Sight Session 4 - Being First | Being First, Inc. · Knows what one stands for and overtly takes that stand Follows one’s own vision and values as one’s primary guidance system

4Sight Participant Manual

© 2014 Being First, Inc. BeingFirst.com i

Table of Contents4Sight Session 4

Day 1. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

4Sight Session 4 – Agenda . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Objectives of Session 4 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Organizational Culture Focus . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Between Session 3 and 4 Assignments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Co-Creative Way of Being . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

What Is Our 4Sight Culture? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Info Sheet: Sample Indicators of Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Stages of an Organization’s Development: Its Culture . . . . . . . . . . . . . . . . . . . . 13

Day 2. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Second Tier Cultures: The Impact of Making Inner Dynamics Overt. . . . . . . . . . 17

Info Sheet: Strategic Levers for Culture Change . . . . . . . . . . . . . . . . . . . . . . . . . 18

The CLR for Culture Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

DTE Case: Culture Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

Internal Process Dynamics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

Reprogramming the Mind . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

Personal Practice: ReprogrammingSelf-Limiting Patterns for Personal Breakthrough . . . . . . . . . . . . . . . . . . . . 26

Day 3. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29

Phase VIII: Celebrate and Integrate the New State. . . . . . . . . . . . . . . . . . . . . . . 31

Incentive, Risk, Burden of Doing Integration and Mastery Work on Change . . . 34

Info Sheet: Overview of Integration and Mastery. . . . . . . . . . . . . . . . . . . . . . . . . 35

Info Sheet: The Integration and Mastery Process for Individuals and Teams . . . 38

Info Sheet: Integration and Mastery Strategies and Vehicles for Individuals and Teams. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40

Info Sheet: Integration and Mastery Strategies and Vehicles for the Whole System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41


ii BeingFirst.com © 2014 Being First, Inc.

Info Sheet: Elements of a Whole System Integration and Mastery Process . . . . 42

Info Sheet: Case Example: A Successful Whole System Integration Strategy . . 43

Tool: Developing Your Strategy for Achieving System-Wide Integration. . . . . . . 44

Planning System-Wide Integration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45

Clarifying Your Process to Achieve Whole-System Integration. . . . . . . . . . . . . . 46

Project Plans for Integration and Mastery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50

Phase IX: Learn and Course Correct. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51

Case Study: E-Care Lessons Learned . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53

Case Study: E-Care Lessons Learned Findings . . . . . . . . . . . . . . . . . . . . . . . . . 56

Case Study: Executive Summary of E-Care Communications Plan . . . . . . . . . . 57

Case Study: E-Care Lessons Learned Interview Questions . . . . . . . . . . . . . . . . 60

Info Sheet: Topics to Assess Your Change Process . . . . . . . . . . . . . . . . . . . . . . 64

Info Sheet: Change Project Audit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66

Day 4. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69

Describing the Value of the CLR to Clients . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71

The Change Leader’s Roadmap Online Methodology: Access, Rights and Restrictions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72

The Change Leader’s Roadmap Activity Level . . . . . . . . . . . . . . . . . . . . . . . . . . 75

CLR High Leverage Tasks. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76

4Sight Review: Putting it All Together . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79

Strategic Change Consultant Role . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80

The Being First System for Catalyzing Breakthrough . . . . . . . . . . . . . . . . . . . . . 81

I Create My Reality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82

My External Reality Is a Reflection of My Internal Mindset and Beliefs. . . . . . . . 83

The Meta Patterns of My Life . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84

How the World Is for My Ego. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90

Breaking Through and Consciously Creating My Reality: How the World Is for Me . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92

Day 5. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95

My 4Sight Accomplishments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97

Appreciations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98

4Sight

Session 4

Day 1


2 BeingFirst.com © 2014 Being First, Inc.


© 2014 Being First, Inc. BeingFirst.com 3

4Sight Session 4 – Agenda

DAY ONE - MONDAYDAY TWO - TUESDAY

DAY THREE - WEDNESDAY

DAY FOUR - THURSDAY

DAY FIVE - FRIDAY

Welcome Between Work Culture Theme Co-Creative Way

of Being: # 9 - 12

Check-In Strategic Levers CLR & Culture DTE Case

Check-In CLR Phase VIII:

Integration and Mastery

CLR Phase IX: Learning and Best Practices for Change

Case Study: Leveraging Lessons Learned

Describing the Value of CLR to Clients

Putting It All Together: Key Insights from the CLR

CLR High Leverage Tasks

Your Role as a Strategic Change Consultant

The Being First System for Catalyzing Breakthrough

A Note from My Being

Accomplishments Circle

Appreciations Graduation!!!

Lunch Lunch Lunch Lunch

About Culture Co-C Princ as

Meta-Goal of Culture Change

Our 4Sight Culture Indicators Stages of

Development and Culture

Internal Process Dynamics

Reprogramming Self-Limiting Patterns

Special Event The Life You Are Creating

Group Dinner



Objectives of Session 4

Deepen understanding of culture change

Gain more insight about how Being, stages of development, and strategic levers can be used to promote culture change

Complete review of Co-Creating Principles

Complete remaining phases of CLR

Put it all together: CLR and Personal development

Deepen our “Being” practices

Celebrate individual breakthroughs

Explore On-going Community of Practice

Review everyone’s goal achievement

Honor each other

Celebrate!



Organizational Culture Focus

Deepening our understanding of the role culture plays in transformation and achieving breakthrough results

Using culture change as a vehicle for unleashing human potential and performance in an organization and advancing the organization’s “stage of development”

Furthering insight into how to use Being and Leadership Breakthrough as vehicle for organization transformation

Discovering how to use the CLR to guide the critical tasks of culture change



Between Session 3 and 4 AssignmentsCLR

Review all Activities, Tasks, Info Sheets, and Tools for Phase VIII: Celebrate and Integrate the New State, and Phase IX: Learn and Course Correct

Bring any plans you have made for handling Integration and Mastery in your cases, past and present (for both individuals and teams, and for the organization as a whole)

We will be discussing what you see as the strategic advantages of the CLR, to be used in how you position it with clients. Come prepared to share your thoughts in terms that you think will have the greatest impact on your clients.

Practice the CLR Logic Flow.

Personal Practices

Read Ken Wilber’s A Theory of Everything, minimally the first three chapters, and come prepared to share insights about developing leaders and transforming culture that you got from the book.

Practice expansion breathing with the audio support for at least 15 minutes at least 3 days per week.

• Charge your flow state anchor at the end of each breathing exercise as appropriate.

Do the Programming for Optimal Performance and Breakthrough exercise at least three times / week.

• This can best be done after your expansion breathing exercise.

Identify Core Beliefs during any contracted reaction; Optimize and re-align yourself to Being (I Am...You Are...) and your higher intent.

Continue to pause at least 3 times a day to take 5 conscious breaths and feel your awareness of your body. Search for contractions and surrender into them with your breath.

Experiment with promoting Team Greatness: Awareness, acceptance and release of ego limitations, open space for Being, transform breakdown to breakthrough, open possibilities.

Actively listen, self-disclose as appropriate to build relationship and help others shift state.

Keep your Personal Practice Record.



Co-Creative Way of Being

Co-Creating: working in partnership with people and circumstances to do whatever is necessary to achieve optimal WIN-Win-Win results, while maintaining and strengthening one’s integrity, each other’s self-esteem, and the quality of our relationships.

1. WIN-Win-Win

Serves the Big Win, what is best for the larger systems

See one’s self and one’s interests intricately linked with those of others and the larger system, and seeks what serves all parties the best

Seeks to understand other’s needs and does whatever is possible to help fill them

Asks directly for support to get one’s own needs met

2. Being First

Intentionally nurtures one’s being and ability to be, engaging in daily practices that support being

Turns to and relies on the “invisible” as a real force that one can tap into and be guided by

When in chaos or challenge, turns inward for presence to regenerate and balance oneself, and reveal insight and solution

Trusts, cultivates, and utilizes intuition

3. Consciously Aware

Sees one’s mindset in action and how one’s worldview influences the interpretation of events and one’s emotional and behavioral reactions to them

Can adjust one’s mindset, emotions, and behaviors in real time

Can sense the difference between operating from autopilot and conscious awareness

Seeks above all else to become more aware and mindful, and to bring one’s presence to every moment and thing one does

Spends time daily operating with mindfulness



4. Being Authentic

Is one’s self without inflating or deflating one’s personality for self image or other reasons

Responding with one’s natural and truthful expression, whether it be happy or sad, selfish or considerate of others

Not driven to seek acceptance by others or act based on what other’s might think

Possesses integrity and walk one’s own talk, with seamless alignment between one’s values, intentions, decisions, behaviors, and actions

5. Doing What Is Right

Lives by the positive values inherently found in the essential goodness of life

Puts the highest good first

Does whatever evolves a situation and makes things better

Looks out and listens for what is best for the whole

6. Personally Responsible

Understands that one’s internal response is caused by one’s own mindset

Doesn’t blame others or circumstances for one’s inner experience or outer challenges

Owns both successes and failures; shares successes with others and makes amends for failures

7. Self Generating and Referencing

Knows what one stands for and overtly takes that stand

Follows one’s own vision and values as one’s primary guidance system

Looks within self as reference for what is right, rather than looking to social norms

Values personal choice and freedom in the context of what works for others, without sacrificing self because of an addiction to needing other’s acceptance

Blends and balances independence and caring for others

8. Learning and Development Oriented

Pursues mastery as a natural matter of course

Does not beat one’s self up for mistakes, but rather uses them to learn

Knows one can never really know, so does not adhere to dogma, but rather, seeks to learn an emerging truth



Accepts not knowing while proactively maintaining confidence and seeking to learn

9. Self Organizing

Knows that human systems will breakthrough to a higher level of order if perceiving the right information and interpreting it with enhanced meaning

Seeks to provide new information and ways of interpreting it to catalyze change, rather than forcing compliance

Stays centered in chaos, knowing the solution will emerge with good listening, presence and doing the work

10. Inclusive

Appreciates and nurtures diversity of race, gender, religious beliefs, sexual preferences, behavioral styles, opinions, etc.

Collaborates and networks across boundaries and differences

Seeks right involvement of others, not blind universal or egalitarian participation

Seeks to bring out dissonant or conflicting information and opinions

Considers all people’s needs, factors, and circumstances in decisions and actions

11. Flexible Flow

Not attached to dogma or one “right” way, but rather seeks what is most functional and effective

Is comfortable with both ends of any behavior or performance continuum; i.e., leading with discipline and with nurturance; coaching by telling answers and by eliciting insight

Adjusts course willingly as new information emerges

Seeks new information from both inside and outside the normal way of operating

“Goes with, then guides”: blends with the situation, collects information, and gets rapport; and then leads appropriately, sometimes gently, sometimes autocratically

12. Holistic and Integrative

Able to integrate what one knows with what one feels to create inner balance

Tackles complex problems by first “seeing” the whole set of dynamics at play and how factors inter-relate to form meaningful wholes

Synthesizes dichotomies by holding paradoxes with a level of mindful detachment that allows holistic solutions to emerge



Culture

Definition: Culture is the mindset of an organization, the pattern of widely shared assumptions (often unconscious), beliefs and values that form the basis of people’s ways of being, relating and working, and the organization’s interaction with its environment and its success in it.

Mindset is to an individual as culture is to an organization.

Culture is the human dynamic played out at scale. It occurs from the interaction of all the ego/Being dynamics of all the organization’s members.

Organizational culture is also a force in itself. It creates a context and “gravitational pull” that exerts a force on individual mindset, behavior, performance and outcomes, influencing the teams, relationships, and individuals that are touched by it.

Culture reflects systems; systems reflect culture. A transformation of one requires a transformation of the other, ideally together as part of one unified change process.

Two Strategy Options for Leading Culture Change

1. Lead with culture change as a primary goal from the start (and still address all 4 quadrants as part of the organization’s transformation). Ensure the desired culture is reflected in both the design of the change process and how the organization operates once the change is implemented.

2. Lead with content and, beginning with Drivers of Change and Initial Impact Analysis, expose how culture needs to change. Then build cultural imperatives for change, driven by the content change, into your change strategy and project plan.


WORKSHEET

What Is Our 4Sight Culture?

How would you describe our culture?

What are you seeing that would have your describe it this way?

What structures, processes, mindsets, defining events, ways of being caused it to be this way?

How is our culture observable to others? What indicators of our culture would an outsider see if they watched us?



Info Sheet:Sample Indicators of Culture

Behavioral Norms

Shared worldviews; language

Leadership style

Decision-making styles

Communication flows/patterns

Degree attending to short-term metrics vs. long-term strategies

What gets rewarded or punished

Quality of working relationships

• Authenticity and level of truth-telling

• Degree of listening to be influenced

• Caring and mutual support

• Trust

What gets monitored, reported

Handling of emotions

Position and level privileges

Expectations for performance, work hours

Level of risk-taking

Handling of mistakes/breakdowns

Maverick behavior/ how people who do not follow the norms or rules are dealt with

Openness to learning/feedback

How power is used and/or shared

Level of cross-boundary support and collaboration

Political dynamics and how they are handled

Traditions and rituals

Stories and myths

Heroes, heroines

Symbols (logo, motto, artifacts, relics)

Space/layout

How blame/rumors are handled


WORKSHEET

Stages of an Organization’s Development: Its Culture

ATTRIBUTES INDICATORS

IND

IVID

UA

LIST

AC

HIE

VER

EXPE

RT

DIP

LOM

AT



4Sight

Session 4

Day 2





Second Tier Cultures: The Impact of Making Inner Dynamics Overt

Imagine an organization where:

People take personal responsibility for their inner states and consciously shift them as needed to perform optimally

Speaking openly about one’s inner dynamics (ego/Being) is a cultural norm

People speak center-to-center, self-disclosing and actively listening as a normal way of relating

When emotionally triggered, people own their reactions as their own, and then discuss the issues with the other party to the point of mutual learning and re-connection

People catch themselves when making assumptions, then check them out before making negative conclusions

People only speak positively about each other, with any “negative” feedback freely given and received as an opportunity for mutual understanding, learning and growth

The Co-Creative Focus of Conscious Change Leaders:

Always hold “Second Tier” as the direction of any and every culture change.

Embody the 12 Principles of Co-Creating in your change leadership and consulting style.

Apply the 12 Principles at every opportunity, no matter what stage of development the organization is in or aspiring to achieve, tailored to their readiness and goals.



Info Sheet:Strategic Levers for Culture Change

This Info Sheet outlines the critical strategic levers for successful culture change. When your change is transformational and your culture must shift for you to obtain your business outcomes, employing these levers in your change strategy will ensure that your efforts are successful. These levers are interdependent and not intended to outline a sequence of action, although the first one will drive the work of the rest. The Change Leader’s Roadmap is your guidance system for orchestrating the process of culture change.

When you read these strategic levers, you will notice that some deal with tangible “hard” aspects of the business like strategic direction, structure, systems, processes and technology. Others deal with “soft” people issues like mindset, behavior, values, and modeling. Both are essential, as culture touches everything in your organization, and a new culture only takes root when you tailor it into everything in your organization, both the hard and the soft.

1. Tie culture change to achieving breakthrough (transformational) business results.

• Articulate and communicate the breakthrough business results you seek and directly show how culture change is a key enabler of them.

• Overtly articulate specific desired culture norms. Determine your desired culture in the context of business requirements.

• Keep attention on these results and the culture they require as an ongoing agenda item in executive team and management meetings; make this topic meaningful and engaging for every leader by requiring them to demonstrate ownership, progress, and engagement of their teams.

2. Assess the current culture: Generate the data to create explicit tension between the old culture and desired culture.

• Keep what works, name and build on it in the desired culture context.

• Build on core values and the behavior required to enact them.

• Focus attention on the need to change behavior and norms that do not reflect core values or future state requirements.

• Personalize the culture data to leadership style and impact; be explicit.



3. Generate breakthroughs in leaders’ mindsets and behavior so they become champions and models of the desired culture in their individual and team performance.

• Overtly ask for and get leadership commitment to “own” the culture change and be accountable for modeling desired culture behavior individually and as a team.

• Use Leadership Breakthrough programs that address both individual and team transformation and demonstrate the importance of leadership Vertical Development to the success of transformation.

• Embed desired culture behavior in the executive incentive program.

• Use Bold Actions.

• Ensure leadership alignment to the new behaviors and what is steadfastly required of leaders to be champions and models of the new culture in practical terms.

• Provide executive coaching.

• Follow up, reinforce, keep attention on leadership behavior, mindset, norms, and results.

4. Create overt modeling mechanisms by redesigning cultural indicators to demonstrate new norms in action.

• New cultural indicators must be compelling, positive, and meaningful (e.g., tied directly to how they help produce breakthrough results for the organization).

• Find relevant indicators for all levels of the organization so everyone can see the new norms in action, relate to them and engage with them.

• Task culture-savvy ambassadors to engage in the redesigns of indicators and seek out emergent opportunities to embed new culture behavior anywhere, anytime.

5. Design and implement your change process to model the desired culture (e.g., in how you make decisions, engage stakeholders, communicate, learn and course correct, balance attention to the human dynamics as well as content requirements, create conditions for success, address culture within initiatives, and so on).

• Beyond your plan, take advantage of all emergent opportunities to highlight desired culture.

• Ensure stakeholder engagement reflects and embeds new culture requirements.

• Use training and communications to drive culture change.



• Clarify what you will monitor for and report progress on (e.g., progress on re-designing cultural indicators to new cultural norms).

• Sustain leadership and management attention to the new culture until and beyond when a critical mass of the organization is living it with ease.

6. Align the organization: structure, business systems, processes, technology, communications, incentives and policies.

• Assess impact of Breakthrough Results on all aspects of the organization early (Phase I, Case for Change) and ensure the scope of the change reflects all elements.

• Clarify cultural requirements in every “content” (sub-) initiative and build in ways to drive these requirements as that initiative rolls out.

• Set up culture change as an umbrella or enterprise change effort required for results, and link it directly to each initiative within the overall transformation.

7. Overtly and publicly recognize, communicate, and reward desired behavior.

• Establish that everyone is accountable for the new culture.

• Build culture/behavior change into the Performance Management system.

• Spread stories of successes.

• Celebrate good tries and mini-breakthroughs.



The CLR for Culture Change

INSERT “THE CLR FOR CULTURE CHANGE” 11x17 HEREAND DELETE THIS SHEET.



DELETE THIS SHEET



DTE Case: Culture Change



Internal Process Dynamics

1. My energy goes where I focus my awareness.

2. I create what I focus on most.

3. I create what I resist; what I resist persists because I give it so much focus and energy.

4. When I push against contracted energy, it contracts further.

5. Allowing what is to be enables it to evolve to its next logical state. Insignificant matters dissipate; significant matters develop.

6. Information is the catalyst for transformation. When flowing freely, it naturally evolves me and the system to the next higher order.

7. Transformation is sourced by a shift in my consciousness, in how I view myself and my world. This shift of consciousness is a product of me integrating new information.

8. Breakdowns naturally turn to breakthroughs when I become aware of and accept how my mindset is sourcing the “problem,” and then decide to see things differently.

9. Language and behavior reflects my mindset. I can understand where people are coming from by listening to how they speak and observing how they behave.

10. I can influence people and process by how I am/be. My Being opens the space. My ego tends to close it. How I speak and listen can open others to Being.

11. Creating space (Being) enables my contracted dynamics to shift. I create space by facing the facts of a situation, naming them, accepting them, and opening to a new possibility. This is bringing my Being to the situation: putting my Being First. The other choice is to bring my ego, which often resists facts if they don’t fit my ego’s worldview, which causes my underlying limiting dynamics to persist.

12. Telling the Being-based truth really does set me–and others–free to break through. Staying stuck in the ego’s “truth” reinforces my self-limiting boundaries.



Reprogramming the Mind



Personal Practice: ReprogrammingSelf-Limiting Patterns for Personal

Breakthrough

Step 1 Center yourself: Relax your body by circle breathing and doing the body awareness exercise; add expansion breathing as you choose.

Step 2 Imagine the unsettling situations: Visualize historic events related to your barriers to breakthrough that trigger self-limiting beliefs and contracted emotions.

Step 3 Feel the contracted emotions manifesting in your body: surrender abruptly and completely into your exhales; let your awareness reside in the contracted feelings.

Step 4 Actively release the contracted energy: Get up and release-breathe, shake, scream, cry as appropriate to purge the contracted feelings. This is a key to reprogramming. The more you purge the contracted energy, the more the new “program” sticks.

NOTE: Repeat Steps 2-4 as needed.

Step 5 Trigger your flow state anchors and create an ideal physical and mental state.

Operate from the mindset and intention: I Am (enough, competent, worthy, etc.) and the Other/Environment Is (safe, supportive, abundant). Affirm that intention repeatedly.

Step 6 Embody: Inhale the positive feeling throughout your body, especially into the areas in which your body might contract.

Keep affirming positive beliefs repeatedly and inspiring the positive energy into the specific body areas that were contracted; let your mental awareness expand and become boundary-less as your body energy expands.



Step 7 Integrate (Program Optimal Performance):

Visualize the external situations. See yourself in those environments, either past, current or future situations, depending on what you are reprogramming.

NOTE: If you feel contracted again, repeat Steps 2-7.

Associate your positive inner state to each situation, circumstance or specific stimulus that triggers your contraction by shifting your attention every fifteen seconds or so from your positive inner flow state to the external situation (new “anchor”).

Visualize back and forth repeatedly the positive feeling and the external “trigger” of the contraction until they are seamlessly connected and associated.

Keep centering, breathing and triggering your flow state anchors as needed, inspiring the positive energy into your body, and expanding your mental awareness.

Align your intention and attention.

Call forth your highest outcome, what you really intend to happen (WIN-Win-Win). Focus your attention on this higher objective by affirming it repeatedly in your mind.

Program your positive behaviors by mentally rehearsing optimal performance from a first-person perspective.

Visualize and affirm yourself breaking through, excelling, feeling and behaving as you choose, and getting the outcomes you want in the situation.

Step 8 Continue to mentally rehearse and integrate:

Saying positive affirmations regarding your positive beliefs and mental, physical, and emotional states

Feeling your body in its ideal flow state, with your mental awareness expanded and open

Visualizing yourself behaving and performing optimally in the situation

Connecting everything to the sensory data from the situation

Integrating all these variables together in a montage of stimulus-response associations

NOTE: If contractions occur at any time, simply release them and continue.



4Sight

Session 4

Day 3





Phase VIII:Celebrate and Integrate the New State

Meta Purpose: Activity VIII.B--Support Integration and Mastery of the New State

To see the importance of Integration and Mastery as the most efficient means of people increasing their understanding, commitment, sustainment and improvement of the new state and breakthrough results.

To adopt the work of consciously attending to Integration and Mastery as an integral part of facilitating the adoption and sustainment of all complex change efforts; to accelerate the “normalization” and refinement process; to celebrate achieving breakthrough

• Task VIII.B.1: To support individuals’ and teams’ conscious integration and mastery of the new work practices, behaviors, and ways of relating that will make the change successful for them and the organization

• Task VIII.B.2: To support the whole organization to optimize its performance by increasing its understanding of the big picture (breakthrough) and operation of the new state, and to take a stand for its ongoing success

Integration

Integration means assimilating the new state so that it becomes the norm--fully adopted. Integration occurs when a person or system moves from their “discomfort zone” of trying to function in new ways to their “comfort zone” of being competent to perform effectively.

Mastery

Mastery denotes a high-level of functioning, resulting from advanced learning about new state requirements. It is “the continuous process of bringing proficient skills to new levels of excellence, both individually and collectively.” Mastery is required for the sustainment of change.



Whole-System Integration and Mastery through the 4 Sights

Systems: To ensure that all relevant aspects and levels of the system are aligned, engaged and making their best contribution for the good of the whole; addressing all quadrants and all levels

Process: To orchestrate “landing” the change at this time in the process; to proactively support whatever is needed to sustain the change long-term; to set up vehicles for ongoing course correction and advancements

Internal/External Dynamics: To acknowledge the importance of BOTH to success; work both overtly and consciously; course correct or strengthen where needed

Conscious: To fully embrace the big picture, relevance and meaning of this work, and what it will take to ensure its ongoing success; to become aware of one’s part and commit to the best outcome over time

Strategic Questions

1. How will you leverage the Adoption and Sustainment goals of change to set up this work as an essential step in the process?

2. How will you ensure that individuals and intact work teams consciously model the new mindsets, behaviors, culture, and relationships once “go live” has occurred? How can you make this their work to proactively manage?

3. How will you make the case to invest in a “Whole System” (or large group) Integration and Mastery process or event? How can you use this to further create a critical mass of support for the best new state?

4. How can you use this work to establish the expectation for continuous course correction and sustainment?

5. How can you use this work to ensure full organizational alignment and functionality?

Key Tools and Info Sheets

Info Sheet: Overview of Integration and Mastery

Info Sheet: The Integration and Mastery Process for Individuals and Teams



Info Sheet: Integration and Mastery Strategies and Vehicles for Individuals and Teams

Info Sheet: Integration and Mastery Strategies and Vehicles for Whole Systems

Info Sheet: Elements of a Whole System Integration and Mastery Strategy

Info Sheet: Case Example: A Successful Whole System Integration Strategy

Tool: Designing Your Integration and Mastery Process

Tool: Developing Your Strategy for Achieving System-Wide Integration

34 BeingFirst.com © 2014Being First, Inc.

WORKSHEET

Incentive, Risk, Burden of Doing Integration and Mastery Work on Change

Decide if the incentives out-weigh the risks and burdens. And if not, determine how you can increase the incentive or lessen the risks and burdens.

What is your incentive for doing this work at the conclusion of implementation?

What is the risk of not doing this work?

What might be the burden on your stakeholders, target groups, or leaders of doing this work?

INCENTIVE RISK BURDEN



Info Sheet:Overview of Integration and Mastery

At this point in the change process, the new state is “in place” but still on fragile ground. This early stage of adoption offers two very important opportunities: to support the organization to fully step into and embrace the full potential of the new state, and to help everyone strengthen their ability to contribute to its success through how they perform their new work, individually and collectively. This is where the relevance of the new state becomes meaningful and fully owned by those who carry out its requirements, in their heads, hearts and hands.

The first opportunity is deepening individual and collective understanding and commitment to a shared, conscious foundation on which people, teams, and the whole organization can stand and succeed. It is a declaration of commitment to the new state and all of its possibilities. This is especially true if the change is enterprise-wide and transformational.You have put in place a very new reality, one that people need to grasp and see how they fit, in ways that both inspire confidence and skill. This is the goal of adoption.

The second opportunity addresses the tangible work reality.When change requires people to operate in different ways, they need support as individuals, intact work teams, and as a whole organization to further integrate and master the new state and how it operates. Individuals and teams need to find themselves in the big picture of the organization, and ensure that they can succeed in their role in it. They need to make their new state “home.” In addition, the whole organization needs to recognize how to operate as an aligned system, now and into the future.

The integration and mastery process delivers these outcomes. These two words denote closely related, but different stages of people becoming skillful and comfortable in their new environment. Note that this activity focuses on accomplishing this work through two tasks, one that addresses individuals and intact work teams or units, and one that addresses the whole organization. Consider this overview of Integration and Mastery from both points of view.

Integration means assimilating change so that it becomes the norm--fully adopted. Integration occurs when a person or system moves from their “discomfort zone” of trying to function in new ways to their “comfort zone” of being competent to perform effectively. Learning, safe trial and error, and course correction are essential to people integrating their new state. This work is best done when people have the big picture of the larger new reality: “Oh, now I understand what we are trying to accomplish, and my place in it!”



The following list describes an ideal state of integration. Consider how productive and satisfying the work experience will be when any or all of these items are clear and mutually understood by all who are involved in the new state. Consultants, change leaders, and organizational managers can target any of these outcomes to improve their group’s or organization’s adoption and effectiveness.

Integration Has Occurred when You Have:

Fully embraced the purpose of the new state and what it is designed to accomplish

Clarified work goals, metrics and expectations for all involved

Completed an operational impact analysis and worked out operational issues and kinks

Initiated adjustments and course corrections to your new state and work practices

Identified, shared, and demonstrated best practices and behaviors

Initiated learning about the optimal way of interfacing with others in the organization

Clarified and strengthened new working relationships

Created and accepted new concepts and terminology

Begun new norms and rituals

Established new power, influence, and support norms

Clarified how to communicate with one another

Agreed on how to manage knowledge and information as work proceeds

Agreed on how decisions are made and who has authority for what

Determined and secured appropriate resource requirements

Clarified how conflicts are handled

Fully explored the use of technology

Created mechanisms for monitoring and course correcting the mindset, behaviors, and ways of relating needed by your new state

Identified further support needed and figured out how to obtain it

Left behind all non-relevant old state practices



Mastery denotes a high level of functioning, resulting from advanced learning. Mastery is all about sustainment. It is an ongoing way of being and working, not an absolute end result. Mastery is “the continuous process of bringing high-level skills to new levels of excellence, both individually and collectively.” Several indications of mastery are listed below. Again, consider how responsive and resilient your new organization will be when these are living characteristics of how it operates in real time!

Mastery Is Occurring when You Are:

Fully competent in your current state, yet committed to continuously improve it, your team and yourself

Able to perform routinely at “best in class” levels

Continuously learning and pushing the next edge of innovation or breakthrough

Inquiring about different ways to do things; thinking “out-of-the-box”

Taking on new challenges successfully

Mentoring and supporting the excellence of others

Embracing different people’s ideas and approaches

Achieving new performance levels

Able to operate the new state in stressful or crisis situations



Info Sheet:The Integration and Mastery Process for

Individuals and Teams

There are three main requirements for individuals and work units to integrate and master their roles in the new state.

1. They must fully understand the big picture of the new organization and its potential.

2. They must understand what it takes to make their part of the organization function as effectively as possible at the day-to-day, pragmatic level.

3. Individuals and work units must understand how their role and function fits into and contributes to the needs of the larger organization and its collective parts. This work is dealt with in Task VIII.B.2.

The Process for Accomplishing These Requirements

1. Clarify/reinforce the intent of the newly aligned organization and what it is designed to accomplish (e.g., the Breakthrough or Big Picture outcome)

2. Name and locate (in picture form) the individual’s or team’s function in the big picture of the new state, as understood by the leaders.

3. Identify the various relationships this function has with other functions, all required for everyone to succeed. Use a format similar to a Project Community Map to name the individuals or groups and their relationship to this function.

4. Process map the work flow required to produce the team’s outcomes, including where its information and direction comes from, and where their work goes once they have accomplished their part.

5. Identify/refine new operational work practices required for each team or unit to perform its work. This may include new language or new information tools.



6. Identify/refine new ways of thinking, behaving, and relating required within each unit and in relationship to other units that are essential to making their part of the new state work.

7. Practice the new ways of operating.

8. Refine the new behaviors, practices and norms.

9. Share best practices and insights about these new ways among those involved or impacted by the person’s or team’s work.

10. Achieve and celebrate competence in these new ways. Share with others who may have similar requirements or needs.

11. Determine how to sustain and continuously improve ways of working when the need becomes apparent.

There are many ways to accomplish these steps. The Info Sheet: Integration and Mastery Strategies and Vehicles for Individuals and Teams offers many options for this work. Review it to shape your thinking.



Info Sheet:Integration and Mastery Strategies and

Vehicles for Individuals and Teams

Small or large group presentations and working sessions to discuss the new organization and its needs

Classroom training and follow-up application meetings

Ways to picture the work: graphic recording, flow-charting, Learning Maps

Coaching and mentoring to reinforce mindset and behavior changes

Identifying and rewarding best practices and desired behaviors

Further impact analysis and working sessions to resolve issues

Job, project, and skill clinics

Further benchmarking of other organizations

Process improvement

Dialogue and learning groups

Computer conferencing to support learning, questions, and resolution of issues

Check-in or assessment meetings to look at both operational and emotional status and needs

Relationship/partnership contracting

On-the-job training

Ensuring the right people are in the right jobs



Info Sheet:Integration and Mastery Strategies and

Vehicles for the Whole System

Overt declaration of your Big Win, and how all parts of your organization support it

Communication and cross-boundary sharing of information, progress and breakthroughs

Modeling

Creating Centers of Excellence or Communities of Practice to continuously discuss and refine ways of working

Large group meetings, using creative large group meeting technologies like open space, future search, conference model, etc.

Identifying and rewarding best practices and desired behaviors

Training (especially in Systems and Process Thinking)

Ways to picture how all of the pieces of the new puzzle fit together: graphic recording, flow-charting, Learning Maps

Use of metaphor and ritual

Clinics

Problem-solving and conflict resolution across organizational boundaries

All-manager/all-executive communication and working sessions to address system-wide integration

User or stakeholder advisory and working groups

Disseminating learnings from your Individual and Team Integration and Mastery processes

Cross-process/cross-functional work teams

Internal benchmarking

Intranet site for conferencing and reporting on issues relevant to the whole organization; Announcements of new services and resources available to support internal customers



Info Sheet:Elements of a Whole System Integration and

Mastery Process

Clarity about the Big Win and outcomes intended by the change

How the new state is a fulfillment of or a major advancement toward your organization’s vision

The interdependencies and relationships among the various components of your new organization, including the sequencing of activity to produce results

How all newly installed organization-wide management systems, processes, and linking mechanisms work

What each area of the organization contributes to the larger system

Clarity about decision-making and authority levels

Shared services and how they work

How all areas of the organization work together to form an integrated whole. Employees must be aware of what is happening across organizational boundaries and why.

Metrics for the whole as well as each major segment of the business

Enterprise Best Practices, including what is expected about leaders’ mindsets and behaviors

Mechanisms for system-wide learning and course correcting

Clarity about what not to do, or parameters about what is acceptable or not for the functioning of the new state

Enterprise-level conflict and risk management practices

New cultural norms

Issues yet to be resolved in any area of the operation

Opportunities for breakthrough performance

Benefit Tracking: How the new integrated system is starting to deliver ROI from the change (or not)



Info Sheet:Case Example: A Successful Whole System

Integration Strategy

A manufacturing company revamped its business strategy, structure, management processes, culture, and decision-making to create strategic business units. After the majority of the organization’s changes were in place, Being First designed a system-wide integration strategy to unify the whole and fortify the leaders’ collective understanding of how the new organization worked and what was necessary for everyone to succeed.

Every functional leader was asked to prepare a creative presentation of his or her purpose, contribution, responsibilities, and assets. In addition, they presented their views of what services or resources they offered to other key functions and what they needed from others to carry out their roles effectively. They also identified the relationships they had with the other leaders that were in good working order and those that were in need of clarification or support. Everyone was encouraged to ask for the participation of their staff to widen the organization’s involvement.

In the logical sequence of business workflow, the leaders presented their input. As the organization’s total functioning was pieced together like a complex puzzle, the beauty of the whole picture began to take shape. Rather than understanding just the theory behind the new design, the leaders saw how each of them was essential to the success of the whole. They saw that the total organization needed their individual functions to work optimally. And, they “pinpointed” where new relationships were required, how to improve their effectiveness, and how the culture of shared responsibility and teamwork was essential to the company’s new business direction.

The senior leaders used the meeting to reinforce their new expectations of management, and to put some old negative political and behavioral patterns to rest. They also used it to reward examples of breakthrough thinking and acting. The participants went away with a much broader perspective and much sharper directives to share with their staffs. And, they had reinforced the quality of working relationships required for the whole organization to prosper.The outcome set the conditions in place for full alignment, conscious choice by all management of the new state, and the aspiration for everyone’s success.



Tool:Developing Your Strategy for Achieving

System-Wide Integration

Introduction

To complete implementation, individuals and work units need to understand how their part of the organization fits into and contributes to the larger organization. They can also identify best practices that optimize enterprise-wide performance. This tool creates your strategy for system-wide integration of your new state.

Instructions

Step 1 Identify the appropriate people to design and oversee this strategy.

Step 2 Select the areas or segments of your organization to target for integration. Enter these in the Organizational Areas to Target column of Worksheet 1.

Step 3 Determine which elements of the new organization you wish to attend to in order to further integration and mastery. See the Info Sheet: Elements of a Whole System Integration and Mastery Process for assistance. Add these to Worksheet 1.

Step 4 Identify the strategies and vehicles you will use to accomplish organizational integration and mastery. Review the Info Sheet: Integration and Mastery Strategies and Vehicles for the Whole System for assistance. Add these to Worksheet 1.

Step 5 Complete the questions on Worksheet 2 to develop your process for implementing your integration strategies.

Step 6 Obtain approval, if needed.

Worksheets

Worksheet 1: Planning System-Wide Integration

Worksheet 2: Clarifying Your Process to Achieve Whole System Integration


WORKSHEET 1

Planning System-Wide Integration

ORGANIZATIONAL AREASTO TARGET

ELEMENTS FOR INTEGRATION AND MASTERY

STRATEGIES OR VEHICLES


WORKSHEET 2

Clarifying Your Process to Achieve Whole-System Integration

1. Who is in charge of this activity?

2. What education do the change leaders need to understand the importance of system-wide integration and how it supports your Breakthrough/Big Win?

3. How will you introduce this work to your leaders and target groups and provide the necessary education?


WORKSHEET 2 CONT’D

4. What topics will you ask your meeting participants to think through and prepare for presentation? Consider their roles, responsibilities, deliverables, relationships, assets, resources, services, products and needs.

5. What common template will you have your participants use for ease of presentation of these topics?

6. How will you coordinate and orchestrate your various integration strategies or vehicles across the organization?



7. What measurements will you use to track the progress of your integration strategies? How will you know if you have improved the level of organization-wide integration of your new state?

8. What will you do if this process reveals new insights indicating the need for further refinement of your desired state?

9. What will you do if parts of the organization think that other parts are designed wrong or are functioning poorly? How will you resolve these conflicts or dilemmas?



10. What resources are required to carry out this process?

11. How will you course correct this process in real time?

12. How will you communicate the value of this process to your larger organization?


WORKSHEET

Project Plans for Integration and Mastery

Think forward in the life of your project. After reviewing the Info Sheets and Tool on Integration and Mastery, note below your thoughts in each category that will inform your actual plans for this work.

Insights:

Strategies:

Vehicles:

Groups to Involve:

Actions to Take:



Phase IX:Learn and Course Correct

Purpose

META: To raise the awareness of leaders about how to improve their change capability and results from change by generating “Lessons Learned” and “Best Practices”

To create mechanisms to continuously improve the new state, especially the culture

To evaluate and learn from how the change strategy and change process plan were designed and implemented from a 4 Sights and Co-Creative perspective

To improve the organization’s readiness and ability to lead future changes successfully

To close down the exiting change process by dismantling the temporary change infrastructures and conditions that no longer serve the needs of the new organization

Context

From a Project-in-review perspective: immediate and relevant data

From a Conscious Change Leadership perspective: seeing through the lenses of the 4 Sights, principles of the Co-Creative Way of Being, and the Conscious Change Leader Accountability Model

• Making the system conscious of itself about how it leads change

• Building change capability

Case Example: “E-Care” Lessons Learned



Strategic Questions

1. How do you ensure that the time and effort spent to evaluate a change effort will pro-duce meaningful results that will affect how the organization leads its future changes?

2. How can you generate meaningful feedback and information that will raise the level of leadership awareness and get their attention to lead change differently?

3. How can you use the metrics you selected in Task I.F.8, your conditions for success, your values and guiding principles, your desired outcomes, and your design requirements to help assess the effectiveness of your process of change? What else can you use?

Key Tools and Info Sheets

Info Sheet: Topics to Assess Your Change Process

Info Sheet: Change Project Audit



Case Study: E-Care Lessons Learned

Background

About ABC Healthcare System and the E-Care Project

ABC Healthcare is a care delivery organization made up of six regions, ten hospitals, and thirty clinics. It intends to become “one organization” and create common practices and shared services for all of its parts. It has 12,000 employees and uses both hospital physicians and independent physicians. It is fifty years old, non-profit, and aspires to deliver the best and most compassionate care, for every patient, every time.

The E-Care project was designed to upgrade the Electronic Health Record IT system across the entire organization. The system had been using one electronic health record (EHR) system for the past ten years and was committed to upgrading its system and use, in advance of HealthCare Reform requirements. The EHR system is intended to allow doctors and nurses to enter patient data on the floor in real-time so that any of the care providers for that patient could have immediate access to accurate and up-to-date data about that patient’s treatment and needs. Ease of use, comprehensive data capture and retrieval, automatic cross-referencing of medical information, and timely entry are essential to the system working and the doctors and nurses valuing and actually using the system instead of their historical manual entry of data done hours or days after treatment.

Project Status

The executives gave the project to the IT department, considering it an IT upgrade and implementation effort. The IT staff surveyed and found their preferred EHR vendor and worked with them to make the proposed changes to upgrade the current system. They created an implementation plan that consisted of a short after-hours re-training session for the physicians and nurses prior to go-live the next week. They did not involve the doctors or nurses in the upgrade requirements because they understood how busy they were and how little time they had for administrative issues like this.

The training sessions were poorly attended and implementation went ahead as planned. Go-Live was immediate and complete; the physicians did not have any access to their old system. The upgrades did not work as planned and the doctors were up-in-arms about data failures, real-time embarrassment with their patients, and loss of accuracy and memory of life-critical information. Implementation was a disaster, and the organization went into its own crisis intervention mode to protect the doctors, patients and its reputation.



Project Intent

The E-Care Lessons Learned Project was created to drive a comprehensive review of the recent E-Care system implementation, and to identify key learnings and best practices that could help both improve the success of IT implementations and ABC’s transformational change initiatives. This project was separate from the E-Care recovery work, which was ongoing. The Lessons Learned Project was intended to be a longer-term continuous improvement effort. The Executive Team had the intent to use the Lessons Learned to help shape the strategy for all of its changes future-forward, across the entire the system.

Project Design and Process

Being First deployed two consultants to design and carry out a comprehensive review of everything that preceded implementation. ABC also requested that an EHR consulting firm partner with Being First to ensure that the technical aspects of the plan were well-understood. Working with the IT leaders and relevant executives and physician and nursing leaders, they planned to interview about 100 people. They planned to ask about each person’s role in E-Care, phases of the project in which they were most engaged, prior experience with projects like this, and an overall assessment of what worked and what didn’t work with E-Care. Based on the person’s role, they then planned on focusing either on change leadership topics (such as vision/scope, governance, stakeholder engagement, communication) or on more technical aspects of planning and implementation (such as requirements definition, project planning and resourcing, testing and validation, and project infrastructure).

A report of findings and recommendations was then generated and presented to the ABC Executive Team for their discussion and approval. The final report consisted of a list of key themes and recommendations for how to improve the way ABC could lead its transformational changes going forward. The results were candid, hard-hitting, and difficult for the executives to own. However, they had requested and supported the Lessons Learned project, so they gave it their dutiful attention.

The project was designed to include four phases, each with distinct objectives:

Phase 1 Review the E-Care Project and identify key learnings to help improve future changes.

Phase 2 Ensure critical findings are integrated into other current hospital projects

Phase 3 Apply critical findings to strengthen IT’s capability to successfully support complex change efforts.

Phase 4 Integrate relevant learnings into organization-wide best change practices for all future changes.



Use and Rollout of E-Care Lessons Learned

The Phase I communication plan to rollout the E-Care findings was quite robust and well-executed. The initial communication plan follows. However, follow-up support to see that the recommendations were actually understood and used was lacking.

Phases 2-4 were mostly neglected.

Our estimate was that ABC obtained about 25% of the value that was available to them.



Case Study: E-Care Lessons Learned Findings

Cultural dynamics

• HQ versus Regional power struggle

• Individual performance over team collaboration

• “Make nice;” can’t say no

• Can Do attitude not realistic

History of customization within every region and hospital; lack of agreement around need for standardization

Go-Live timeline unrealistic and politically-motivated

Decisions made without thorough understanding of consequences and impacts

Governance, decision-making and accountability unclear

Default to IT expertise; not enough challenging of assumptions and conclusions

Project seen as an IT implementation rather than one designed in increase quality of care and patient safety

Positioning of system-wide initiatives through silo lens

Missing deep stakeholder/physician engagement at the right level and right time

Inadequate scoping and resourcing

Cumulative risk assessment and adequate risk management not done

Plans look good on paper but aren’t rigorously executed, especially in crisis



Case Study: Executive Summary of E-Care Communications Plan

Completion of Phase 1, Transition to Phases 2-4

OVERVIEW

The E-Care Lessons Learned project was designed to provide a comprehensive and fair review of the E-Care implementation, as a case-in-point to highlight challenges of implementing system-wide change in an organization which has been characterized by strong regionalization.We have completed the first phase of work: interviewing nearly 100 ABC caregivers, synthesizing and analyzing results, completing initial integration and action planning dialogues with key stakeholder groups such as the Systems Board, Executive Team, and IT leadership. Now comes the critical part of the process: translating what we’ve heard and learned into sustainable improvements that positively impact the success of current and future change initiatives for ABC.

This plan is designed to support that effort with a clear strategy and timeline for Phase One communications events, effective messaging and communication tools directed first toward engaging core stakeholders (executive leadership, IT leadership, transformational initiatives, interview participants) and then toward informing a wider group of ABC stakeholders, and a process for transitioning ownership for infusing Lessons Learned into our most critical initiatives and our everyday work from the Steering Committee to owners for Phases Two through Four of the project, and ultimately to the transformational leadership process.

VISION: “A year from now, we’ve completely engaged IT and our customers in so profound a way with understanding and integrating the E-Care key learnings that we are interacting in new ways, reflective of the lessons. ABC has recognized the value of the E-Care Lessons Learned project in highlighting critical issues which show up in all of our system-wide change initiatives, and has seriously taken on the journey toward system-ness as our #1 challenge as an organization. We have a deep and effective strategy for understanding, internalizing and changing our behavior and culture to be more consistent with our envisioned future as an integrated healthcare delivery system, dedicated to exceptional medicine and compassionate care.”



LONG TERM GOAL: An effective communications and engagement process that models change leadership best practice and fulfills the intentions of the E-Care Lessons Learned project:

Enables broad understanding, ownership and internalization of findings (Phase One);

Ensures critical findings are immediately integrated into the new hospital project (Phase Two);

Strengthens IT’s capacity to successfully lead complex change (Phase Three);

Integrates relevant learnings into critical transformational change initiatives, and into the overall “journey to system-ness” such that change leadership is strengthened throughout ABC (Phase Four).

SHORT-TERM PHASE ONE GOALS: (January-April)

Close the loop with key stakeholders, including the 95+ who were interviewed, peers who were not interviewed, executive teams (HQ and Regions), regional Boards, physicians. Do so in a way that engages stakeholders in understanding broader implications of E-Care Lessons Learned for ABC and for their own work as leaders of change.

Immediately apply Lessons Learned to critical initiatives such as new hospital plans and other transformational work in process.

Facilitate broader communication of and engagement with results by all ABC employees and affiliated physicians.

Successfully transition ownership for Phases Two through Four, from Steering Committee to designated owners.

Transition long-term ownership for integrating Lessons Learned into every system-wide initiative.

GUIDING PRINCIPLES FOR DESIGN OF THE COMMUNICATIONS STRATEGY:

Frame this as a long-term journey of learning and continuous improvement of all of ABC, using E-Care as a case-in-point for system-wide change rather than as “an E-Care recovery effort for IT”

Build shared ownership and commitment and increase the likelihood of real change through authentic stakeholder engagement and real-time application of learnings to actual work (beyond one-way “tell” and conceptual discussions).

Break down “us vs them” silos by modeling HQ-region partnership and joint ownership and by facilitating “everyone seeing the whole picture, together.”

Be mindful of the organization’s capacity and resources; don’t overload the circuits! To the degree possible, leverage existing meetings and groups through which to communicate, customizing messages and questions to their specific concerns for relevance and direct applicability.



“Walk the talk”: model the change ABC wants to see in this communications process.

SHORT TERM STRATEGY AT A GLANCE:

Priority A/immediate: High touch, in-person “deep dives” for a few key groups, to understand the data, wrestle with implications, move into immediate action (System Board, Executive Team, IT, new hospital)

Priority B/March-April: Customized sessions with leadership groups, focused on summary results and implications for them, scheduled for regular meetings and co-led by relevant ABC executives and IT Directors

Priority B/March-April: Broader opportunities for key players to get an overview of summary results, understand actions underway and have the opportunity to ask questions (regional “lunch bunches,” open LiveMeeting calls, possible separate sessions for physicians

Priority C/April: General communication to all employees and affiliated physicians through newsletters, updates, blogs

Ongoing communication phased into future change process



Case Study: E-Care Lessons Learned Interview Questions

1. Vision/Desired Outcomes

• Did the leaders adequately engage the organization in understanding the vision of this change?

• Did the leaders create the right expectations in the end-users for both the outcomes of the change and its process?

2. Roles

• Did you have clear change leadership roles and responsibilities for leading this initiative?

• Did you have the right people in the right change leadership roles?

• Were the relationships among change leaders supportive of this change?

3. Leadership

• Was the Executive Team effective in its role in this change?

• Were the executives aligned behind key decisions?

• Did the executives work effectively as a unified team in support of this change?

4. Scope

• Was the scope of the project accurately assessed from the beginning?

• Did the leaders accurately identify who would be impacted by this change and how they would be impacted?

• Were scope changes during the project accurately assessed?

• Were scope changes during the project adequately communicated to the people impacted by those changes?

5. Decisions

• Can you identify any key decisions that in hindsight were not optimal?

• Was the authority and decision-making chain of command clear in leading this change?



6. Integration Needs

• Did you have the right mix of sub-initiatives to deal effectively with the full scope of what this effort required?

• Did you effectively integrate all of the sub-initiatives into one unified effort and deal with interdependencies adequately?

• Did you effectively deal with the interdependencies between this initiative and ongoing operations?

7. Engagement

• Did the project team use an effective engagement strategy that optimized stakeholder involvement?

• Were stakeholders involved early enough and long enough in the change process?

• Were the right stakeholders involved? In the right ways?

• Were stakeholders involved adequately in design? In conducting an impact analysis? In testing / piloting real scenarios?

8. Communication

• Did stakeholders feel they received adequate communications throughout the change project? Why or why not?

• Did stakeholders have access to the change leaders through clear communication channels for any type of input they wanted to make?

• Did stakeholders feel heard when they offered input? Why or why not?

• Did your change communications help stakeholders really understand the implications the change would have on them personally?

9. Resources

• Were there adequate resources for this change? Why, why not?

10. Timeline

• Was the overall timeline for this initiative realistic given the capacity of the organization to make it happen?

• Were alterations to the timeline made? If so, were the impacts of those alterations assessed and mitigated properly?

• Were any alterations and their impacts communicated to stakeholders adequately?

11. Readiness and Capacity

• What were your strategies to increase people’s readiness for the change?

• Did you adequately free up people’s capacity to make this change?

• Did the organization have the workload capacity to take on this change?



• Did the project staff have the stamina to go through this change? Why or why not?

• Did the project staff have the skills to succeed in this change?

• Did you adequately help people in the organization shift their mindsets and behavior as needed to make this change successful?

12. Training

• Did you have an adequate training plan for all end-users?

• Did it get implemented as planned? If not, why?

13. Course Correction

• Did you have an effective learning and course correction process for making adjustments to your plan when new information arose?

• Were the leaders open to hearing about issues that might require course correction?

• Did the leaders made the required course corrections to the change process as needed?

14. Design Requirements

• Did you seek out appropriate vendor input to help shape your design requirements?

• Did you adequately benchmark other best-in-class organizations to influence your design requirements?

• Did you get clear requirements from your various end-user groups as input to your design?

• Did you choose the right design requirements before you went into design?

• Did you get overt buy-off from your end-users about the customer requirements before you went into design?

• Did the design requirements change during the project? If so, did you quickly and effectively communicate back to the end-users impacted?

15. Design

• Did you adequately engage stakeholders in designing the desired state?

• How could your design process have increased stakeholder commitment to the change?

• Did your chosen design accurately reflect your design requirements?

• Did you successfully pilot test your future state design in preparation for implementation using real end-users and real work scenarios?

• Did stakeholders understand the future state design before you implemented it?

16. Impact Analysis



• Did you conduct a thorough impact analysis before you implemented the future state design?

• Did your impact analysis adequately address organizational and technical impacts?

• Did your impact analysis adequately address human and cultural impacts?

• Did you effectively use the impact analysis results to refine the desired state as needed?

17. Plan and Organize for Implementation

• Did you use an adequate process to resolve impact issues as part of building your implementation plan?

• Did this impact resolution process generate the right actions to implement the change in the best possible way? If not, why?

• Describe the overt strategies you used to prepare people for a smooth implementation of the change.

18. Implementation

• Did you effectively course correct the change process as required during implementation?

• Did you effectively course correct the future state design based on information you uncovered during implementation?

• Did you communicate course corrections to end-users in a timely manner?

19. Integrate and Master New State

• Did you effectively support work units to optimize their performance in the new state after “go live.”

• Did you effectively support the leaders and managers to work across boundaries to collectively optimize the organization’s performance in the new state?

• Did you respond effectively to the real needs for improvement of the new state that surfaced after “go live?”

20. ABC Health Environment

• Did the Regional Executive Teams support this change as needed?

• Were there barriers or challenges presented by the ABC system that limited the success of this project?

• Did budgeting conflicts or cycles between the HQ and regions limit the success of this project?

• Are there cultural norms that limited the success of this project?



Info Sheet:Topics to Assess Your Change Process

How well you met your expectations for the change process as set by:

• Your vision for the experience of making this transformation a reality

• Your overall change strategy

• Conditions for success

• Rewards for how well the leaders led this change

• Engagement strategies

• Measurements of the process

• Desired culture

How well your change strategy balanced speed with thoroughness

How well the deliverables of each phase and each task were communicated and achieved. (Be sure to assess each activity and its tasks independently.)

The design of your change leadership roles and teams, and the selection of people who filled them

Performance of the change leaders, change process leader, various change teams and change consultants, including how well they modeled and walked the talk of the transformation

How well you modeled your values and guiding principles

How much trauma was created for people adversely affected by the process, and how well people were supported through their reactions

How well you set up and used your conditions for success

How effective the strategies were for building readiness and capacity to change in the leaders

How effective the strategies were for building readiness and capacity to change in your organization (e.g., your targets of change)

How well the leaders assisted people through their resistance and emotional responses to the change

How well relationships and partnerships were created, developed, managed, and maintained to support the change process



How clear and effective the decision-making processes were

How well you were able to determine and secure adequate resources

How effectively the leaders dealt with political dynamics

How well new information was handled, generated, and used for refinements and course corrections

Responsiveness to the needs of the organization as it changed; balancing on-going business requirements and stakeholder needs with the emergent requirements of the transformation

How effective and inclusive your engagement strategies were

Effectiveness of communications (evaluate for attention to all five levels of communication)

Ability to course correct the process quickly and effectively

How well you handled changing the mindset, culture, and behavioral aspects of leaders and the organization to support the success of the change

How much more capable the organization is in keeping itself on the cutting edge and continuously adapting than it was before this change

Effectiveness of the temporary change structures, management systems, policies, and technology

How much more capable the executives are as change leaders after building their capacity to lead the transformation individually and as a team

How flexible, responsive and sensitive the change leaders were to unpredicted disruptions, conflict, or changes in direction

What condition the people of the organization are in as they “conclude” this change effort



Info Sheet:Change Project Audit

In order to conduct a successful Change Project Audit, you will need to identify your Audit strategy and your Audit process. This Info Sheet will guide your efforts.

Audit Strategy

Your first step is to develop your Audit strategy, which includes identifying: (1) Roles, (2) Purpose, (3) Deliverables, (4) Values and Guiding Principles, (5) Audiences, and (6) Methods.

Roles

The key change leader roles for a Change Audit include:

Sponsor: sets the desired outcomes and deliverables, provides resources, busts barriers to success, provides oversight, and keeps executives informed of the progress.

Change Process Leader: is in charge of getting the Audit strategy and process designed and implemented successfully.

Steering Committee: provides high level executive input and oversight to the Audit process; minimal involvement, but enough to ensure the right people are gathering the right data about the right issues in the right way.

Change Project Team: implements the Audit process

External Consultants (if used): support the change process leader with designing and implementing the overall Audit process; may also aid in executing the Audit, including gathering, analyzing and reporting data.

Purpose

A Change Audit has three potential purposes. Be sure to clarify which is driving your Audit, as the purpose will influence your Audit process:

Identify mid-course corrections required in a current change effort



Conduct a review of a recently concluded change project to identify what went well and what did not go well

Identify and embed best practices into your change leadership approach to be used on future change efforts

Deliverables

Your Change Audit may have different types of deliverables, such as:

High-level written report, summarized for particular audiences

Identification of specific methods to embed best practices into your approach to change, such as training, coaching, or consulting

Follow up plan to teach best practices to specific audiences

Values and Guiding Principles

Identify the overt values and principles that you want to guide the design and implementation of your Audit process, such as:

Learning-oriented; “no blame; no shame”

Open and honest

Politically and emotionally safe for those giving input; no repercussions

Objective: discerning what is objective data versus emotional reaction

Well-represented engagement

Anonymous: no public attribution of names to input

Audiences

These are the individuals or groups that will input to your Audit. You will need to specify them from three different general groups:

Change Governance Structure from the initiative

Targets of the change

Stakeholders in the change



Methods

There are three general methods you can use to collect data:

Online survey

• Extensive or streamlined

Face-to-face interviews

• Individual, group or team

Telephone interviews

• Individual, group or team

Audit Process

The Change Audit process consists of five steps:

1. Survey Question Formulation.

2. Data Collection, including consolidating data for ease of analysis.

3. Data Analysis, including theme development, key learnings and/or best practices.

4. Documentation and Communication, including development of various documents capturing the right data for different audiences, and delivery of the information to specific stakeholders.

5. Follow Up Plans, including how to use training, coaching, consulting, or other methods to embed the key learnings and best practices into your culture and approach to change.

4Sight

Session 4

Day 4




WORKSHEET

Describing the Value of the CLR to Clients

What challenges, problems, or needs do your clients have that the CLR solves? What value and benefit does it provide?

Imagine yourself speaking with your clients, using their language and worldviews. How would you describe the value of the CLR to them and how it solves their challenges?

What features of the CLR would be most relevant and useful to senior leaders?

Project Managers?

Internal change consultants?



The Change Leader’s Roadmap Online Methodology: Access, Rights and

Restrictions

Getting Access

Individuals obtain rights to access the online Change Leader’s Roadmap Methodology (CLRM) through two vehicles: The CLR Navigator School (which consists of the Leading Transformation program and The CLR User Training) or 4Sight: Advanced Change Leadership Skills and Development.

Once enrolled in one of these two programs, participants receive a discreet user name and password. This login gives them access to the online methodology at http://clr.beingfirst.com.

Two Types of Licenses

Individuals get licensed to use the CLRM through either an individual subscription or an organizational license.

Individual Subscribers

Individual subscribers are those people who get licensed to use the CLRM through their own individual subscription. This subscription must be renewed annually to maintain access.

Basic Rights

Use the CLRM and its Tools and Worksheets on change projects you directly consult to or lead.

Customize and edit Worksheet templates to fit your needs.

Save PDF versions of content to your hard drive.



Email PDF versions of content to people on the change project teams that you directly lead or support.

Print content to share with people on the change project teams that you directly lead or support.

Receive updates to CLRM Resources.

Get access to the CLRM Community of Practice when it is launched.

Access to Being First System Foundational Models, Powerpoint slides, and pdf’s to brief clients and prospects.

Basic Restrictions

Cannot train CLRM content other than informally as necessary to project team members you directly support.

Cannot distribute CLRM content to anyone other than the people on the change project teams that you directly support.

No institutional or commercial training delivery without CLRM Organizational License and successful graduation from CLR Navigator School Train-the-Trainer.

Cannot share your login to the CLRM with others.

Organizational Licenses

Being First provides organizational licenses to the CLRM. Individuals under an organizational license must still complete either 4Sight or the CLR Navigator School in order to gain access and a user login.

The fee structure of organizational licenses enables organizational clients to extend access to a wider audience at a reduced fee. The fee for organizational licenses is based on the total employee size of the organization. Organizational licenses provide for greater rights, customization and branding options of the CLRM website itself. For more information, call Being First at 970.385.5100.

Basic Rights

All of the basic rights of Individual Subscribers:

• Use the CLRM and its Tools and Worksheets on change projects you directly consult to or lead.



• Customize and edit Worksheet templates to fit your needs.

• Save PDF versions of content to your hard drive.

• Email PDF versions of content to people on the change project teams that you directly lead or support.

• Print content to share with people on the change project teams that you directly lead or support.

• Receive updates to CLRM Resources.

• Get access to CLRM Community of Practice when it is launched.

Can distribute CLRM content to others in the organization digitally or via printed copies.

Receive 5% discount on all Being First public training programs.

Custom branding of private CLRM site.

Ability to add additional custom content to the organization's own CLRM site.

Ability to customize CLRM Tools and publish PDF's to organization's intranet site.

Basic Restrictions

No institutional/classroom or commercial training delivery of CLRM content other than by certified CLR Navigator School trainers. (Contact Being First for Train-the-Trainer information.)

Individual CLR Navigators cannot share their logins to the CLRM with others.

No re-sale of Being First Intellectual Property.

Application of CLRM is only for the organizational site or business unit that is licensed.



The Change Leader’s RoadmapActivity Level

HEA

R T

HE

WAK

E-U

PCA

LL

II.CR

EATE

OR

GAN

IZAT

ION

ALVI

SIO

N, C

OM

MIT

MEN

T,AN

D C

APAB

ILIT

Y

III.

ASSE

SS T

HE

SITU

ATIO

N T

ODET

ERM

INE

DES

IGN

REQ

UIR

EMEN

TS

IV.

DES

IGN

TH

E DES

IRED

STAT

E

V.AN

ALYZ

E TH

E IM

PACT

VI.

PLAN

AN

D O

RG

ANIZ

E FO

RIM

PLEM

ENTA

TIO

N

VII.

IMPL

EMEN

T TH

E CH

ANG

E

VIII.

CELE

BRAT

E AN

DIN

TEG

RAT

E TH

E N

EW S

TATE

IX.

LEAR

N A

ND C

OU

RSE

COR

REC

T

Activ

ity I.

BCr

eate

Cas

e fo

rCh

ange

and

Det

erm

ine

Initi

al D

esire

d O

utco

mes

Activ

ity I.

DBu

ild L

eade

rs’

Capa

bilit

y to

Lea

d th

e Ch

ange

Activ

ity I.

ECl

arify

Ove

rall

Chan

ge S

trat

egy

Activ

ity I.

ASt

art U

p an

d St

aff

Chan

ge E

ffort

I.PR

EPAR

E TO

LEA

DTH

E CH

ANG

E

Activ

ity II

.ABu

ild O

rgan

izat

iona

lU

nder

stan

ding

of C

ase

for

Chan

ge, V

isio

n, a

ndCh

ange

Str

ateg

y

Activ

ity II

.BIn

crea

se O

rgan

izat

ion'

sCa

pabi

lity

to C

hang

e

Activ

ity II

I.AAs

sess

the

Situ

atio

n to

Det

erm

ine

Des

ign

Req

uire

men

ts

Activ

ity IV

.ADes

ign

Des

ired

Stat

e

Activ

ity V

.AAn

alyz

e Im

pact

s of

Des

ired

Stat

e

Activ

ity V

I.ADev

elop

Impl

emen

tatio

nM

aste

r Pl

an Activ

ity V

I.BPr

epar

e O

rgan

izat

ion

toSu

ppor

t Im

plem

enta

tion

Activ

ity V

II.A

Impl

emen

t the

Cha

nge

Activ

ity V

III.A

Cele

brat

e Ac

hiev

emen

t of

Des

ired

Stat

e

Activ

ity IX

.ABu

ild S

yste

m to

Cont

inuo

usly

Impr

ove

New

Sta

te

Activ

ity IX

.BLe

arn

from

You

r Ch

ange

Proc

ess

and

Esta

blis

hBe

st P

ract

ices

Activ

ity V

III.B

Supp

ort I

nteg

ratio

n an

dM

aste

ry o

f New

Sta

te

Activ

ity IX

.CDis

man

tle T

empo

rary

Chan

ge In

fras

truc

ture

Activ

ity I.

CAs

sess

and

Bui

ldO

rgan

izat

ion'

s R

eadi

ness

and

Capa

city

Activ

ity I.

FBu

ild In

fras

truc

ture

and

Cond

ition

s to

Sup

port

Chan

ge E

ffort



CLR High Leverage Tasks

PHASE I: Prepare to Lead the Change

Activity I.A-Start Up and Staff Change Effort

Task I.A.2-Clarify and Staff Initial Change Leadership Roles

Task I.A.4-Identify Project Community

Activity I.B-Create Case for Change and Determine Initial DesiredOutcomes

Task I.B.2-Assess Drivers of Change

Task I.B.3-Clarify Type of Change

Task I.B.5-Perform Initial Impact Analysis

Task I.B.6-Clarify Target Groups and Scope

Task I.B.8-Determine Desired Outcomes and Compile Case for Change

Activity I.C-Assess and Build Organization's Readiness and Capacity

Task I.C.2-Build Readiness and Capacity

Activity I.D-Build Leadership's Capability to Lead the Change

Task I.D.2-Ensure Leaders Model Desired Mindset and Behavior

Task I.D.3-Build Leader Commitment and Alignment

Activity I.E-Clarify Overall Change Strategy

Task I.E.2-Define Values and Guiding Principles

Task I.E.3-Clarify Governance and Decision-Making

Task I.E.6-Create Multiple Project Integration Strategy

Task I.E.8-Clarify Engagement Strategy

Task I.E.9-Design Overall Communication Plan

Task I.E.12-Identify Milestones and General Timeline, and Compile Change Strategy



Activity I.F-Build Infrastructure and Conditions to Support Change Effort

Task I.F.2-Create Conditions for Success

Task I.F.5-Initiate Course Correction Strategy and System

Task I.F.6-Initiate Strategies for Supporting People through Emotional Reactions and Resistance

PHASE II: Create Organizational Vision, Commitment, and Capability

Activity II.B-Increase Organization's Capability to Change

Task II.B.1-Build Organization's Change Knowledge and Skills

Task II.B.2-Promote Required Mindset and Behavior Change

PHASE III: Assess the Situation to Determine Design Requirements

Activity III.A-Assess the Situation to Determine Design Requirements

Task III.A.1-Assess the Relevant Aspects of Your Organization

Task III.A.4-Write Statement of Design Requirements

PHASE IV: Design the Desired State

Activity IV.A-Design Desired State

Task IV.A.1-Create Process and Structure to Design Desired State

PHASE V: Analyze the Impact

Activity V.A-Analyze Impacts of Desired State

Task V.A.1-Design Process for Conducting Impact Analysis

PHASE VI: Plan and Organize for Implementation

Activity VI.A-Develop Implementation Master Plan

Task VI.A.2-Identify Impact Solutions and Action Plans

Activity VI.B-Prepare Organization to Support Implementation

Task VI.B.2-Support People through Implementation



PHASE VII: Implement the Change

Activity VII.A-Implement the Change

Task VII.A.2-Monitor and Course Correct Implementation

PHASE VIII: Celebrate and Integrate the New State

Activity VIII.B-Support Integration and Mastery of New State

Task VIII.B.2-Support Whole System to Integrate and Master New State

PHASE IX: Learn and Course Correct

Activity IX.A-Build System to Continuously Improve New State

Task IX.A.1-Build System to Continuously Improve New State


WORKSHEET

4Sight Review: Putting it All Together

1. How has 4Sight (the CLR, the 4 Sights, Being practices, etc.) changed your thinking about leading or consulting to change?

2. What are the most critical insights and areas of work from your study of the CLR and the 4Sights that will directly influence your change leadership or consulting work going forward?

3. How do you intend to use the CLR and its resources in your change consulting work?

4. What further development do you need to feel confident to use the full CLR in your work?


WORKSHEET

Strategic Change Consultant Role

___ Advise and support executive in charge of the enterprise change agenda

___ Establish how the change agenda will work; support its use and help keep it up to date (with senior leader of the agenda as appropriate)

___ Ensure best change practices are understood and used by leaders and project teams

___ Support development of clear case for change for each priority initiative

___ Support projects' accurate scope and development of change strategy

___ Surface capacity, pacing, resourcing issues across the agenda and for projects underway, and any other show-stopper issues

___ Facilitate identification and creation of conditions for success for entire agenda and for projects underway

___ Design and consult to multiple project integration requirements across the agenda and within projects underway

___ Ensure effective stakeholder engagement and change communications

___ Input to/facilitate essential course corrections to the agenda and projects

___ Ensure culture change implications and strategies are integrated into the agenda and in all relevant projects

___ Coach change sponsors and leaders in walking the talk of the change, new cultural behaviors, mindset issues, and how they "show up" to their organizations

___ Provide high-level change education; support continuous conscious change leadership development

___ Ensure full organizational alignment in the design and execution of all change efforts; expand scope or add new initiatives as needed

___ Mentor other consultants

___ Walk the talk of the Co-Creative principles!



The Being First System for Catalyzing Breakthrough



I Create My Reality

Discuss the question, “To what extent do I create my reality?”

What if I am creating it all?

What if I am the source of all my ups and downs, successes and failures?

What if I assumed right now that I create it all, and lived from that level of responsibility and empowerment? What would be different?

How would my life change if I approached all of my circumstances, actions, behaviors and feelings as my own doing?

At this point in my personal journey, can I have it be any other way, really?



My External Reality Is a Reflection of My Internal Mindset and Beliefs

Discuss the question: “How is my reality and experience a reflection of my mindset and perspective from my stage of development?”

What if my world occurs for me the way it does because that is how I hold it to be?

What if others are as they seem to me because that is how I hold them to be?

What if I am the way I experience myself because that is how I hold me to be?

Then my life experience is as it is because that is how I am setting it up in my own mind.

That means that I could change my world, or others, or myself, by having it all be different in my Self.

So how do I want my life to be, and how do I have to hold it to enable it to become that?


WORKSHEET

The Meta Patterns of My Life

Patterns are consistent dynamics that keep re-occurring for you over time. You have many different types of patterns. You have patterns of thinking and feeling, how you use language and speak, how you behave and act, and what you achieve. You have patterns of what causes conflict and breakdowns, as well as patterns of success and breakthroughs. You have patterns in the circumstances you face, the types of people that keep showing up in your life, and in your unfulfilled hopes and dreams. Some patterns support your growth, development and success. Others limit you.

When you discover your meta patterns, you get insight into your deeper Self, into your ego/Being dynamics. Most importantly, you become equipped to Breakthrough patterns that no longer work for you.

What Are My Life Patterns?

Success patterns:

Failure patterns:


WORKSHEET CONT’D

Trying hard patterns:

Disappointment patterns:

Happiness patterns:

Frustration patterns:


WORKSHEET CONT’D

Joy patterns:

Fear patterns:

“Yeah But” patterns:

Competence patterns:


WORKSHEET CONT’D

Control patterns:

Relationship patterns:

Work patterns:

Inclusion patterns:


WORKSHEET CONT’D

Power patterns:

“I am not enough” patterns:

Start up and follow through patterns:

Commitment patterns:


WORKSHEET CONT’D

Against patterns:

Wanting more patterns:

Confusion patterns:

Decision patterns:


WORKSHEET

How the World Is for My Ego

Fill in the statements below with how your ego holds things to be from its self-limiting perspective. Let your ego speak to the quality or characteristics of things. Do not simply describe things as if you are looking at them from a third-person perspective. Instead, speak to the essence of how they are for your ego from its very personal first-person perspective, as viewed from its often self-righteous perspective of “knowing it all.” Let your ego speak from its limiting perspectives of scarcity, smallness, struggle, and “not enough.”

1. My life is…

2. Others are…


WORKSHEET CONT’D

3. My clients are…

4. My work is…

5. I am…


WORKSHEET

Breaking Through and Consciously Creating My Reality: How the World Is for Me

Given the breakthrough outcomes and experience you choose, declare how you now hold yourself, others, your life, and work to achieve that breakthrough and create that reality. Be specific.

1. My life is…

2. Others are…


WORKSHEET CONT’D

3. My clients are…

4. My work is…

5. I am…



4Sight

Session 4

Day 5




WORKSHEET

My 4Sight Accomplishments

1. My Breakthrough Declaration is:

2. What I have accomplished in relation to my Breakthrough:

3. How I have developed myself as a Conscious Change Leader / Consultant:

4. The benefits of these accomplishments to me personally and professionally:


WORKSHEET

Appreciations

1. During my 4Sight experience, what I have appreciated most about myself is:

2. What I admire most in others in our group is:

Person: Characteristics:



4Sight

Congratulations 4Sight Graduate!



Sight Session 4 - Being First | Being First, Inc. · Knows what one stands for and overtly takes that stand Follows one’s own vision and values as one’s primary guidance system

Documents