History of real time strategic change - jake jacobs

1

“Labs” of Learning

2

“Standing on the Shoulders of Giants”

3

Large Group Interventions Around the World

4

What Is Real Time Strategic Change?

Tools&

techniques

Phases & steps of work

Principles

Approach to change

Way of thinking & acting

Way of being

Increased

Visibility

Decreased

Flexibility

Increased

Flexibility

Decreased

Visibility

Increased Visibility

Decreased Flexibility

Increased Flexibility

Decreased Visibility

5

The Unique Contribution That Led to a New Approach to Change

…Managing in the “future perfect” tense….as if it had already happened

6

A Real Time Strategic Change Story...

Three people working...

“I am cutting a stone”

“I am cutting a corner stone”

“I am building a cathedral”

7

The Essence of Real Time Strategic Change

"I know no safe depositary of the ultimatepowers of the society but the peoplethemselves; and if we think them notenlightened enough to exercise their controlwith a wholesome discretion, the remedy isnot to take it from them, but to inform theirdiscretion...

Thomas Jefferson, 1820

8

What is Real Time Strategic Change?

Tools&

techniques

Phases & steps of work

Principles

Approach to change

Way of thinking & acting

Way of being

Increased

Visibility

Decreased

Flexibility Increased

Flexibility

Decreased

Visibility

9

From 50 Aphorisms...

Each person’s

truth is truth

Build a common database

See the world through

another’s eyes

Don’t take away

someone else’s choice

Autocratic, Delegative,

Consultative, Collaborative

What is the Purpose?

You’re the content

experts, we’re the process

experts

Celebrate diversity

Trust the Process

10

To 20 Principles...

Always leave the group with unfinished

business

If it is to be, it is up to us

We apply learnings in real time throughout the

process

We build teams throughout the entire real

time strategic change process.

Create the future you prefer.

Listen to see the world through the eyes of

others

Formal leaders are different from everybody else in the organization,

and the same

You can only influence as far as you can see

We create community throughout the entire real

time strategic change process.

A system-wide paradigm shift occurs at some

point in the event.

We treat participants throughout the process as they really are--

with complex sets of needs, wants and issues

All activities add to the common database of

information we are creating together.

The design stays responsive to the

emerging needs of the whole group

Reality is a key driver throughout the process.

Adult learning principles form the bedrock of the

process.

Integrating diverse perspectives leads to discovering common

ground.

Interactive event designs that encourage

participation

Ensure information flows continuously from the individual to the table group to the whole

group and back again.

No two events are ever the same.

Empowerment is a constant focus in all that

we do

11

To 6 Principles...

12

To 6 Principles as Polarities

Energizing and Guiding Plans,

ActionsBest of the past

and present

AND

Compelling possibilities

for the future

Learning. Growth and SpiritStrong

Individuals

AND

Strong Collective

Informed Decisions

Diverse Perspectives

AND

Shared Meaning

Rigorous Information Base

Seeking Out

AND

Focusing In

Optimal Performance

Delegated Decisions

AND

Participative Decisions

Accelerating the Pace of

ChangeFuture Is Tomorrow; Plan for it Today

AND

Future is Today;

Be There Now

13

A Current Version...

14

Assessing Effectiveness During Change

15

Areas of Real Time Strategic Change Work

Scoping

Possibilities

Developing

And Aligning

Leadership

Creating

Organization-Wide

Congruence

16

Real Time Strategic Change:How New York City Launched An Effort

That Reduced the Incidence of Tuberculosis By 82%

17

Mantras and Mindsets Underlying Real Time Strategic Change

FlexibleProcesses

Fixed Principles

AND

18

Mantras and Mindsets Underlying Real Time Strategic Change

AND

AND

AND

19

Different Organizations, Different Situations… All With an RTSC Approach

20

Different Teams, Different Situations… All With an RTSC Approach

21

The Work For Us All To Do…With Ourselves And With Others

If I am not for myself, who is for me?

And when I am for myself, what am 'I'?

And if not now, then when?”

Rabbi Hillel