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Humanize Worksheet: Open

Humanize Worksheet: Open

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Published by Maddie Grant
Worksheet to accompany Humanize: How People-Centric Organizations Succeed in a Social World by Jamie Notter and Maddie Grant

More on the book is at http://www.humanizebook.com.
Worksheet to accompany Humanize: How People-Centric Organizations Succeed in a Social World by Jamie Notter and Maddie Grant

More on the book is at http://www.humanizebook.com.

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Categories:Types, Business/Law
Published by: Maddie Grant on Sep 17, 2011
Copyright:Traditional Copyright: All rights reserved

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12/10/2014

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humanize

by jamie notter & maddie grant

how people-centric organizations succeed in a social world

Humanize Worksheet: How to Be Open
The worksheets which accompany Humanize: How People-Centric Organizations Succeed in a Social World are designed to help you start humanizing your organization, whether you are a top-level executive, in middle management, or a front line employee. The basic process for the worksheets is the same for everyone; but we do include some additional information customized to these three levels because our goal is to help you get the ball rolling in your organization, no matter where in the system you might be. Humanize spells out four key elements for humanizing organizations: „ Open „ Trustworthy „ Generative „ Courageous

This worksheet is about creating more open organizations.
We’re here to help. Contact the authors:
Jamie Notter VP, Consulting Management Solutions Plus, Inc. jnotter@mgmtsol.com (240) 404-6493 www.getmejamienotter.com Maddie Grant chief social media strategist SocialFish, LLC maddie@socialfish.org (202) 713-5343 www.socialfish.org

Copyright © 2011, Pearson Publishing
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Overview of Humanize Chapter 6:

How to Be Open

This worksheet assumes you’ve read the book, and it is probably a good idea to reread Chapter 6: How to Be Open, before you begin.
Open organizations have more decentralized cultures.
„ More people are empowered to make decisions, more people have a voice, and more people are able to solve problems and act. „ Core values are clearly defined and spelled out and shared with everyone in the organization. „ Better solutions can be found by engaging multiple people across departments. „ Those in positions of power are there to protect the ability of their people to get their jobs done. The default is action, not approval (“proceed until apprehended”). „ Leadership is recognized throughout the organization as the ability for anyone to adequately respond and move forward.

Open organizations embrace systems thinking in their internal structure and processes.
„ For example, they introduce thematic, time-bound “rallying cries” that help everyone focus on a goal, regardless of which department they are in. „ They share data internally in a centralized way so everyone sees the same information and can access what they need when they need it, without creating little islands of outdated or incomplete data. „ They allow new voices (customers, for example) to be part of decision making.

In open organizations, individual behavior is marked by ownership.
„ Ownership is not about controlling “your” piece of the pie; it’s about each person being able to take action when needed. „ It’s about having enough information about the workings of the whole organization to know what effects their decisions will have in other areas. „ It’s about being able to manage conflict, and having communication skills in different media (matching responses to the circumstances in which situations appear).

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Humanize Worksheet

How to Be Open
Instructions
By Focusing on these concepts in the three areas of organizational culture, internal structure and process, and individual behavior, this worksheet allows you to assess your organization’s capacity for openness and come up with action items that will help you to move toward more openness. The purpose of this worksheet is ultimately to get you to do something. Reading our book is awesome (thank you, by the way), but nothing changes by reading a book. Change happens when people start behaving differently, when people start working differently. Our mantra: If you do what you always did, you’ll get what you always got. We feel strongly that our organizations need to be more human. That’s where you come in. The worksheet is divided into three sections that should be completed in order. They build upon each other to complete a final plan.

1 2 3

Your Assessment
Start by answering questions about you and your organization. Complete a quick quiz in which you give 30 numerical ratings on openness in terms of culture, process, and behavior. Then there are four open-ended questions for you to answer to fill in the gaps.

Conversations and Data
This section helps you have targeted conversations with others so you can collect necessary data and brainstorm ideas for taking action. We help you set up individual meetings, group meetings, and produce summary reports.

Action Plan
This section helps you design an action plan for the next steps to make your organization more open. We help you prioritize potential actions, both big and small, and map out what you are going to do next.

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Your Assessment

Assessment Goals
a. To evaluate your organization’s ability to be open from your perspective. b. To identify possible ideas for your action plan.

On a scale of 1 (completely not true) to 10 (absolutely it’s that way around here), rate the following statements in the context of you or your organization:

Quiz A: Culture
To Be Open at the level of Organizational Culture: Goal = Decentralization
A1 A2 A3 A4 A5 A6 A7 A8 A9 People at lower levels have a decent amount of autonomy. Command and control is a thing of the past. Employees can participate in social media. The senior level gets out of the way so more can get done. Our policies are clear and easy to follow. We get a lot of participation (at all levels) in our internal meetings. People closest to the problem have the authority to solve the problem. I know what our core values are as an organization. There are “containers” or boundaries within which I have the freedom to experiment or make decisions. SCORE (1–10)

A10 I am able to call and lead a meeting. QUIZ A SUBTOTAL (out of 100)

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Your Assessment continued

Quiz B: Process
To Be Open at the level of Internal Structure and Process: Goal = Systems Thinking
B1 B2 B3 B4 B5 B6 B7 B8 B9 Departments cooperate with each other outside specific projects. Customers/stakeholders significantly influence what we do. We can course-correct in the middle of a process with relative ease. People not only have access to the information they need but can also feed data back into the system. We understand how what any of us does impacts others in the organization. There are processes in place to invite external ideas or feedback. One department will invite people from other departments to help design their processes. Changes are supported because everyone understands the reasons for them. We have cross-departmental task forces for finding creative solutions to problems. SCORE (1–10)

B10 Employees at different levels are involved in planning, whether strategic or departmental. QUIZ B SUBTOTAL (out of 100)

Quiz C: Behavior
To Be Open at the level of Individual Behavior Goal = Ownership
C1 C2 C3 C4 C5 C6 C7 C8 C9 C10 New employees get a good honest sense of the organization when we orient them. We all have a good understanding of what our customers/stakeholders experience when they interact with our organization. People at all levels understand our strategy well enough to use it as a guide in their ongoing decision making. I am able to do what I need to do in my job. We handle conflict well enough that it doesn’t bog people down. Our people can handle themselves in all types of electronic communication media, so we can respond when and where we need to. Results matter more than ego around here. We have a lot of open formal and informal conversations about how to improve things. Our customer interactions are not rigid and scripted. We share information freely to help others out even when it’s not specifically part of our job to do so. QUIZ C SUBTOTAL (out of 100) SCORE (1–10)

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Your Assessment continued

Compile your point scores
This assessment will give you a snapshot of how open your organization is from your own point of view. Add up the points for each section, then add up your total point score. Add up your three subtotal scores. A B C QUIZ A SUBTOTAL (out of 100) QUIZ B SUBTOTAL (out of 100) QUIZ C SUBTOTAL (out of 100) TOTAL (out of 300)

226—300 points 151—225 points 76—150 points

If you have more than about 240 points, please call us, because we want to feature you on the blog as an example of a open organization. Nice job. Your organization is well on the way to being open! You can freely concentrate on the areas that scored lower than others. Not a bad start. Pay close attention to which of the three areas (or particular questions) scored highest and lowest. Can you do more of the bright spots? Can you scrap some things that are completely not open? This score assumes that you probably have “lack of openness” issues in all three areas of culture, process, and behavior. You’ll need to pick your battles and figure out where you can concentrate your efforts at first.

0—75 points

What scored highest? What scored lowest? What are some areas you might be able to effect some change? Are there high scoring areas you can do more of? Are there low-scoring areas where you can start small but still have some impact? Focus on those as you complete the qualitative self-assessment in the next section. Your notes:

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Your Assessment continued

Qualitative Self-assessment
Multiple choice quizzes are relatively easy. Your score should give you a little bit of quantitative insight into how open your organization is, and will become more interesting as you start to compare it with others’ scores (see Section 2). But this exercise is incomplete without more qualitative thinking about why you rated the questions above in the way that you did. Look back at your answers and write down your thoughts about the following questions: Wherever you are on the openness scale, why is it that way? If you’re horrible, why are you horrible? If you’re awesome, why are you awesome? What made you as open (or closed) as you are today?

What is the most important area to work on in your organization when it comes to being more open? Why is that important? How will it impact performance?

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Your Assessment continued

What are you doing personally to contribute to a more open organization? What are you doing that gets in the way?

Insights and Potential Actions
Take the answers to your essay questions and your own analysis of the mini survey and make a bulleted list of observations about where your organization stands in terms of openness, including your initial thoughts about what can be done to make the organization more open. You don’t need to form conclusions yet, but you should be able to put some ideas down on paper. If you were going to start today, what could you do?

You’re done with Section 1. In Section 2, you’ll compare notes with others.

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Conversations and Data

Conversation Goals
a. To collect qualitative and quantitative data from others in the organization evaluating your organization’s openness. b. To collectively identify possible ideas for your action plan.

You are now ready to have conversations with others about openness.

Step 1: Identify who you want to meet with individually in your organization.
Exactly how many conversations you have and with whom will vary tremendously depending on your context. What works for a six-person nonprofit will not be the best plan for a large corporation. More information to help guide you on this is at the end of this section. List their names here.

Step 2: Schedule INDIVIDUAL meetings.
List the dates and times for each meeting with those you identified in step 1. Name Date Time

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Conversations and Data continued

Step 3: Invite the individuals you have listed in Step 2 to complete Section 1 of this worksheet as pre-work for a discussion about openness.
Their answers, compared with yours, will be the conversation starter. Suggested agenda: a. Quiz results—Culture. Compare notes. b. Quiz results—Process. Compare notes. c. Quiz results—Behavior. Compare notes. d. Action Plan brainstorm. Compare and compile ideas.

Step 4: Record key ideas from your individual meetings.

Step 5: Schedule GROUP meetings.
Be sure to review the group meetings guidance in pages 13-14 before you schedule your meeting. List dates and times for each meeting. Remember to invite participants to complete Section 1 of this worksheet as pre-work for a discussion about openness.

Name

Date

Time

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Conversations and Data continued

Step 6: List observations that you had from your group meetings.
Create a brief meeting report after each group conversation. Here is a sample: Meeting with (list names)

Date / Time / Location

Goals for this meeting 1. To assess, as a group, our organization’s ability to be open 2. To brainstorm possibilities for improvement

Culture (decentralization) what are the bright spots?

what needs work?

Process (systems thinking) what are the bright spots?

what needs work?

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Conversations and Data continued

Step 6: List observations Continued
Behavior (ownership) what are the bright spots? what needs work?

Specific areas that need further exploration

Ideas for actions to be taken Any and all ideas are welcome here.

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Conversations and Data continued

Guidance on individual and group meetings
Your goal for this section is to gather data from other people in your organization, and to brainstorm ideas for becoming more open. Every business is different, and only you will be able to judge how best to conduct these conversations. - You could plan one or a series of meetings with individuals. - You could ask every department to have its own meeting and share results. - You could plan a half-day workshop for the whole company. - You could use online tools to have an ongoing conversation. Depending on the existing culture, you may need to have a series of one-on-one conversations to start. It’s possible you’ll come across as the person who just got “seminared” and is trying to push an agenda on them. Maintain a tone of curiosity in the conversation and be open to the possibility that others won’t see things the way you do. When you move to group conversations, we recommend you invite anyone who has an interest in the topic of openness in your organization to participate in these conversations. This is crucial to becoming more open - being able to invite whomever is interested to participate in things, regardless of rank, title, or job description. That being said, in many organizations you will also want to have conversations within certain subgroups. Both types of conversations are fine. Here are some things to think about as you plan these conversations, depending on your level in the hierarchy. „ Executives. This is a good opportunity to explore how open you are as a senior team. Without anyone else in the room, you might get some more openness in the conversation. So have some courage to hold your collective feet to the fire for a bit and focus on you (not the “others” who are “out there” and are the source of the problem). You need to be clear on the ground rules, particularly confidentiality. You need to come to agreement about what sort of “reporting out” to people outside the room there will be. But it’s also critical that people at other levels see you having conversations about openness, so you can’t keep it all behind closed doors. Talk about these issues with middle managers and line staff. Don’t dominate the conversation, and don’t worry if your people aren’t 100% open with you in the room (you knew that would be the case, right?). Have the conversations anyway, and try to balance your questions and curiosity with your own open expression of your opinions (too many questions and not enough statements and your people will feel like they are being interrogated or tested; too many statements and not enough questions and it will feel like a mandatory lecture). „ Middle managers. The challenge at this level is having too many different people and groups to talk to about being decentralized, embracing systems thinking, and supporting ownership. One approach would be to have conversations with people at the “exchange” points between and among departments. Middle levels can often be bottlenecks that prevent decentralization, and that would be a good topic for a group of middle managers. But you may also want to engage groups of direct reports and really focus on the issue of ownership and facilitating right action. Or you could work with senior folks on clarifying the business case
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Conversations and Data continued
for being more open. Don’t get paralyzed by your options. Pick some conversations to start and see where it leads you. Remember that you don’t have to solve all these problems yourself. You need to connect the right people together and let them help solve the problem.

„ Front line employees. As a front line employee, you may feel you don’t have much (if any) say in taking action to make your organization more open. But you wouldn’t have read this book or started this worksheet if you didn’t think you could do something. What areas do you have responsibility for that you can examine? Who at higher levels might support you in this endeavor? What kind of data can you present (say, for example, social media conversations) to make your case for more openness? As a front line employee, we are assuming you are the closest to your organization’s customers. Gather data from them, as well as from what similar organizations are doing, to help you make small breakthroughs. You don’t have to convene formal meetings and conferences on this topic—just keep gathering data and sharing it with people that can use it with an eye on how to change behavior and processes in ways that matter. The ultimate goal of these conversations is to brainstorm actionable ideas, small and large. If you feel you need customized consulting help to manage these conversations, contact the authors. We’re here to help. You’ll be done with Section 2 when you feel you have enough participation (buy-in) and enough ideas to want to take action in large or small ways. In the final Section 3, you’ll prioritize those ideas, and decide how you can start. Notes:

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Action Plan

Action Plan Goals:
a. To prioritize actionable ideas b. To identify what YOU can do to get started.

Looking at all of the ideas that have come out of these conversations, we now need to figure out what’s do-able for YOU. What are you, personally, going to do? You can also take this action plan and complete one as a team, or as a group. But ultimately, everyone who reads our book and wants to take action to help their organization become more open will start with the question, “What can I do?” Based on the assessments and ideas you’ve collected, there are at least three ways to decide on a plan of action.

a) Figure out what is working, and do more of those things. Think FRY (Frequency, Reach, Yield)—can you be open more often? Get more people to be open in particular circumstances? Expand the areas you’re already open? List the ideas here, from the results of your group and individual brainstorming, that fall under this category.

b) Change small things that are not working. Find small victories and keep moving up from there. Document everything and use data to help you move the needle. List the ideas that fall under this category here.

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Action Plan continued

c) Make big changes, as long as you have a good percentage of people invested. Involve everyone in the process of choosing what changes to make. List the ideas that fall under this category here.

d) Think about priority, and degree of difficulty. Of all the ideas you’ve brainstormed, are some more important than others? What kind of resources need to be mobilized? More Important

Fewer Resources / Easy

More Resources / Hard

Less Important e) Think about sequence. Do some of your ideas need to be completed before others can happen?

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Action Plan continued

Action Plan Outline
Ultimately, however, helping to make your organization more open starts with YOU. List the ideas YOU can do.

Idea Culture

How easy/hard? [sample]

Timeframe [sample]

Can I do this myself? Who else do I need to involve to make this happen? [sample]

[sample]

Implement a version of Google’s 20% t ime in my department.

Will be popular, but challenges wit h t ime report ing.

Need a few mont hs to plan it before it goes live.

Need buy-in from leadership; HR might resist.

Remember: an open culture is about decentralization.
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Action Plan continued
Idea How easy/hard? [sample] Timeframe [sample] Can I do this myself? Who else do I need to involve to make this happen? [sample]

Process

[sample]

Move key data sets t hat different departments need to t he cloud to enable collaborat ion.

Easy technologically, but might need work on standardizing some report ing.

Standards done in t hree mont hs. Live in four.

Need IT on t his one from t he beginning.

Remember: open processes enable systems thinking.

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Action Plan continued
Idea How easy/hard? [sample] Timeframe [sample] Can I do this myself? Who else do I need to involve to make this happen? [sample]

Behavior

[sample]

Let my direct reports do Easy more wit hout get t ing my approval first.

Immediately

If t his turns out to be hard, may need some coaching.

Remember: open behavior is marked by ownership.
Thank you for taking the time and effort to complete this worksheet and start the ball rolling towards becoming a more open organization. There are three other similar worksheets accompanying Humanize: How People-Centric Organizations Succeed in a Social World: a worksheet on How to Be Trustworthy, one on How to Be Generative, and one on How to be Courageous.

Good luck!

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