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ChristopherAvery.com
Problems Between
X
X
X
X
The Greatest Opportunity to Add Value
Is Not Assigned to Anyone.
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4
4X4 Tic Tac Toe
Rules
1. Objective:
Maximize your
score.
2. Take Turns
Scoring
4 in a row = 50
3 in a row = 40
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Responses to Interdependence
Isolate
or
Integrate
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Project/Process Teams
Cross-Functional Teams
Supply Chain Partnering Authority Exchange Integrative
Merger Integration
Power Power Power
Lean/Agile/Concurrent, etc.
Leadership Development
Change Management
Culture Building
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Fundamental Problem
ACCOUNTABILITY
≠
RESPONSIBILITY
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9
B u t t h e y d o n ’ t s a y h o w.
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Problem-Owning
Leverages Problem-Solving
Effort
Prob
lem-S
olvin
g Skill
Problem Prob
lem
Ownership
ChristopherAvery.com
Problem-Owning
Leverages Problem-Solving
lem
Prob
Effort
skill
olving
lem-s
Prob Problem
Ownership
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How You Respond to a Problem
PROBLEM
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OBLIGATION
SHAME
JUSTIFY
PROBLEM LAY BLAME
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RESPONSIBILITY
OBLIGATION
QUIT
SHAME No
personal
JUSTIFY learning
occurs
here.
PROBLEM LAY BLAME
DENIAL
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(Re)Definition
Re·spon·si·bil·i·ty
Owning
your power and ability
to create, choose, and attract.
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Task
Functional
Adaptive
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Keys to Responsibility™
1. INTENTION
2. AWARENESS
3. CONFRONT
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Results
Awareness
The Keys to Responsibility™ unlock:
Learning Essential Self-Discipline
Fundamental Leadership mind-set
Choice Radical Innovation and Execution.
Rapid Truth-Telling.
Anxiety
What if leaders and followers:
Freedom Owned problems twice as fast?
Solved them twice as fast?
Authenticity With solutions twice as good? And,
Felt twice as committed?
Power
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Organizational Results
• Development team reduced • Chairman notices immediate
time to market by 40% behavior change in senior
• All new software engineering executives
managers fully functional in • Middle managers resolve
half the usual time normally persistent problems
• CMMI 3 achieved in a in minutes rather than months
Fortune 250 IT department in • Gallup Workplace Quality
record time Scorecard up significantly on
• R&D organization increases 10 of 12 engagement metrics
participation and decision • Individuals report increased
making simultaneously clarity and resourcefulness
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Why It Works
ChristopherAvery.com
Ranked Discriminators of
Most and Least Effective Knowledge Teams
Trust
Goodwill/Cooperation
Clarity of Purpose
Information Available
Inspirational Leadership
Group Brainstorming
Respect for Individuals
Conflict Management
Team Learning
Autonomy
Project Leadership
Alignment of Values
Climate for Creativity
Equipment & Facilities
Appropriate Pressure
Market/Client Awareness
Scientific/Tech. Expertise
0 1 2 3
4
Knowledge Great-Teams.com
Team Trust
Effectiveness Dynamics
Profile (KTEP)
Factor Goodwill & Respect for
Correlations Cooperation Individuals
Conflict
Team Management
Brainstorming
Processes
Creative Team
Dialogue Learning
Information
Sharing
Inspirational
Leadership
Leadership
> 0.70
Clarity of
Project
Purpose
Management 0.60 to 0.69
0.55 to 0.59
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2. Align wins
3. Make and keep agreements
Yes Go!
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Team Orientation Process™
Start 1. Get in the same boat together
2. Align wins
3. Make and keep agreements
Yes Go!
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– truth
• Rhythm
– Weekly meetings
– Daily Huddles
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32
Details
• get my slides later today at
www.ChristopherAvery.com/blog
• Check out
www.KnowledgeTeamLeadership.com
• Start practicing
ChristopherAvery.com
ON
SI
VI I see the Responsibility Process
poster hanging in every office,
classroom, kitchen, and church in
the world.
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