MSOD 620 Red Team Assignment

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Red Team Assignment







Red Team: Valarie Bartelme, Ashley Carson, Jennifer Case, Melissa Cruz, Ann Foster, Sue
Gonzalez, Louise Keefe, David Loebsack, Shefali Mody, Lacey Rhodes, Nicole Tuma, Ana
Villarreal, Carol Watson, Elaine Zitner
MSOD 620
Professor Chris Worley
March 7, 2014
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Introduction
This paper proposes a consulting approach and intervention model that leverages
traditional organization development processes and adapts them to Chinese culture. The
framework is supported by a consistent focus on evaluation throughout the entire consulting
process: contracting, diagnosis & feedback, and ultimately evaluation of client work from a
process and outcome perspective. Throughout the proposed consulting approach, we have also
identified cultural assumptions that should be considered. An illustration of the overarching
process framework is available in appendix A.
Evaluation: Introduction to the Framework
We would like to start with the “end” in mind. We propose an evaluation approach that
encourages strategic thinking through the consulting process. It is critical for evaluation to be
considered at every phase of the consulting engagement. Identifying success factors at the start,
and how to measure them, is essential to achieving the desired results. We acknowledge the
cultural assumptions each stakeholder (the American students and the Chinese clients) may bring
into the environment and have provided cultural differences to consider when conducting
business in China.
The evaluation process measures the effectiveness of the consulting teams‟ processes
used and the interventions deployed; thus we split evaluations into two categories: process
evaluations, and outcome evaluations. Our approach will lead each team to create process
evaluation strategies based on the team‟s learning goals, and outcome evaluation strategies based
on the agreed-upon activities and outcomes of the consulting engagement with the client.


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Evaluation Tools Overview
Two different tools have been created to guide the teams through the evaluation process:
the Learning Evaluation Guide (LEG) (Appendix B); and the Process and Outcome Evaluation
Tracker (POET) (Appendix C). The LEG is a tool that will help teams generate discussion about
what they would like to learn throughout the consulting engagement process. Some key
questions to consider are: What are individual and group goals for this engagement? What type
of data can be gathered to measure these goals? How can the group function in a way that
supports this learning? This discussion will take place before the consulting engagement begins,
and the results of this discussion will be tracked in the LEG, to be used as a reference guide
when process evaluation strategies are being developed throughout the engagement.
POET will serve as the team‟s repository for all process and outcomes evaluation
strategies in each consulting phase; it will also provide a space for each team to track their
evaluation results after each consulting phase is complete. POET will be used throughout the
consulting project; before each phase of the consulting engagement, each team will refer to
POET to consider what process and outcome evaluation strategies they should consider. Once
each phase is complete, they will conduct their evaluations and track their results in POET.
Ultimately, POET is a tracking tool that will help the consulting team come to an agreement
about:
 Questions to evaluate process and outcomes
 Methods of evaluation
 Type of data collection
Once all evaluation results are tracked, POET will reveal the success of the processes
used and interventions deployed, providing feedback to be used as learning for practitioners.
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Table 1 illustrates a high-level evaluation approach; further details are provided in each phase
throughout the paper.

Table 1: The Evaluations Approach per Phase
Phase Action
Preparation 1. Assign a team member as an Evaluation lead
2. Consulting team fills out the Learning Evaluation Guide (LEG) which will
help the team develop process evaluation strategies in each consulting phase
3. Process and outcome evaluation strategies developed and documented in
POET for upcoming phase
Contracting 4. Conduct steps of contracting phase; identify client needs and ideal outcomes
5. Identify interventions that team believes will help achieve desired outcome(s),
and think strategically about how to measure the success of those interventions
6. Conduct evaluation of contracting phase and provide brief evaluation results in
POET
7. Process and outcome evaluation strategies developed and documented in
POET for upcoming phase
Diagnosis, Action &
Feedback
8. Conduct diagnosis/action/feedback phase steps
9. Conduct evaluation of diagnosis, action and feedback phase and provide brief
evaluation results in POET
Evaluation 10. Team compiles all process and outcome evaluation results and analyzes to
determine if goals have been accomplished
11. Final process and outcome evaluation strategies are developed and carried out
to cover any remaining gaps that may exist
12. Team conducts final evaluation debrief

Finally, as the teams develop their evaluation strategies – particularly outcome evaluation
strategies – it will be important to understand related cultural factors, including: (R3 Culture
Wizard)
 Responses may be given as a group rather than by individual
 People may be reluctant to speak out before having an opportunity to consult with
their group
 Concrete answers may not be given
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 Goals and expectations may change during the engagement
 Pointed questions may not be impactful
 Non-verbal cues may provide as much “data” as verbal responses
 Numerical scores and scales may not be an effective way to gather responses
Preparation: Evaluation Steps Prior to First Client Contact
Each team should designate one member of their team to serve as the Evaluation Lead in
order to ensure ownership of the processes outlined in this framework and to ensure the integrity
of evaluation. Each team should then fill out the LEG. This guide is a simple prompt to get teams
to think about and record their individual and collective priorities for the engagement. In
particular, the guide prompts the team members to consider how to use themselves as
instruments, a core characteristic of any successful organizational development practitioner.
Once complete, the LEG will help teams determine their process evaluation strategies for all
future phases of the consulting engagement. Process and outcome evaluation strategies should
then be developed for the upcoming contracting phase, and tracked in the POET tool. Teams
should refer to the LEG as a guide for developing process evaluation strategies.
Contracting in China
While contracting in China, it‟s important to remain aware of cultural differences and alter
your approach in response to them. The principals of Flawless Consulting remain true, with a
slightly different lens based on Chinese cultural differences.
Block encourages us to be authentic. As OD practitioners, we learn to use our self as
instrument in a way that is authentic to self, but also inspires trust and engagement with the
client. The premise is no different in China, but the use of self may be slightly different.
According to Hofstede, truth in China is more flexible. Their perception of authenticity is less
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static than an American truth. Conveying an authentic desire to understand the environment from
which the truth emerges will help us be most successful in contracting with the Chinese.
In order to achieve this goal, we must approach the contracting process with the end goal in
mind. We should seek agreement on the business issue from as many people in the room as
possible. A recent visitor to China shared with us that subordinates in the room will need to get
approval and buy in from their senior leaders. Having them in the room saves time and also
allows the more junior person to save face, something Hofstede says is very important to the
Chinese. In this group setting we should also be mindful of the Collectivist culture in China.
According to Hofstede, there is little loyalty of individuals to an organization, but there is strong
loyalty within groups in the organization. Conversely, relationships between groups can be cold
and on occasion hostile.
The hierarchical system is very strong within China. According to Hofstede, more junior
individuals have no recourse against abuse from senior leaders and they should not try move
beyond their rank by giving an opinion on a matter that is outside of their assigned expertise, for
example. As much as possible, the structure of our team should mirror this hierarchy with one
clear leader in charge of the group. This will help create comfort for the client, which is
important as we seek to identify the best way to help and support our clients.
Gaining agreement on the business issue may have different nuances in China than we are
accustomed to and we may benefit from having a written document that states what we‟ve
agreed to. This may help us as we seek to understand subtleties in communication, both verbal
and non-verbal.
According to Hofstede, it‟s difficult to get an actual “no” from the Chinese and a yes may
not mean a yes. The Chinese place great value on context in communication. They will watch the
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facial expression of the consultants, and it is best to keep a neutral face, not a smile as we may be
more accustomed to in the West. In addition, a skilled consultant in China will be able to pick up
on body language cues from the Chinese as well to help understand the true meaning of the
“yes”.
While individuals maintain a neutral face, the language they choose should be positive.
Chinese are very accustomed to positive reinforcement in this type of business situation.
Praising the client will help develop rapport and deepen the relationship. Our translator may be
able to provide some assistance in translating body language and understanding what types of
things to praise in the client.
Navigating Contracting Meetings in China
The next section of this paper explores Block‟s approach to Navigating the Contracting
Meeting and adapts it to work in China. A new contracting flow chart (Appendix d) integrates
advice gleaned from personal interviews, Hofstede, and other sources as cited earlier. First, prior
to making a personal acknowledgement (Block‟s step 1), it is imperative to engage in more
formal relationship building. In China, relationships come before tasks at this stage of the
process. Build rapport and trust in the first meeting instead of trying to accomplish all of the
steps in Block‟s model. A second call or meeting can be scheduled to discuss the work. Given
that the MSOD students will only have 2.5 days with their clients in China, it will be important
to contact clients ahead of time to start establishing rapport. Be patient and do not rush Chinese
clients into task-oriented conversations in the first meeting. Instead, our revised process proposes
step 1) build the relationship, step 2) give a formal acknowledgement to provide the client
“face”, and step 3) establish credibility. James McGregor, in his work One Billion Customers
(2007) emphasizes “contract details matter less than the personal relationships developed in
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negotiations.” McGregor maintains “the person who will run the business should negotiate the
contract” (2007, p. 92). To that end, MSOD teams will ensure that team leads will be consistent
throughout client engagements.
Once the relationship building process evolves, it is appropriate to discuss and
communicate understanding of the problem (steps 4 and 5). Be sure not to criticize the Chinese
government or the client system itself to ensure proper face is given. Allow the client to paint the
picture of the current situation. Be aware of body language and be sure to read between the lines.
Be aware of your own body language as well. It is always prudent to start with the big picture
and gradually narrow the conversation to details. Request clarifications where needed, using
open ended or Socratic questions (e.g., could you elaborate on?, could you discuss that a little
further?, etc.). Using Socratic questions will give the client space to clarify without forcing
agreement or disagreement.
In step 6, Client Wants and Offers, be sure negotiations are being conducted with the client
representative who is ultimately responsible for the decision. Ideally, representatives from the
client system who will be part of the work will also be present. This allows them to feel part of
the decisions as well, even if the client leader makes the final call. It is also crucial in this step to
gain clarity and consensus on deliverables and/or project products. In step 7, Consultant Wants
and Offers, it‟s important to state wants and needs in multiple ways to ensure clarity. Maintain
awareness that „yes‟ may not mean agreement and read between the lines as necessary. Also, be
sure to communicate „win-win‟ scenarios if the project requires considerable contribution of
effort by the client system as well as the consultant (McGregor; Bergstrom, personal
communication, February 20, 2014). Often, clients will claim they are overly burdened and may
not see the value in contributing effort when a consultant is hired to complete certain tasks
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(Bergstrom). If the process stalls in step 7, it‟s important to use self-as-instrument techniques of
slowing down and being patient. We need to be mindful that the Chinese may ask for things that
are well outside of what is considered acceptable (McGregor, 2005, p. 56); do not give in.
Instead, McGregor advises to “be tough,” as “the Chinese respect it” (2007, p. 153).
In step 8, Agreement, be sure to reiterate previous decisions and conclusions and ensure
both parties are clear on objectives, goals, and methods. In steps 9, Feedback on Control and
Commitment and 10, Give Support, offer affirmation to the client and support. Finally, in step
11, Re-State Actions, it is important to keep things simple and concise while summarizing and
checking for clarity and understanding. Follow up if needed with a written contract for review.
Evaluation Steps after the Contracting Meeting
After the contracting meeting is complete, the team should have a solid understanding of the
activities that will be conducted during the client engagement and the outcomes that the client
expects. Considering the client engagement in a holistic manner, the team should then think
strategically about how to measure the success of its interventions. This strategic thought process
will help the team develop effective outcome evaluation strategies for the project. Once
complete, teams should then conduct their process and outcome evaluations of the contracting
phase. Using the data collected to answer each evaluation question, the team should develop a
short statement (1-2 sentences) that answers each evaluation question. These should be listed in
POET. Process and outcome evaluation strategies should then be developed for the upcoming
diagnosis phase, and tracked in the POET tool. Teams should refer to the LEG as a guide for
developing process evaluation strategies.
Diagnosing Organizational Systems
Organizations in China operate as open systems, and as such this framework focuses on:
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inputs, the star model as a guide to understanding transformation, and outputs. External inputs
include strong socio-economic influence of the governments and strong cultural values, both of
which strongly influence an organization‟s internal operations/transformations. Focusing on
inputs requires scanning for context, interdependence, and observable boundaries.
Porter‟s Five Forces is a commonly referenced tool to help understand an organization‟s
position within the industry. While the five forces analysis is a widely accepted approach, this
framework suggests using Wang and Chang‟s alternate 5 forces developed specifically for
China. Wang and Chang (2009) surveyed Chinese entrepreneurs and determined there should be
more focus on collaboration than competition. The alternate five forces proposed for China
include:
1. Business purpose: The moral force of a business.
2. Business climate: Describes the changing variables such as regulation,
technology, competition, and customer values.
3. Location: Taking factors into consideration such as distribution, labor, and
environment.
4. Organization: How business is organized and managed. This force in particular
will play an important role to the consultants as Wang and Chang refer to the
increasing importance of this force as “local people see things differently”.
5. Business Leaders: Central to the other four forces is the business leader. This is
the equivalent to Porter‟s central focus of competition. The key here for our work
is the description of the values of the Chinese leader as wisdom, sincerity, human-
heartedness, courage, and strictness.

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Data Collection
Once the consultant understands inputs using Wang and Chang‟s alternate 5 forces
model, focus turns to transformation of the inputs. This framework focuses on collecting data for
each element of the star model. Data will be collected via observation, interviews and document
collection, being mindful that knowledge and insight into the organization‟s strategy will live at
the top of the organization chart with the business leaders.
To show respect for business leaders, the data collection team should begin the interviews
with the highest ranking employee and ask permission to interview those lower in the hierarchy.
The team can expect to observe more wait time, less eye contact, laughter as a sign of
nervousness, less distance between individuals, and, little animation or emotion. The interviewer
should be aware that little reaction does not necessarily translate to a lack of interest and should
allow the interviewee space to formulate the answer and only clarify when asked.
Following are key cultural assumptions for each element of the star model to be used as a
guide. However, each client group is encouraged to 1) develop a plan to test cultural assumptions
and 2) adopt the interview questions based on the specifics of each client engagement. Appendix
E provides a summary of cultural assumptions and sample questions for each Star Model
element.
Strategy
When considering business strategy in China, we can expect to see both market-based
competitive strategies and non-market based strategies. Market-based strategies are those
typically focused on in Western cultures that take into account customers, competitors, and
demand. Due to the intricate relationship between government and business in China, our
assumption is that decision makers also consider the less publicized non-market based factors as
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discussed in the input section to ensure not only good standing with the government, but also
support and recognition. Zhou and Li confirm that “a local business leader will use their intimate
knowledge of the Chinese context to devise business strategies to utilize these resources and
support to the best of their advantage,” (Zhou & Li, 2005).
Structure
Structure describes how attention and resources are focused on task accomplishment. We
can expect to see strong hierarchical structures, as opposed to a matrix or flat structure. The
business leaders are a central force of the organization; we expect a top down structure for
feeding information and decision-making. Because of the general lack of trust outside an
individual‟s collective network, employee loyalty will likely be attached to an individual boss or
leader within their trusted circles as opposed to the organization as a whole. Additionally,
management may be seen as “parental” figures with employees.
Processes & Technology
In terms of Processes & Technology, Chinese organizations tend to operate as machines
rather than organisms. Based on our readings, we can expect clearly defined roles, processes, and
control systems within the organizations and little cross-functional coordination and
collaboration within the lower levels of the organizational. Data collection regarding processes
and technology can help test our assumptions that information will travel up the hierarchy and
back down when cross-functional collaboration or decision-making is necessary.
Human Resources
In the 1950‟s, China‟s personnel management systems, which were referred to as the
„iron rice bowl,‟ focused on three pillars: (1) life-time employment (2) centrally administered
wages (3) state controlled appointment and promotion of managerial staff (Warner, 2008).
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Though this system has evolved significantly over a series of legislation and new labor laws are
now in place that more mimic western HR management systems, influences from earlier years
are still evident and a hybrid of the two likely paints a more realistic picture of what we can
expect to see for a local Chinese organization (Warner, 2008). Data collection for HR systems
can help gauge how much China has adapted to newer labor legislation and systems as opposed
to earlier methods of personnel management. Additionally, a high power distance in China
indicates hierarchy and power hold much value and employees will rarely oppose decisions or
processes set in place by positions of authority. In the same way, managers will not likely get
involved in low level tasks as it may hurt their credibility. In general, we can expect job roles to
be clearly defined with frequent and informal feedback to employees.
Measurement Systems
When gathering data for measurement system, we anticipate that metrics are developed at
the top of the structure, resulting in little buy in of the metric chosen from lower levels. We may
likely find metrics monitored from lower levels will be met or exceeded at an outstanding rate as
they carry high stakes in terms of job performance. Where metrics are monitored at the top, some
research has brought to light where leaders use whatever means, including violating labor and
environmental protection laws or illegally accumulating huge public debt, to achieve their goal
(Burns & Zhiren, 2010).
Data Analysis
Once data is collected for each element of the star model, this framework moves to data
analysis. Data analysis can be quantitative or qualitative and should be tailored to the client
project and the Chinese culture. Qualitative techniques are content analysis (grouping and
summarizing the data into meaningful categories) and force field analysis, which is based on
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Lewin‟s work (buckets information into two categories – the forces for change and the forces to
maintaining status quo/resisting change, which can be prioritized and ranked according to the
strengths of the forces based on current and higher levels of performance) (Cummings &
Worley, 2009, p.130). Due to the limited nature of the client engagement and translation, we can
assume a qualitative data analysis approach and should have awareness that there may be hidden
data (language translation or interpretation) and should ensure the data collected was designed
with clear and simple explanation to avoid misinterpretation that could go into the data analysis
and feedback.
Feedback
Using the framework on feeding back diagnostic information (Cummings & Worley,
2009, p. 139), once the data has been summarized, the next step is providing feedback based on
the results. It is important to go back to the client contract before moving forward. What was
originally contracted? With the Tomato project, a case study via PowerPoint project summary,
with the Vocational Technical and Foreign Language schools, there is no client information and
scope at this point in time; however, one piece will be to provide the final results and supporting
data and when the project intent is matured, the team will align the feedback methods to the
project. The feedback must have the following characteristics: relevant to the client and problem
statement, understandable and interpretable from a Chinese lens, descriptive, verifiable (linked to
the data/“trust but verify”), timely (quick feedback), limited (make it simple), significant,
comparative (if possible, benchmark data), and un-finalized (data is data and should be viewed as
a stimulus for action). It will be important to keep feedback directed to the problem statement
and to keep data analysis findings simple and not overly complex. Some recommendations are to
use a strengths-based approach, ensure the feedback does not “point fingers” at an individual
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(especially a senior leader), and is tailored to motivating change in the organization. Feedback
from the client may not come directly from the meeting itself, as the clients may want to reflect
on the information presented and want to conduct conversations in a more private setting. The
team may defer to the senior leader to provide the feedback as the voice for the organization.
Evaluation Steps after the Diagnosis, Feedback, and Action Phase
After all diagnosis, feedback, and action activities have been conducted, the team should
have carried out their process and outcome evaluations. Using the data collected to answer each
evaluation question, the team should develop a short statement (1-2 sentences) that answers each
evaluation question. These should be tracked in POET.
Evaluation
Since our approach incorporates evaluation into every step of the consulting process, the
final evaluation stage will consist of a collective assessment of each phase‟s process and
outcome evaluations listed in the POET tool. Once these have been compiled, each team will
analyze the evaluation results to determine if their learning goals and their intervention goals
have been achieved. If this cannot be determined, new evaluation strategies should be developed
and carried out to get additional data. Once the final evaluations have been conducted, each team
will conduct a final debrief on the progress they made toward achieving their process and
outcome evaluation goals to capture learnings.
Conclusion
This consulting approach brings together our best thinking as it relates to culturally
adapting our method for contracting with Chinese clients; conducting diagnosis, feedback and
interventions in a Chinese organization; and evaluating our client work from both a process and
an outcome perspective in a Chinese context. The China Red Team is excited to implement this
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approach and track our progress and learning.
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References
Bergstrom, M. (February 20, 2014). Interview by A.B. Carson. Contract negotiations in China,
MSOD Program. Portland, OR.
Block, P. (2011). Flawless Consulting: A Guide to Getting Your Expertise Used (3rd ed.). San
Francisco, CA: Jossey-Bass & Pfeiffer.
Burns, J. and Zhiren, Z. (2010). Performance Management in the Government of the People‟s
Republic of China: Accountability and Control in the Implementation of Public Policy.
OECD Journal of Budgeting, Volume 2012-2.
China Cultural Information in R3 Culture Wizard. Retrieved 02/28/2014:
mobility.culturewizard.com/Home/tabid/14514/language/en-US/Default.aspx
Cummings, T. and Worley, C. (2009). Organization Development & Change, 9
th
Ed. Mason,
OH: South-Western Cengage Learning.
Holt, C. (n.d.). University of Kansas Community Toolbox. Retrieved from
http://ctb.ku.edu/en/table-of-contents/evaluate/evaluation/evaluation-plan/tools
McGregor, J. (2007). One Billion Customers: Lessons from the Front Lines of Doing Business in
China. New York: The Free Press.
Morgan, G. (2006). Images of Organization. Thousand Oaks, CA: Sage Publications, Inc.
Porter, M. (2008). The Five Competitive Forces that Shape Strategy. Harvard Business Review,
79-83.
Wang, W. and Chang, P. (2009). Entrepreneurship and Strategy in China: Why „Porter‟s Five
Forces‟ May Not Be. Journal of Chinese Entrepreneurship, 1, (1) 53-64.
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APPENDIX A – RED TEAM PROCESS FRAMEWORK


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APPENDIX B – LEARNING EVALUATION GUIDE
INSTRUCTIONS: Coordinate a meeting with your consulting team that will take no longer than 30 minutes of your time. The
following questions should be asked in order to develop your learning evaluation strategies throughout your project engagement in
China.

1. What are our individual goals for this consulting experience? How will we use self as instrument to help achieve those goals?


2. What are our team‟s goals for this consulting experience? How can we contribute to each other‟s goals as we work together as
a group? What do we want to learn about working in a team, consulting in cross-cultural organizations, and trans-
organizational development while in China?


3. What kind of data do we want to use to determine whether or not we‟ve gotten what we wanted out of this experience? What
creative ways can we use to measure whether or not we‟ve accomplished the goals we identified? What are we going to
commit to in order to assess the learning at the end of the engagement?

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APPENDIX C – PROCESS AND OUTCOME EVALUATION TRACKING (POET) TOOL*

* This tool was modified from the University of Kansas Community Toolbox (Holt)
Evaluation Question in the
____________________PHASE
Method Type of Data
Collection
Evaluation Result
PROCESS EVALUATION
i.e., how did we adapt to the client’s national
culture during this meeting?
Group debrief and feedback from
translator
Survey, Structure
Dialogue, Self Report,
Direct Observation

1.
2.
3.
4.
OUTCOME EVALUATION
i.e., did we capture all the necessary information
in order to conduct a successful engagement?
Define interventions that will
support desired outcomes
Survey, Structure
Dialogue, Self Report,
Direct Observation

1.
2.
3.
4.
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APPENDIX D – CONTRACTING MEETING FLOW CHART
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APPENDIX E – DATA COLLECTION SAMPLE QUESTIONS
Cultural Assumptions Sample Questions
Strategy
Knowledge of Strategy will live at the top of the
organization with the business leaders
What is your mission, vision, purpose?
Combination of market based strategy and non-
market based strategy
What are your goals and objectives?
Business leaders will not likely publicize the non-
market based strategies
What are your products and services?
Who is your target market?
What is your competitive advantage?
What strategies help you best execute your
competitive advantage?
Structure
Hierarchical structure for information and decision-
making
What are the core units of work performed in
your organization?
Business leaders are a central force for the
organization
How is work divided? (function, product/service,
geography, matrix)
Relationships are critical in the organizational
structure
What are the similarities and differences between
how the subunits function?
How is work organized between subunits?
How are decisions made?
Processes & Technology
Operate as machines rather than organisms How do departments work together? (seeks to
understand the level of technical
interdependence and technical uncertainty)
Little cross-functional coordination and collaboration
within the lower levels of the organizational chart
How much variation is there in processes (drives
amount of and ability to routinize processes)
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Information and decision-making travels up the
hierarchy and back down for information sharing and
decision making
How is work coordinated on the lower levels of
the organization chart?
HR / People
HR will be a mix of old personnel management
systems and newly established Western policies and
legislation
Where and how do you recruit most employees?
Frequent and informal feedback for employees Will you provide insight into average length of service
and employee turnover rates? What is the preferred
method of recruiting employees?
Job roles will be clearly defined Are job roles clearly defined?
Training and development opportunities are valued in
the culture and will be available to employees
What types of training and development
opportunities does your organization offer?
Benefits Is the companies benefit pack competitive to the
marketplace?
Are compensation plans competitive?
Succession Planning Does the Organization have a succession plan?
Performance review How often is feedback given to employees? What
methods are used?
Measurement Systems
Choice of Key Performance Index Who is responsible for choosing the metric measured?
Operational and Financial Planning Do your KPI's roll up into an annual inter-department
plan? Or are they independent measures Year over
year?
Monitoring processes, clockworks and KPI's How do you monitor the work being done?
Accountability How do you manage deviations?
What data do you gather on the work being done?
Rewards How are performance measures rewarded?


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APPENDIX F – RED TEAM RELATIONSHIP DIAGRAM