INTRODUCTION:

In Part I of this two part article, I presented a conceptual framework for organization renewal and discussed the importance of involving all key stakeholders in the process. The first section of Part I defined a higher performing, agile, learning organization or HALO. The second component described a HALO map and how maps differ from organization models. The third component discussed the importance of multisource feedback. For those who did not receive Part I, it can be accessed  from “Ideas for Leaders” on our website.

 

In Part II, I will outline some of the key elements of a Capability Snapshot inquiry methodology and survey in order to gather information which will answer the question “what is” about the organization as well as how to use the analysis to mobilize the organization to “what it ought to be”. As noted, the first three components are set out in Part I.

 

FOURTH COMPONENT – A CUSTOMIZED QUESTIONNAIRE

The Capability Snapshot is a method of organization evaluation that indicates how the organization currently rates on each of the 15 essential capabilities prescribed by the HALO map (see Part I and refer to the “Discover”/”Understanding It” section of our web site for the definitions of the Essential Capabilities). In order for the organization to get a measure of its strengths and weaknesses, each essential capability has to be measured. The Snapshot questionnaire uses four types of indicators to assess each capability. The respondent is asked to rate:

 

a.      A general impression of the strength of this capability in the organization.

b.      The extent that management supports this capability.

c.      The extent that the organization follows a particular practice typical of this capability.

d.      How the organization fares in applying a leading edge practice re this capability.

 

Thus a Snapshot questionnaire for the internal stakeholders (management and employees) contains 4 questions based on the above, for each of 15 essential capabilities making a total of 60 items. For the external stakeholders, only questions associated with ‘a’ and ‘c’ are asked.

 

Each generic essential capability is practiced differently in each organization. Therefore the questionnaire items have to be customized to fit the specific practices and concerns of the organization. Representatives of the organization at the level of decision-makers meet with trained consultants (internal or external to the organization) to ensure that the proposed version of a Snapshot questionnaire is ideally suited to them.

 

FIFTH COMPONENT – GROUP PERSPECTIVES

Based upon personal experiences with the organization, each respondent gives his/her own subjective perception of organization strength to each of the questions (0-poor, 10-excellent). Each response is a valid opinion for that person, even when objective performance measures may indicate that the opinion may be erroneous. The scoring defines organization reality as perceived by a respondent at a particular point in time. These perceptions do count, as they influence the nature of the respondent’s ongoing relationship with the organization.

 

Data processing consists in aggregating the data in order to proceed from individual perceptions to the identification of distinct perspectives by sub-groups, groups, and stakeholder categories. The distribution of individual scores of members of a group and sub-group are described by group measures of central tendency (e.g. averages). A frequency distribution of responses by each group to each item in the questionnaire indicates the group’s modal responses and the extent of variability within that group.

 

To overcome a possible tendency by some groups to be overly critical or too generous in their praise, the average scores are converted into rankings. These rankings portray relative standing, highs or lows in comparison to the other scores by that group. Thus even though all 15 Capability scores by the Supervisor group [Management category] seem to be unduly low, the rankings indicate which of the Capabilities scored somewhat better and which scored the worst from this group’s perspective.

 

The power of the Snapshot lies in its articulation of diverse viewpoints. The Snapshot gives each stakeholder group and/or subgroup a language with which to explore the potential of the organization.

 

 

SIXTH COMPONENT – ORGANIZATION SENSEMAKING

Striving to become the best requires building consensus amongst all stakeholders regarding the state of current Capabilities and the lines of action to be taken for improvement and development.

 

Management makes sense of the data by focusing on the differences in scores and rankings amongst groups and sub-groups within a stakeholder category, as well as on the differences amongst different stakeholder categories. The larger the gap, the more one unit seems to deviate from the norms of the other units, the greater the requirement for sensemaking.

 

The context for discovering the meaning of the data is derived from the comparison of unit perspectives.  When independent sources of information obtained during the same time period tend to agree, there is validity by consensus.  For example, if the total samples of all stakeholder entities rank Quality Improvement as the number one Capability, it can be reasonably assumed that this Capability is strong within the organization.

 

However when group perspectives differ from one another, it is not possible to automatically determine which perspective is more valid.  Disagreements amongst group perspectives serve to enhance rather than diminish the value of a Snapshot. There are multiple ways of viewing the capabilities of the organization. In seeking to understand the reasons for a particular group’s perspective, the organization can become more responsive to that group.

 

Just as management collaborates in the process of organization inquiring by customizing the sampling, so too does management collaborate in the process of organization sensemaking.  The managers are not passive spectators being handed an interpretation and recommendations for action.  These practitioners in the midst of on-line situations are the inquirers and sensemakers, bringing to bear what they already know as the context for the new knowledge being presented.  The Capability Snapshot thus avoids the two most pervasive problems regarding the utilization of survey research and organization diagnostics, namely, strong resistance to and even rejection of the findings or its opposite of extreme dependency upon the researchers as experts.

 

Organization sensemaking is a social activity. Individuals are provided with the report modules of the Capability Snapshot of their organization ahead of a face-to-face meeting.

 

Even in their solitary review of the data they may be anticipating how others will react to these results. The meetings consist of dialogues in search of shared meanings and common understandings.  The collective actions of an organization rest upon alignments that take place during such group communications.      

 

 

SUMMARY

In an earlier article I used the acronym AIM to summarize this process of continuous renewal. Management initiates Action based on the results of the Inquiry or survey and Mobilizes the organization toward improvement and renewal. The sensemaking component of the inquiry is the indispensable element of the process that leads to action, mobilization and renewal.

 

The following earlier articles deal in more detail with certain elements of this Paradigm. These are “Initiating An Organization Inquiry”, “Making Sense of Surprising Results” and “Discussing Organization Strengths and Weaknesses”. They are all available from the “Ideas for Leaders” page of our web site.