Performance Edge - Team. Work. Win


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Methodology:

Overall approach

Our approach is focused on the following areas:

	motivation of the broadest possible engagement levels across the staff and the community
	mandated involvement of all staff
	allowance for some flexibility given the fact that we can assume many challenges are currently unidentified

The key to delivery will be creating opportunities and directions collaboratively that address both situational and individual needs and allow for long term, strategic and cultural design.

Specific strategies

Collective Strategic Design:

Based on the work of Kaplan and Norton (2001, 2004), Schein (1997), Hofstede (2004) and Senge (1999), Performance Edge’s ‘Collective Strategic Design’ integrates three well-supported models into an applied and holistic approach to re-engineering organisational culture and engagement for effective change. The resulting process links knowledge capture, strategy formulation, individual and team engagement, and a multiple perspectives approach to strategic planning and measurement.

Our approach is flexible and contextualized, capturing and managing knowledge and enabling change to be driven from the ‘inside out’. The fundamental elements of the methodology follow:

#	Element	Detail	Time commitment for staff
1	Individual interviews	Knowledge capture of tangible and intangible assets through deep listening	One hour interview with each individual
2	Team Alignment Conferences	Negotiated prioritisation of challenges leading to collaborative problem solving and strategy design	Two full days per strategy stream
3	Strategic Initiative Teams	Becomes the ‘way we work’. Self-selecting professional action learning teams research externally and examine internal practice to inform growth.	Regular scheduled meetings
4	Individual Strategy Development	Objectives, KPIs and target levels identified to link staff to the whole organisation strategy.	One hour per individual

Interviews and Strategic Initiative Teams

Primary to the task of issue identification and strategy development in the formulation of a scorecard, as well as to the engagement of staff and management, is sound data collection and deep listening.

The interviews and the initiative teaming components are seen as being critical to the process of Scorecard design and implementation, but more particularly to the ‘Lived Scorecard’.

The interviews are:

	a learning tool and the first step in the change process; measurable change of individuals’ engagement begins at this point
	the beginning point for the accountability required
	a tool for reflecting on individual, team and organisation
	a skills audit
	an opportunity to be heard
	a method of reinforcing equity
	an engagement tool
	knowledge capture
The interviews are academically rigorous and based on the work of Senge (1999), Schein (1997) and Hofstede (2004) as well as our own experience in the field. They are implemented within a managed environment of learning, not blame. Participants are requested to reflect deeply on patterns and not static events, to consider processes, not personalities and to explore causes and not make excuses. Each participant is required to consider how they would personally improve a situation which is identified by the participant as challenging. It is our strong belief and experience that the knowledge capture component of strategic planning, cultural shift and organisational change is critical to long term success.
Initiative teams follow a formal structure and require an environment of trust. Outcomes are documented and shared for collective learning and the emphasis is on research both internal and external to the immediate situation. The initiatives are high leverage and require a strategic focus. Cross-department teams are encouraged to motivate systems thinking. This component further motivates implementation of the strategic plan. With the emergence of the strategic initiative teams, there will need to be an associated training/ education program for the organisation’s ‘middle managers’. It is essential that this level in the hierarchy is able to support and engage with the strategic initiative teams, while encouraging situational leadership and devolving responsibility across the staff.

The Balanced Scorecard:

	Quality of working relationships
	Workplace leadership
	Having a say
	Getting feedback
	Autonomy and uniqueness
	Learning
	Ownership and identity
	Passion
	Community connectedness

The Balanced Scorecard approach proposed by Kaplan and Norton (2001, 2005, 2006) demands a humanist foundation. It identifies four key perspectives at play in any organisation: Financial, Internal Business Practice, Learning and Growth and Stakeholders. Recognising the nature of schools as highly specialised businesses, we recommend the modification of two perspectives for school wide application:

Kaplan and Norton Balanced Scorecard	School adaptations
Financial	Financial/Resourcing
Internal business practice (the systems and processes)	Internal business practice
Learning and Growth (professional development and cultural components)	Our People*
Stakeholders	Educational Partners*

The Balanced Scorecard process sets objectives, and measures the four different perspectives; each being seen as critical to the overall success of implementing the strategy. Each perspective is considered discretely, ensuring real time understanding that informs the progress of the implementation of the strategy. Directions and re-directions are data driven, relying on the development and implementation of an agreed series of measurement tools capturing both the tangible and the intangible assets of the community.

At Performance Edge, our focus is on providing resources and support in ‘working the gap’ between strategy design and strategic implementation. Our focus on individual growth allows the strategy to be ‘lived’.

The applied value of this model for change has been demonstrated across a range of Organisations, large energy corporations, medium sized businesses, local governments and not-for-profit organisations.

Proposed engagement strategies

Engagement generally revolves around four key factors:

	individual inclination of participants
	demonstrated support of the senior leaders
	demonstrated benefits from structured components
	feelings of inclusion in a worthwhile process

The first two elements listed above are beyond our control, but are subject to the influence of successful work.

The Performance Edge team actively seeks to engage as many stakeholders as is possible across a project. Our work has a strong foundation in effective communication and deep listening. We believe that ownership and trust are critical to successful change management. Information gathered through our knowledge capture processes are reported regularly in writing and verbally to all stakeholders. Understandings are cross-checked with stakeholders over the life of the projects.

From the outset, the nature of each process is articulated to all involved staff through introductory sessions and presentations and updated as information emerges. Our primary engagement tool, however, is the individualised process of interview and data collection. Consultation in this form leads to both successful strategy formulation and deep and committed engagement by participating individuals.

Further techniques for engagement include surveys and focus group sessions as appropriate. Preferred workshop techniques involve staff across organisational structure, placing high value on each individual.

Throughout the project, the consultants offer mentoring opportunities and deep support. Our experience shows that making explicit links between individuals and strategic direction motivates powerful engagement. Our approach is transparent and we welcome review and formal appraisal of our work. We recommend the establishment of a project team to audit the process, enhance the sense of ownership and to provide feedback.

Understandings and contributions to the field of Research:

Performance Edge Consultants have extremely strong academic backgrounds and continue to contribute to national and international understandings of the change process. Our contribution to the field of research is punctuated by publications and presentations across sectors.

Most recently the partnership between Performance Edge and the Learning Catalyst has been asked to present a workshop and significant lecture on its approach at the Ninth World Convention of the Federation of Principals Conference in Singapore from 6 -10 July, 2009. The tag line for the conference is ‘Many hearts, one mind’ in respect to ‘Charting the new educational landscape’.

Performance Edge: Collective Strategic Action