PURPOSE BUILT FROM A SENSE OF INDIVIDUAL PURPOSE AND VISION RESULT IN THE NATURAL EMERGENGE OF ALIGNMENT Current Reality Shared Vision VISION AND HONEST UNDERSTANDING OF CURRENT REALITY GENARATES CREATIVE TENSION WITHOUT TENSION BETWEEN WHERE YOU ARE & WHERE YOU WANT TO BE,NOTHING CAN BE ACHIEVED

9. CHARACTERISTICS OF LEARNING ORGANIZATION

10. ONE OF THE ORIGINS OF THE TERM “LEARNING ORGANIZATION” COMES ORIGINALLY FROM WORK DONE BY ROYAL DUTCH/SHELL.OVER TE PAST SEVERAL DECADES ,THEY ‘VE INVESTED TREMEDOUS ENERGY AND RESOURCES IN IMPROVING THE QUALITY OF THEIR THINKING ABOUT THE FUTURE THROUGHTECHNIQUES LIKESCENARIO BUILDING.AS A RESULT ,THEY HAVE MOVED ,OVER THE PAST TWENTY YEARS ,FROM BEING ONE OF THE THE WEEKEST PLAYERS IN THE OIL INDUSTRY TO BEING AT THE TOP. SENIOR PEOPLE IN ROYAL DUTCH/SHELL SEVERAL YEARS AGO CONCLUDED THAT THE ONLY SUSTAINABLE COMPETITIVE ADVANTAGE AN ORGANIZATION HAS ,IN ANY INDUSTRY ,IS ITS ABILITY TO LEARN FASTER THAN ITS COMPETITOR.

13. ALIGNMENT: INDIVIDUALS ARE ALIGNED WITH BOTH THEIR OWN AND THE ORGANIZATION’S PURPOSE AND VISION. PERSONAL MASTERY: COMPOSED OF PEOPLE WHO HAVE HIGH LEVEL OF MASTERY OVER CIRCUMSTANCES AND NOT OVER PEOPLE. ORGANIZATION IS COMMITTED TO DEVELOPING THE UNIQUE TALENTSOF EACH INDIVIDUAL. DESIGN INTEGRITY : DESIGN ALIGNED WITH THE VISION AND PURPOSE .HIGH DEGREE OF INTEGRITY ENBLES ENERGY IN THE ORGANIZATION FLOW NATURALLY TOWARDS THE VISIONALLOWING INDIVIDUAL EFFORTS TRANSLATED INTO COLLECTIVE RESULTS.

15. EXAMPLE OF DESIGN INTEGRITY ROWING CREW

18. VISION WHAT YOU WANT CURRENT REALITY WHAT YOU HAVE GOT CREATIVE TENSION INSPIRES AND MAKES ALL OUR EFFORTS WORHTWHILE ACKNOWLEDGE PRESENT SITUATION ESSENTIAL ENERGY THAT ACTUALLY BRINGS VISION INTO REALITY ROLE OF LEADERSHIP IS ESSENTIALLY GENARATE AND MANAGE CREATIVE TENSION

19. Personal & organizational vision

21. VISION A DISTANT AND DISTINCT FUTURE WHICH WE DEEPLY CARE FOR.IT IS A PICTURE OF THE FUTURE YOU SEEK TO CREATE . POWERFUL WAY OF THINKING IS TO BRING THE CLEAR IMAGES OF THE VISION IN THE PRESENT TENSE AS IF IT IS HAPPENING NOW. BY LIVING ITAND FEELING IT, WE PREDISPOSE OURSELVES TO BRING THE IMAGES INTO REALITY

23. Organization vision

24. DEVELOPING A SHARED VISION WORK/CARRIER PERSONAL VISION ORGANIZATIONAL VISION SBU/TEAM VISION A COMPELLING SENSE OF COMMON PURPOSE WHICH PREMEATES THE ORGANIZATION, AND GIVES COHERENCE TODIVERSE ACTIVIETIES.

25. DEVELOP A SHARED VISION EIUYKKLKGKLV WGWKJJSVSNAFWJFUL ATKJVDKLF WHFKJSJKWK VVGWA,NFQWFLGQAakj:lq F8FWNVNFQWLKUWQ KSASRNWAKAVSVLNV ADDFTTBB GSFBASFFNKJF MWEBFKWQ, M L, Read each slips in the group and try to understand the content

26. QUATIFIABLES/FINANCIALS CUSTOMER ORIENTATION WORK ENVOIRNMENT CORE VALUE OTHER STAKE HOLDER 1 2 14 9 11 5 12 4 14 15 13 10 7 3 8

28. ENROLMENT

29. ENROLMENT ENROLLMENT MEANS BEING PERSONALLY COMMITTED. AN INDIVIDUAL WHO ENROLS HAS FREELY CHOSEN TO COMMIT TO A COMMON RESULT, ENROLLMENT MEANS SUPPORTING ANOTHER’S IDEAS BECAUSE THE COMMITMENT IS INTERNAL. REACTIVE CREATIVE BOSS/EMPLOYEE PARTNER NO CHOICE CHOICE EXTRINSIC INTRINSIC COMPLIANCE ENROLMENT

31. ENROLMENT & COMPLIANCE COMPLIANCE: YIELDING TO SOMEONE ELSE’S IDEA,REQUEST OR DEMAND BUT NOT FOR INTERNAL PAYOFFS. THE SOURCE OF ENERGY AND DIRECTION IS OUTSIDE OF ONE SELF GENUINE- UNDERSTANDS THE IDEA,SEES BENEFITS.MOTIVATION IS EXTERNAL FORMAL- UNDERSTANDS THE IDEA,SEES SOME BENEFITS SUPPORTS BECAUSE PART OF JOB DESCRIPTION GRUDGING- AGREES TO DO WHAT HAS TO BE DONE.MAKES CLEAR NEEDS CONSTANT SUPERVISION NONE - ACTIVELY RESISTS ,DOESN’T SEE BENEFIT.THERE IS NO ENERGY TO SUPPORT THE IDEA.

32. CURRENT REALITY

33. VISION WHAT YOU WANT CURRENT REALITY WHAT YOU HAVE GOT CREATIVE TENSION EMOTIONAL TENSION EASIEST AND QUICKEST WAY TO RESOLVE EMTIONAL TENSION IS TOCOMPROMISE THE VISION DOWNWARD

35. DEVELOP A SHARED VISION EIUYKKLKGKLV WGWKJJSVSNAFWJFUL ATKJVDKLF WHFKJSJKWK VVGWA,NFQWFLGQAakj:lq F8FWNVNFQWLKUWQ KSASRNWAKAVSVLNV ADDFTTBB GSFBASFFNKJF MWEBFKWQ, M L, Read each slips in the group and try to understand the content

36. DISTINCTIVE COMPETENCIES WHOM WE SERVE MAJOR FEARS SRUCTURE SUPPORT STRUCTURE HINDERENCE 1 2 16 10 12 5 11 4 18 9 13 15 7 3 6 MAJORTRENDS 19 17 14

37. SKILFUL DISCUSSION

38. Sherlock Holmes Exercise You’ve decided, based upon your vision, of course, that you’re going to look for another job. You’ve done really well in the interviewing process at ABC Company, and you are now going for the final interview, with the vice president of the company. You have never met the V.P., so you are careful to arrive on time for the interview. But, as Vice Presidents are won’t to do, the V.P. is late for the appointment. So the secretary shows you into the vice president’s office where you can wait. As you wait, having nothing else to do, you look around the office. And like most people, you begin to form impressions about the character you’re about to meet.

40. HOW IMAGINARY IDEAS LEADS TO BELIEFS OBSERVABLE DATA & EXPERIENCE SELECT THE DATA FROM OBSERVATION ADD MEANING TO THE DATA DRAW CONCLUSION TAKE ACTION BELIEFS ASSUMPTIONS VALUES THE ONLY VISIBLE EFFECTS ARE THE ACTION TAKEN & THE OBSERVABLE DATA. BALANCE ARE IN HEAD LADDER OF INFERENCE

42. MENTAL MODEL The nature gave us the ability to form representations or models of reality based on the data we collect . The working model or simulations is running in our heads all the time so as to simplify and explain how reality works. As soon new variables are made available, these models are called upon and we predict what is going to happen. THIS IS CALLED :

45. Observable data Data Selection Add meaning Form Assumption Take Action Conclusion Advocacy involves slowing down the process of running up the Ladder of Inference. Skilled advocacy is a way of stating your case, step by step; revealing to others how you arrived at the conclusions you have reached. ADVOCACY Advocacy helps to climb down the ladder instead of staying at the top. “ I assumed that…… “ I came to this conclusion…… “ To get a clear picture of what I’am saying ,imagine that you are the customer who ….. “ what do you think of what I said?” “ Do you see it differently?”

46. Observable data Data Selection Add meaning Form Assumption Take Action Conclusion INQUIRY Inquiry involves not only asking the other person what they think, but also really wanting to hear and understand their thinking.Skilled inquiry is to use questions to help other person to walk through their thinking. Inquiry is to walk up the ladder from data to the conclution. “ What leads you to conclude that?” “ What Data do you have for that?” “ What is the significance of that?’” “ I’m asking you about your assumption because …. “ Am I correct that you’re saying….

47. Observable data Data Selection Add meaning Form Assumption Take Action Conclusion Reflection simply means taking the time, individually or collectively, to pause for a few moments of silence to collect your thoughts. Think about the conversation you have been having. Is it off-track? REFLECTION Reflection is not a moment to gather your reserves so you can launch stronger attack moment you re engage in conversation

48. Inquiry/advocacy matrix ADVOCACY LOW Testing : “Here’s what I say, what do you think of it?” Dictating : “Here’s what I say, and never mind why.” Asserting : “Here’s what I say, and here’s why I say it.” Explaining : “Here’s how the world works and why I can see it that way.” Bystanding : Making comments which pertain to group process and not to content. Sensing : Watching the conversation flow without saying much, but keenly aware of all that transpires. Withdrawing : Mentally checking out of the room and not paying attention. Productive conversation : Balancing advocacy and inquiry, genuinely curious, makes explicit reasoning, asks others about assumptions. Dialogue : Suspending all assumptions, creating a container in which collective thinking can emerge. Politicking : Giving the impression of balancing inquiry and advocacy while being close-minded. Interrogating : “Why can’t you see that your point of view is wrong?” Clarifying : “What is the question we are trying to answer?” Interviewing : Exploring others’ points of view and their reasons behind them. Telling INQUIRY Asking Observing Generating

49. Manager Pushes Views Subordinates withdraw , don’t challenge Manager Assumes subordinates don’t care Manager frustation Subordinates feel conflicted Reinforcing Vicious cycle

50. PRODUCTIVE OR SKILLFUL CONVERSATION HELPS GROUPS OF INFORMED AND COMMITTED TO THINK TOGETHER TO ARRIVE AT NEW ISIGHTS. PAY ATTENTION TO YOUR INTENSIONS. -WHAT DO I WANT FROM THIS CONVERSATION? AM I WILLING TO BE INFLUENCED? BALANCE ADVOCACY AND INQUIRY -”WHAT LED YOU TO THAT VIEW?” “HELP ME UNDERSTAND WHAT YOU’RE SAYING.” BUILD SHARED MEANING -”WHEN WE USE THE TERM ,WHAT ARE WE REALLY SAYING?” USE SELF-AWARENESS AS A RESOURCE -WHAT AM I THINKING? WHAT AM I FEELING? WHAT DO I WANT AT THIS MOMENT? EXPLORE IMPASSES -WHAT DO WE AGREE ON, AND WHAT DO WE DISAGREE ON

56. EFFECTIVE MEETING

63. ACCOUNTABILITY A-ACCOUNTABLE(GAURENTOR FOR THE RESULTS) S-SUPPORT(ACTIVE ROLE AND SUBSTANTIAL CONTRIBUTORS) C-CONSULT(PROVIDES SPECIALISED INPUTS AND EXPERTISE) I-INFORM(BE INFORMED FOR THE ALIGNMENT AND INTEGRATION)

64. WHO WISH TO BE ACCOUNTABLE? EACH OF YOU MARK THE DESIRED ROLE IN THE TOP LEFT CORNER OF THE SQURE AGAINST THE HLR MENTIONED IN THE FIRST COLUMN. USE THE LETTERS A OR S OR C OR I DEPENDING ON THE ROLE YOU DESIRE TO HAVE A S C I

65. DECIDING THE TEAM NOW WE HAVE ONLY ONE PERSON WHO IS ACCOUNTABLE FOR EACH HLR AREA. NOW ACCOUNTABLE PERSON WILL CHOOSE A CORE TEAM FROM THE OTHERS WHO OFFERED THEIR SERVICES. THE ACCOUNTABLE PERSON WILL MARK IN THE BOTTOM RIGHT CORNER OF THE SQUARE OF EACH OF THOSE PERSONS THE ROLE ENVISAGED BY HIM FOR THEM. S C I

66. A - Accountability S - Support C - Consult I - Inform SBU HLRs - High Leverage Result Areas

67. ACTION PLANS DIVIDE THE GROUP INTO SUB GROUPS AND TAKE THE HLR WHOSE ACTION PLAN THEIR SUB GROUP WOULD LIKE TO PREPARE. USE THE GENERIC TEMPLATE DISCUSS WITHIN THE GROUP AND FINALISE THE TEMPLATE REASSEMBLE

68. TEAM OPERATING PRINCIPLES STATEMENTS OF INTENT REGARDING THE NEW BEHAVIOURS THAT THE TEAM WANTS TO MODEL UPON SO THAT REACHING THE VISION IS MADE POSSIBLE AND WILL SHOW THAT THE TEAM IS COMITTED

69. TEAM OPERATING PRINCIPLES DIVIDE INTO GROUPS LET EACH GROUP DISCUSS AND COME TO A COMMON CONSENSUS ON THEIR SUB GROUPS OPERATING PRINCIPLES AFTER ALL GROUPS COMPLETE EACH GROUP PRESENTS THE PRINCIPLES TO THE GROUP AFTER THE PRESENTATIONS THE GROUP DECIDES ON SOME PRINCIPLES (5-7) AND COME OUT WITH A DOCUMENT TO BE SIGNED BY ALL THE TEAM MEMBERS.

70. THANK YOU

73. Commitment to Common Purpose Shared Performance Goals Common Work Products Mutual Accountability Low 1 2 3 4 5 6 2 3 4 5 6 1 2 3 4 5 6 1 Despite the popularity of the team concept, the difference between a group and a team is not always obvious . A small number of people who are committed to a common purpose, produce common work products, are judged by a set of performance goals, and share an approach to which they hold each other mutually accountable . A collecti on of people assembled to accomplish a task. Group Team 5 4 3 2 1 6

74. TEAMS OUTPERFORM INDIVIDUALS ACTING ALONE OR IN LARGER ORGANIZATIONAL GROUPINGS, ESPECIALLY WHEN PERFORMANCE REQUIRE MULTIPLE SKILLS, JUDGEMENT& EXPERIENCES. SKILLS ACCOUNTABILITY PROBLEM SOLVING TECHNICAL/ FUNCTIONAL INTERPERSONAL SPECIFIC GOALS COMMON APPROACH MEANINGFUL PURPOSE MUTUAL SMALL NUMBER OF PEOPLE INDIVIDUAL PERFORMANCE RESULT COLLECTIVE WORK PRODUCT PERSONAL GROWTH Common understanding and purpose can not arise without effective communication and constructive conflict COMMITMENT

75. SHIP RUDDER TRIMTAB HIGH LEVERAGE AREAS