Perception Analysis Methodology PAM Jim Stanton Perception Management, Inc. 708-209-0801 [email protected] .

Perception Analysis MethodologyPerception Analysis MethodologyPAMPAMJim Stanton

Perception Management, Inc.

[email protected]

www.PerceptionMgmt.com

mailto:[email protected]

http://www.perceptionmgmt.com/

Perception Analysis MethodologyThe Process

Action PlansManagement

Step 4

• The “What/How” • Schedules• Accountability

SolutionsImplementation

Management

KnowledgeBank

Step 2

• CSF Analysis• Issues Analysis• Validation

Customized Information Collection

And Problem Analysis/Validation

Information

Collection

Step 1

• Objectives Identification• Management Measures• Technical Measures

InteractiveAnalysis

Step 3

• Problem Analysis• Specific Actions • Effective Practices

SolutionsDevelopment

And Validation



Step 4



Management

KnowledgeBank

Step 2




Information

Collection

Step 1


InteractiveAnalysis

Step 3



And Validation



Step 4



Management

KnowledgeBank

Step 2




Information

Collection

Step 1


InteractiveAnalysis

Step 3



And Validation



Step 4



Management

KnowledgeBank

Step 2




Information

Collection

Step 1


InteractiveAnalysis

Step 3



And Validation



Step 4



Management

KnowledgeBank

Step 2




Information

Collection

Step 1


InteractiveAnalysis

Step 3



And Validation

Perception Analysis Methodology - PAM

Expediting

What’s It Good For???

Validating

Mitigating Risk

Doing More with Less

Early Warning

Avoiding

Solving “Real” Problems

not

“Symptoms” of ProblemsCommunicating

Productivity

MEASUREMENTMEASUREMENT

PLANNINGPLANNINGC

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NPerception Analysis Methodology

IT Governance Initiatives IT Service Management Improvement I.T.I.L, CobiT Initiatives Balanced Scorecard, CMM Initiatives Cultural Assessments Change Management Initiatives Business Operations Reviews Technology Utilization Assessments Risk Mitigation Assessment Employee Satisfaction Assessments Information Technology Utilization Merger & Acquisition Readiness Operability Maturity Model Initiatives Sales Force Automation Reviews Turnaround Management Customer Satisfaction Assessments Technology Implementation Day-to-Day Operations Market Readiness Assessments

Vision Alignment Long Range Planning Sales Channel Effectiveness Supply Chain Improvement Distribution Effectiveness Process Reengineering R & D Support Critical Project Effectiveness Corporate Renewal Initiatives Excellence Initiatives Executive Coaching Opinion Management SOX Initiatives Merger Management ERP Implementations New Business Initiatives Software Implementations Compliance Reviews Problem Management

The Problem

Management Processes Include:

Determining the ‘things’ that must be done

Structuring the ‘things’ into Actions

Developing Directives to initiate Actions

Determining the Gaps – current vs. desired situations

Developing further Directives to close the Gaps

Disseminating the Directives for Actions

Measuring and Managing the Actions and Directives

Establishing, implementing, and validating the supporting policies, procedures, tools.

Reaching Goals By Directing and Guiding Resources

The Barrier: Information Dissemination & Collection “Translation”

Send reinforcements, we're going to advance.

Send three-and-fourpence, we're going to a dance.

Translation

Translation

Translation

Note: Represents the perceptions of an individual.

Decisions

VisibilityCSF

Issues

Translation

Locations

Suppliers

Partners

Sales Team Sales Team Sales Team MarketingDistribution

ManufacturingSales & Mktg Finance

C E O

The Translation Challenge

Translation

Translation

Translation

Translation

Translation

Translation

Translation

Translation

Translation

Translation

Translation

Sales & MktgSales & Mktg

Carry out directives as they understand the directives,

The Perceptions People Have (What They Think) IsTHE

Driving Force Behind Their Actions.

The Problem: Translation

Give out directives to others in accordance with what they understand must be done,

Considering What People Do:

Act according to their interpretation of what needs to be done (what they think),

Constrain their activities in accordance with the rules they believe they must follow,

Apply their skills in a manner they believe to be consistent with their own best interests which include reaching their goals, advancing in their job, pleasing management, looking good, and surviving,Solicit help and delegate activities to

others.

Consistent & Aligned Perceptions Are Critical

People Communicate Carefully:



The Barrier: Communications – Things Are NOT As They May Seem!

They are NOT open and willing to share their real beliefs, understandings, and perceptions

They fear looking stupid, getting into trouble, causing themselves problems with others, and losing respect – and worse – they fear NOT surviving

Even the 'outspoken' and 'straight shooters' have carefully crafted their responses to be in concert with their goals and their perceptions of ‘the situation’

Every communication they send is translated through their preconceived notions of the environment, the 'facts', the situation, and the nature of the 'receivers'.

Consistent & Aligned Perceptions Are Critical

“But, that’s NOT what I said (meant)!!!”Directive: We need to do more with less resources.

“We need to improve productivity in our Dept.”(Let’s make the problems and the solutions everyone’s focus …)

“We need to cut costs.”(It’s too risky, difficult, and expensive to change anything.)

“We need to eliminate useless activities.”(Need to protect my staff … but, Sally has a lot of …)

“We need to cut back.”(There are many things unimportant …)

Mr. Big

Frank Ben

George Sally Ralph

Chuck Mary Charlie

Bob

Joe

“I’m going to lose my job!.”(Becomes dysfunctional …)

“Let’s show how important we are!”(Creates some problems to solve …)

“But, that’s NOT what they meant (said)!!!”Feedback: Productivity improvement Directives…

“We are making good progress on our productivity program!”(I think??!!...)

“We have directed employees to … it’s going well”(Wonder how Customers will react, how it supports bonus plan …)

“My staff is moving fast on initiatives …!”(This is the wrong focus, but it’s what Frank wants …)

“We are taking steps in the following areas ..!”(Ralph will never buy the real changes needed …)

Mr. Big

Frank Ben

George Sally Ralph

Chuck Mary Charlie

Bob

Joe

“We are shaking down the new process …!”(This is nuts …. We need to …)

“Interesting new approach …”(Doesn’t work, I’ll develop some workarounds & look good …)

“But, that’s NOT what the real USER said (meant)!!!”Feedback: IT utilization – blind siding …

“Our IT Systems are totally inadequate!”(We’re always having conflicts here! New CIO needed??!! …)

“IT Systems aren’t working – we can’t meet plan …!”(Nothing ever works from those guys …)

“IT is not supporting us or fixing problems!”(Ralph is always making excuses …!)

“The System is slowing down my people!”(This is an excellent reason - excuse - for …)

Mr. Big

Frank(CIO)

Ben(CFO)

George Ralph

Chuck Mary

Bob

Joe

Bill

John

Beth“You can work around this by ….!!”(Mary wouldn’t approve this fix, so I’ll just …)

“System hangs up with special characters!”(I can’t do my job with this … I’ll just call Bob …)

Perception Measurement Features:



The Solution: Control Translation - Measure What People Think – Manage Their Perceptions

Provide an electronic collection mechanism – involve ALL stakeholders

Address 'Issues' that drive results

Allow for anonymous responses for more open and 'real' communications

Identify respondents only by demographic groups (i.e., organization elements, locations, titles, responsibilities, ...) for developing effective action plans

Measure perceived status of the 'Issues' and the perceived importance of the 'Issues'

Allow respondents to make detailed comments/explanations on the 'Issues'

Provide a 'dash board' presentation for summary status and detailed 'drill down' capabilities.

If You Can't Measure It - You Can't Manage It

Translation

Translation

Translation


Decisions

VisibilityCSF

Issues

Translation

Locations

Suppliers

Partners



C E O

The Translation Challenge

Translation

Translation

Translation

Translation

Translation

Translation

Translation

Translation

Translation

Translation

Translation

Sales & MktgSales & Mktg


Suppliers

Partners



C E ODecisions

Visibility

The PAM Value Proposition

Suppliers

Partners

Locations

Suppliers

Respondent Groupings


Getting Clear Vision & Supporting Analysis with PAM

Mgmt Teams

Department/Division

Title/Responsibility

Years Service/Experience

Special Assignment Teams

Location

NY, LA, London,Tokyo, Sidney,

Chicago, Dallas, Peoria

0 1 2 3 4 5 6 7 8 9 10

Highly Effective

Strategy

Implementation

Satisfaction and Importance Measurements

Projects To ImproveProcesses – Tools – Beliefs - Execution

Attitudes

Benefits

Career Development

Change

Client Services

Coaching

Communication

Compensation

Competency-Based Practice

Competency Development

Continuous Workforce Innovation

Credibility

Culture

Diversity

Human Resources

Infrastructure

Innovation

Job Satisfaction

Management

Meetings

Mentoring

Marketing Support

Morale

Organization Competency Mgmt

Participatory culture

Pay

Performance Mgmt

Personal Competency Mgmt

Quality

Recruiting

Sales

Stress

Supervision

Team Building

Tools – Hardware

Tools – Software

Training

Working conditions

Satisfaction Importance

Gap & Summary Analysis Issue Analysis By Demographic Comments Analysis

Organization Divergence / Focus Issues Analysis/Comparisons Scorecard & Summary Analysis

KnowledgeBank

Explorer

Critical Success Factors&

The Need For Metrics (Issues)

How Goes the Help Desk?

What are the components that measure Help Desk Success?

What is the status (condition) of these success components from the perspective of the customers?

How important are these components to the Help Desk customers?

Do those accountable for Help Desk performance understand the needs of their customers?

My overall satisfaction in securing assistance from the Help Desk.

My level of satisfaction with the responsiveness of the Help Desk in terms of answering my initial call.

The extent to which the Help Desk keeps me informed on the status of problems that they are working on for me.

The level of knowledge and skill of the Help Desk in solving problems for me.

My satisfaction with the length of time it takes the Help Desk to understand what my problem is and begin fixing it.

The attitude and customer orientation of the Help Desk support staff.

CSF: Help Desk

The degree to which I believe the Help Desk is adequately staffed.

Critical Success Factors (CSFs) & Issues

The extent to which I use the Help Desk.

StatusSatisfaction [Quality / Time / …]

ValueImportance / [Rank / Priority / …]

1. Level of Satisfaction 2. Degree of Importance

Stakeholder Perceptions

Two Responses To Each Issue

3. Confidential Comments

Current Needs ------------------------------------ Future Needs

Before ----------------------------------------------- After

Time Spent ----------------------------------------- Importance

Current Benefits ---------------------------------- Future Benefits

Efficiency ------------------------------------------- Effectiveness

A vs. B (Culture Assessment) ------------------ Importance, Desired, Required

The Electronic Interview (Survey) – Introduction Screen

Customized LOGO.

Customized Text.

The Electronic Interview (Survey) – Demographic Selections

Demographic selections can be “required” or “optional”.

Any number of demographic questions can be included.

Demographic questions can be placed anywhere in the survey.

Single selection or multi-selections can be included.

“Write-In” options can be used.

Response Conversions for Analysis

Extremely Important 100

Very Important 83

Slightly Important 66

Neutral 50

Slightly Unimportant 33

Mostly Unimportant 16

Extremely Unimportant 1

Completely Agree 100

Mostly Agree 83

Slightly Agree 66

Neutral 50

Slightly Disagree 33

Mostly Disagree 16

Completely Disagree 1

Comments

Gap & Summary Analysis Issue Analysis By Demographic

Issues Analysis/Comparisons Organization Divergence / Focus

Comments Analysis

Data Structure

The Knowledge Bank Explorer (KBE) Analysis Engine Enables An Examination Of Critical Success Factors and Issues From Summary To Detailed Perspectives - Drives Cause & Effect Analyses -

Summary & Scorecard Analysis

Knowledge Bank Explorer (Analysis Engine)

Stakeholders Can “Drill Deeper” Into Any Specific Area With Gaps To Uncover The Reasons And Comments For Such Ratings

KBE - Visually Identify Gaps in Execution

Gaps

Senior Management

Producers

Issue Analysis

Confidential Comments

Senior Managers

Production Control Analysts

Use Of Software Tools

Use Of Software Tools- Time Spent -

Implementing Change- Before -

Implementing Change- After -



Step 4



Management

KnowledgeBank

Step 2




Information

Collection

Step 1


InteractiveAnalysis

Step 3



And Validation



Step 4



Management

KnowledgeBank

Step 2




Information

Collection

Step 1


InteractiveAnalysis

Step 3



And Validation



Step 4



Management

KnowledgeBank

Step 2




Information

Collection

Step 1


InteractiveAnalysis

Step 3



And Validation



Step 4



Management

KnowledgeBank

Step 2




Information

Collection

Step 1


InteractiveAnalysis

Step 3



And Validation



Step 4



Management

KnowledgeBank

Step 2




Information

Collection

Step 1


InteractiveAnalysis

Step 3



And Validation detail

Perception Analysis Methodology PAM Jim Stanton Perception Management, Inc. 708-209-0801 [email protected] .

Documents

validation slide

service management improvement

governance initiatives

productivity slide

symptoms of problems

real problems

mitigating risk

early warning