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USINGCRITICAL&CREATIVETHINKINGTOENHANCEPRODUCTIVITYININTEGRATED
MARKETINGCOMMUNICATIONSMEETINGSANDPROCEDURES
ASynthesisProjectPresented
by
ASHLEYN.SMITH
SubmittedtotheOfficeofGraduateStudies,UniversityofMassachusettsBoston,
Inpartialfulfillmentoftherequirementsforthedegreeof
MASTEROFARTS
May2010
CriticalandCreativeThinkingProgram
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c.2010byAshleyN.Smith
Allrightsreserved
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USINGCRITICAL&CREATIVETHINKINGTOENHANCEPRODUCTIVITYININTEGRATED
MARKETINGCOMMUNICATIONSMEETINGSANDPROCEDURES
ASynthesisProjectPresented
by
ASHLEYN.SMITH
Approvedastostyleandcontentby:
______________________________________________
PeterTaylor,Professor
ChairpersonofCommittee
______________________________________________
ArthurMillman,AssociateProfessor
Member
_____________________________________
PeterTaylor,Director
CriticalandCreativeThinkingProgram
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ABSTRACT
USINGCRITICAL&CREATIVETHINKINGTOENHANCEPRODUCTIVITYININTEGRATED
MARKETINGCOMMUNICATIONSMEETINGSANDPROCEDURES
May2010
AshleyN.Smith
B.A.,DuquesneUniversity
M.A.,UniversityofMassachusettsBoston
DirectedbyProfessorPeterTaylor
ThispaperprovidesateachingmodelforhowtoeffectivelyincorporateCriticaland
CreativeThinking(CCT)methodsintoabusinesssettingtoinitiateorganizationalchange.I
developedaworkshoponworkplacemeetingsbasedontheimperfectionsofthemarketing
teamat“ICS.”TheworkshoptouchesonCCTmethodsthatareneededinorderfor
organizationstochange.IalsointegratedCCTmethodsintotheIntegratedMarketing
Communications(IMC)Proceduretoenhanceproductivityandproduceresults.Integrated
marketingismadeupofmanypiecesofthemediafield,butoftentheparticipantsinIMCare
searchingforthesameendresult.FollowingtheviewsofKevinRoberts,communication
amongeachparticipantiscriticalinorderforgreatbrandstosurviveortomoveproducts
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strategically.IMCisanimportantresourceforacompany,becauselikesales,theendresultis
tocreateloyaltyandawarenessamongconsumers,andtosellandtogeneraterevenue.
CommunicationisakeyelementinmakingsurethatpeopleareonthesamepageinIMCin
ordertoreachtheendresult.Effectiveworkplacemeetings,brainstormingsessions,andother
collaborationsenhancecommunication,whichisavitalpieceinmovingforwardinbusiness.
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TABLEOFCONTENTS
Chapter Page
PROLOGUE AUTHORSTHATINSPIREME 1
Chapter1 OVERVIEW 3
Chapter2 JOININGTHECCTPROGRAMANDLINKINGMYSTUDIESTO 5
MYWORKPLACECONCERNS
Chapter3 GOALANDAUDIENCEOFMYSYNTHESISPROJECT 7
Chapter4 THEINTEGRATEDMARKETING 9
COMMUNICATIONSFRAMEWORK
Chapter5 MOVINGPEOPLEINTOTHECCTFRAME‐OF‐MIND 12
Chapter6 HOWICSMEETINGSWORK(ORDON’T) 14
Chapter7 MYEXPERIENCEUSINGTHEACTIONRESEARCHPROCESS 16
Chapter8 CCT/IMCORGANIZATIONALCHANGEWORKSHOP 26
Chapter9 INTEGRATIONOFCCTINTOIMCPROCEDURE 36
Chapter10 FUTURESTEPS 40
WORKSCITED 44
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PROLOGUE
AUTHORSTHATINSPIREME
OneofthemostinspiringbooksformeduringmyprojectwasLovemarks,byKevin
Roberts,theCEOWorldwideofSaatchi&Saatchi.Thebookdiscusseshowtraditionalbranding
practiceshavebecomestultified.IchosetoanalyzemanyofRoberts’pointsbecauseofthe
passionhisbookexemplifiesforthemarketingfield.Thepiecesthatmakeuptheideaof,
Lovemarks,arerelatedtosomethingsIhavelearnedinCCT.Roberts’philosophyisthat,
“wheneverwearestuck,weshouldalwaysgobacktothebasics(Roberts1).”Thissimple
sentencehassomuchpower.TherearemanytimeswhenmymarketingteamandIgetstuck
onprojectsbecauseweneedtogobacktothe“drawingboard.”
ThisisthereasonIamwritingthispaper.Iwanttogobacktothebasics.Iwantto
improvetheenvironmentwhereallthecreativethoughtsandstrategiestakeplaceinorderfor
myworkplacetohaveevenbettermarketingstrategiesandIMCprocedure.Robertscontends
that“branding,image,orlovemarksaredeterminedbythecustomers,notus(Roberts1).”In
orderformyteamandmetotrulyunderstandtheneedsandwantsofourcustomerbase,we
havetoimprovecommunicationinourmeetingsaswellasintegratesomevaluableCriticaland
CreativeThinkingmethodsintoourprocedure.
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AnotherworkthatinspiredmeisBrianStanfield'sWorkshopBook.Iadoptedoneofhis
modelsintheprocessofcreatingmyownorganizationalchangeworkshop(seeChapter5).Iam
lookingtobuilda“morecollectiveprocesswhereallvoicesareheardandadiversityof
experiencebroughttobearonaproblem[that]producesamuchricherformofdemocracy,
ratherthanhavethetopdownversion”(Stanfield,4).”Mygoalisforeveryoneinmy
workplacemeetingstohaveavoiceandtobeheard.Ifmorepeoplehaveavoiceandspeakup
withnewinnovativeandcreativeideas,communicationamongtheteamandcreativitywillbe
enhanced.
AdditionalauthorswhowereinspirationstomeareDeniseShekerjian,ShariTishman,
andJuliaCameron.Theirideasinregardstocriticalandcreativethinkinghelpedtoillustrate
theimportanceofcreativityandhowtoreachhigher‐levelthinking.HamptonHopkins,Baird
Brightman,JohnMoran,SpringerNetherlands,andKarenVintonalsoplayedamajorroleinmy
understandingofmoralebuildingandfunctionsoftheworkplace.InmypaperItrytoproduce
anendresultthattouchesontheinnerworkingsofalloftheseauthorsandcorrelateswiththe
goalsthatIamtryingtoachieveinmyworkplace.
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CHAPTER1
OVERVIEW
TheCriticalandCreativeThinking(CCT)GraduateProgramattheUniversityof
MassachusettsBostonsupportsstudentsininitiatingchangeintheirschools,communities,
workplaces,andpersonallivesthroughreflectivepractice.Ihavehadsuccessinapplying
variousCCTtoolsofcriticalthinking,creativethinking,andreflectivepracticeinmyworkasa
partofamarketingteam.Inparticular,Ihaveanalyzedthereasonsforourunproductive
meetingsandhadachancetoexperimentwithsomenewCCT‐inspiredapproachestomeetings
andcommunicationmoregenerally.InthissynthesispaperIpresentadesignforaworkshop
thatextendsmyinitialeffortsinorganizationalchange.
TosetthesceneIdescribehowIfoundCCTandchoseanorganizationalchangefocus
formycourseprojectsandthissynthesis(Chapter2).Ithenintroducethegroupswhomthis
paperisintendedtoaddress(Chapter3).IprovideanintroductiontotheIntegratedMarketing
Communications(IMC)frameworkthatmyteamat"ICS"pursues(Chapter4)andthentouchon
thefieldofCriticalandCreativeThinking(Chapter5).Idescribemyanalysisofmyteam's
unproductivemeetings(Chapter6),myexperimentinspring2009inorganizationalchange
duringtheActionResearchcourse,andthelessonslearned(Chapter7).While,atfirst,I
plannedtowriteapolicybookforthemarketingteam,Ieventuallydecidedtodesignan
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interactiveworkshopfororganizationalchange(Chapter8).Thisworkshophasnotyetbeen
tested,butIhavemappedoutplansforevaluation,improvement,andextensionofthe
workshop.I’veincorporatedarevisedIMCprocedurethattiestogetherintegratedmarketing
andCCTmethodstocreateabettersystemthatthemarketingteamatICScanfollowinorder
tosuccessfullycompleteprojects(Chapter9).Iendbylookingaheadtomynextstepsafter
graduating,incorporatingreflectiononwhatworkedwellandwhatneededmoredevelopment
inmyCCTexperienceasawhole(Chapter10).
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CHAPTER2
JOININGCCTANDLINKINGMYSTUDIESTOMYWORKPLACECONCERNS
Ihavealwaysbeenambitious.Beforereceivingmyundergraduatedegreefrom
DuquesneUniversity,IknewthatIwouldgoontopursuegraduatestudies.YetIhadnoideaof
whattypeofprogramIwantedtostudyin.Mostpeopleinmylineofworkgoontogetan
MBAoranM.AinIntegratedMarketingorGlobalbusiness.However,IrealizedthatIdidnot
wanttofollowthetraditionalpathofmypeers.Ihadgrowntiredofthestandardizedtestsand
linearwayofthinkingthatsomebusinessandmediaprogramsteach.Ineededsomethingto
keepmeinterestedandtohelpmethinkmorecreatively.Ihopedthatwouldgivemean
advantageovermanypeopleinmylineofwork.
Earlyin2008IwasresearchingprogramsthattheUniversityofMassachusettsat
Bostonhadtooffer.IstumbledontotheCriticalandCreativeThinkinghomepage(CCT2009).I
wasintriguedbytheprogramdescription.Iappliedandwasacceptedtotheprogram.AsI
begantakingtheintroductorycoursesinCreativeThinkingandCriticalthinking,IrealizedthatI
didnottrulyunderstandthemeaningofeitherterm.Iwasintimidatedbecausethemajorityof
thestudentsthatIencounteredintheCCTprogramcamefromaneducationbackground,or
wantedtorelatetheCCTcourseworktotheirteachingjobsandenvironments.Becauseofthis,
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Iimmersedmyselfintheprogramtounderstandwhatcriticalthinkingandcreativethinking
meant.IchallengedmyselftolearnhowtotakewhatIwaslearningandrelateittomylineof
work,sincecomingfromabusinessbackgroundwasnotthenorminCCT.Icametounderstand
theimportanceofresearch,inquiry,evaluationandreflectionintheworkplaceandwantedto
showthatCCTcanbebeneficialinbusiness,specifically,inMarketing&Advertising.
Formysynthesis,Ichosetofocusonorganizationalchangebecauseofsomethingsthat
Ibelievecanbechangedwithinmyownworkplace.IwantedtointegratekeyCCTconceptsand
toolsinaworkshopand,morebroadly,intotheIMCproceduretoenhancetheproductivityin
myworkplace.
ThekeyconceptsthatIdiscusswithinmypaperhaveinfluencedmyoutlookand
thinkingprocessconcerningwhat’sneededandwhat’simportantinordertomakeaneffective
workplace/team.Bydoingthisproject,Iamillustratingtheprocessthatisneededinorderto
incorporatechangeeffectivelyintheworkplace,aswellasdescribetheneededtools(from
CCT)thatcanincreaseproductivity.ThetoolsthatIextractedfromtheCCTprogramarethe
toolsIdiscusstouseintheworkplacetoenhanceproductivity.Thesearethetoolsthatwere
meaningfulandmostsignificanttomeduringmylearningprocessandcourseworkinCCT.
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CHAPTER3
GOALANDAUDIENCEOFMYSYNTHESISPROJECT
Significantorganizationalchangeoccurswhenanorganizationchangesitsoverall
strategyforsuccess,addsorremovesamajorsectionorpractice,and/orwantsto
changetheverynaturebywhichitoperates.Italsooccurswhenanorganizationevolves
throughvariouslifecycles,justlikepeoplemustsuccessfullyevolvethroughlifecycles.
Fororganizationstodevelop,theyoftenmustundergosignificantchangeatvarious
pointsintheirdevelopment.That'swhythetopicoforganizationalchangeand
developmenthasbecomewidespreadincommunicationsaboutbusiness,organizations,
leadershipandmanagement(McNamaran.d.).
Theprecedingquotestressestheneedfororganizationalchangeinthebusinessworld.
ICShastodevelopandchangewiththetimesbecauseoftheincreaseduseofmediaand
technologyinmarketing,soitisveryimportantthatthecompanyinvesttimeandresourcesin
organizationalchangesothatstaffcancreativelyrespondtochangingtimes.Theoverall
governingquestionformyprojectwashowdoIimplementCCTmethodsintoworkplace
meetingsandprocedurestohelpstimulateimprovement?Isoughtbetterqualityofwork
derivedthroughmotivationfromworkplacemeetingsinwhichCCTmethodsareused,andby
incorporatingCCTmethodsintotheIMCprocessasawholeinordertoproduceevengreater
results.Therearetwointendedaudiencesforthisproject.Themainaudienceisthemarketing
teamatmyworkplace—ICS—andthispaperisintendedtoconveythatchangeisneededin
orderforourworkgoalstobemet.Mypurposeistoaddresstheteamandmakethemaware
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ononehandoftheproblemsthatweencounterinoureverydayworkenvironmentthat
hindersourcreativityandtheachievementofgoalswithinourjobsand,ontheotherhand,of
CriticalandCreativeThinkingmethodsthatcanchangethecultureofourteam.Thesecond
audienceisanybusiness,companyororganizationthatneedsanorganizationalchange
workshop,whichcanbeadoptedeitherinfullorinsegments.
Therearemanystepsintheprocessoforganizationalchange,whichvarydependingon
theorganizationthatneedsthechange,andtheculturethatexistswithin.Theusualfirststep
isidentifyingwhatchangeneedstobemadeandwhy.Thenextquestionishowtoproceedin
makingthesechanges.Inthispaper,Itakeyouthroughmyownexperienceoftryingto
implementorganizationalchange.Bydoingthis,youwillunderstandwhatmayhaveworkedfor
meandwhatmaynothave,andyouwillbeabletoidentifythingsthatcouldhavebeendone
differently.Thefirststep,takeninthenextchapter,istoexplaintheIntegratedMarketing
Communications(IMC)frameworkthatmyteamatICSpursues.
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CHAPTER4
THEINTEGRATEDMARKETINGCOMMUNICATIONSFRAMEWORK
WhatisIMC?IntegratedMarketingCommunications(IMC)isacombinationof
advertising,marketing,communications,salesandpromotion.ThetextbookdefinitionofIMC
is;"Thecoordinationandintegrationofallmarketingcommunicationtools,avenuesand
sourceswithinacompanyintoaseamlessprogramorstrategythatmaximizestheimpacton
consumersandotherendusersataminimalcost(ClowandBaack11).”TheIMCprocedureisa
certainprocessthatthemarketingteamfollowsatICStoensurethateveryaspectofastrategy
orprojectiscovered.TheIMCprocessiswhattheteamfollowsinordertomarketnew
productsandtosecurenewbusiness.IMCplansbalanceourcompany’sresponsibilitytocreate
awarenesswithitsneedtogenerateresults.
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TheabovediagramdescribeswhatIMCisinanutshell,howevernoneofthesethings
canfunctionproperlyunlessamarketingteamisonthesamepage.Apartofamarketingteam
beingonthesamepageismakingsurethateveryoneintheteamiscommunicating.The
importanceofcommunicationwithinthisprocesstricklesdowntotheconsumer/customer.
“IMCistheintegratedmanagementofallcommunicationstobuildpositiveandlasting
relationshipswithcustomersandotherstakeholders.Itisacustomer‐centric,data‐driven
approachtomarketingandbrandingthatstressescommunicatingtoconsumersthrough
multipleformsofmediaandtechnology(“ubranderwordpress”1).”
InconsistentcommunicationistheproblemthatIencounterweeklywithmymarketing
team.Themainreasonisthatwehaveweeklymeetingsthathappentobeineffectivefor
numerousreasons.Sincethemeetingsareineffective,themarketingteamisnotmeeting
companygoalsforgeneratingrevenue.Becauseofthis,Iwouldliketoimplementachangein
IMCprocedureanddevelopaworkshop,whichincorporateshumorandteambuildingactivities
toraisemorale.
IfIcangetmyteamonboardwithmeandincorporateasuccessfulchangewithinour
weeklymeetingsaswellasinourIMCprocedure,notonlywilltheteambemoreeffective,but
peoplewillbehappiertoattend.Changeisimportantbecauseifmeetingproductivityis
changedandthemarketingteambecomesmoreeffectiveasawhole,clientdatabasescanbe
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increasedaswellasrevenue.Becausetheworkshopandmyattemptstochangemyworkplace
areinspiredbymyCCTstudies,thenextchaptertouchesonthefieldofCriticalandCreative
Thinking.
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CHAPTER5
MOVINGPEOPLEINTOTHECCTFRAME‐OF‐MIND
WhatisCCT?Criticalthinkinginvolveslogicalthinking,reasoning,andreflective
practices.Creativethinkinginvolvesskillsofflexibility,originality,fluency,elaboration,
brainstorming,imagery,associativethinking,attributelisting,metaphoricalthinking,andforced
relationships.AllthesethingsandmoremakeupthetruemeaningofCCT.“Criticalthinking,
creativethinking,andreflectivepracticearevaluedinallfieldsofwork(“CriticalandCreative
Thinking”1).”Howeverbasedonmyexperienceinclassesandthroughlisteningtomypeers,
manyprofessionalsandbusinessesdonotactuallyknowhowtoputtheseskillstouse.Many
workplaceslacktheknowledgeofhowtousethemeffectively.
Criticalthinkingteachespeoplehowtoscrutinizeassumptions,reasoning,andevidence
byusinghigherlevelthinkingpracticeslikementalmanagement,thinkingdispositions,
language,transfer,etc.SomeofthemainpracticesofCreativethinkinginclude“generating
alternativeideas,practices,andsolutionsthatareuniqueandeffective(“CriticalandCreative
Thinking”1).”Someadditionalpracticesare“exploringwaystoconfrontcomplex,messy,
ambiguousproblems,makenewconnections,andtoseehowthingscouldbeotherwise
(“CriticalandCreativeThinking”1).”
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OneofthemostimportantpiecesofCCTthatIwoulddiscussinmyworkshopis
reflectivepractice.Reflectivepracticeisoneofthoseimportantpiecesmissingfromthepuzzle
inmanyorganizations.Inmyworkplacemarketingmeetings,reflectiontimeisnotusually
allotted.ThisisoneofthekeypiecesthatIplantotakeawayfromCCTandincorporateintomy
workshopbecauseofthevalueitholds.TheCCTreflectivepracticemethodisawaytotake
stockoftheoutcomesandtodecidehowtomoveforward.Onceyoutakestock,you
understandwhatneedstobechangedordeveloped.Onceyouhavethatunderstanding,the
laststepistoreviseapproachesaccordingly.ThisisthetypeofthinkingIhopetogetmytarget
audiencestoachieveafterparticipatinginmyworkshop.
BeforeIpresentmyworkshop,Iwanttodescribemypreliminaryeffortstoimprove
meetingsinmyworkplaceandtodothatIfirsthavetodescribethosemeetings.Thatisthe
topicofthenextchapter.
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CHAPTER6
HOWICSMEETINGSWORK(ORDON'T)
OverviewofICSMarketingMeetings
ICSmeetingsaremarketingmeetingsandeachmini‐groupwithinthemarketingteam
reportsonfindingsfortheirparticulartask,suchas:
1. Sales&Numbers(Ex:1stQuarterSales,etc)
2. Newmarketingmaterial
3. Newtargetsandgoalstoreach
Duringthesemeetingswediscussupcomingprojects,goals,andstrategiesonhowtoacquire
newbusiness.Inmostofthesemeetingswediscusswhichpartoftheprocedurewemaybe
currentlyworkingon,andwherewewillbemovingafterataskiscompleted.
Afacilitatorwhoguidesthemeetinghelpsittomoveforwardbasedoncertaintime
constraints.Questionsandcommentsareallowedatanytime.However,becauseoftime
constraints,noteverythingcanbeaddressed.Becausethereisnotalwayssufficienttimefor
ourmarketingmeetings,peopleleavethemeetingsfeelingasthoughtherewasnoclosureor
thattheywereineffective.Inordertobeeffectivewithinmarketingoranyotherfieldofwork,
eachpersononateamhastobeonthesamepage.Everypersonofthegrouporteammust
understandthegoalsandneedswithinthecompany.
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OverviewofCurrentIMCProcedure
ThecurrentIMCprocessatICSconsistsofmanysteps,whichhavebeeneffectivefor
manyyears.However,althoughtheprocessiseffective,duringeveryprojectsomeofthesame
mistakesaremade.IbelievethatifsomeCCTmethodsandpracticeswereincorporatedinto
theIMCprocess,itwouldenhancetheproductivityofmanypeople’stasksonadailybasis.For
example,thereneedstobeanintegrationofreflectionandevaluationintotheIMCprocess.
Thiswouldallowforfewererrorsandmistakestobemadetimeaftertime.Possiblyitwould
elicitfeedbackfromtheteamonwhatworksthebestversuswhatmaynotbeworkingatall.
ThesetwotoolsinparticularfromCCTwouldmakeaverybigdifferenceinhowfastandhow
effectivelythemarketingteamcanproduceresults.
Throughreflectionandevaluation,theteamcanproducesomeoriginalityintheway
peopledothings.WhatworksforonepersonintheIMCprocessmaynotworkforeveryone.
Thesemethodsareawaytonotlimitthecreativityofthegroup.Anotherthingforthe
marketingteamtoconsiderisdifferentbrainstormingmethods.Doingthesametypeof
brainstormingcanhinderthinkingandcreativityinsteadofgeneratingnewideas.
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CHAPTER7
MYEXPERIENCEUSINGTHEACTIONRESEARCHPROCESS
Inthespring2009semesterIparticipatedintheCCTProgram'sActionResearchcourse,
inwhichtheclassfollowedaseriesofstepsbeginningwithbackgroundresearchandreviewing
evaluationsofpastpractice.Below,Iwalkthroughthephasesofresearchthatguidedmewith
gatheringinformationforthiscurrentproject.
ThefirststepwasidentifyingtheproblemthatneededactionsoIexaminedwhattook
placeinthemarketingmeetingsatthattime.TheICSmeetingswereconsideredineffective
becausetheyweresometimesrushedandhadnoclosure.Questionswerenotaddressedwith
clarityandthemeetingswereoftenheldattheendofthedaywhenpeopleweretiredand
wantedtoleaveworktobewiththeirfamilies.Atthattime,thiscausedpeopletonotwantto
attendandledtolowmorale,causingthemeetingstobeuncomfortableforeveryone.
ThenextstepintheActionResearchprocesswasdoingbackgroundresearch,whichI
touchedonbrieflyinChapter3.Accordingtotheactionresearchmodel,evaluationisthestudy
ofeffectsofactions.Ichosetousetheresultsofpastactionsofthemarketingteamto
understandwhatmethodswereproductiveandwhatmethodswerenot.Ianalyzedwhatthe
teamhaddoneinthepastasastartingpointindevelopingwhereIwouldliketoseetheteam
go.BelowisthedataIcollectedfromtheofficemanageraswellasmembersoftheteamwho
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hadbeenaroundforyearswithinthecompany.ThisphaseoftheActionResearchprocess
provedtobeveryeffectivebyfindingoutwhatwasdonepreviouslyandwhetheritworkedor
not.IdevelopedanunderstandingofwhatIcouldproposeforchangeinordertopossiblyget
peopleonboardwithme.
Bydoingso,Iwasabletounderstandtheobjectiveofthecompany,whichistofinda
waytoimplementorganizationalchangethatnotonlyraisesmorale(isfunandworksfor
everyone)andmakestheteamfunctionmoreeffectively,andtofindsomethingwithalow
cost.Evaluationenabledmetounderstandwhythemarketingteamhasthemeetingsatthe
endofthedayaswell.Onereasonisthatthecompanypreferstonothavemeetingson
valuablecompanytimebecauseweloseoutontimetogetnewbusinessandtogenerate
revenue.BelowisatablethatdescribessomeoftheinformationthatIgatheredfrommypeers:
ThemostimportantthingthatIrealizedwasthattheevaluationandinquirypartofthe
actionresearchprocesshelpedmetofindoutvaluableinformation.Theinformationgaveme
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anideaofthetypeofresponsestoexpectwhenimplementingmyorganizationalchange
workshop.IcanresearchifThursdaysarestillrelativelylightworkdaystoconductmeetingsin
themornings.Icantakeresponsibilityorgiveresponsibilitytosomeonewhoissupportingthe
changetoissueanagendabeforethemeetingstakeplace.Remindersofinformationthat
peopleneedtobepreparedtodiscusscanbeincludedwithintheagendaaswell.
Ibelievethatifthesethingsworkedwell,Ishouldbeabletobuildaconstituency
startingwiththesepoints,butIcanalsothinkofwaystomakethembetterbasedonfeedback
thatIcontinuetoreceive.Otherideascanbeincorporatedintotheorganizationalchange
workshop,butthegoalistotakethingsone‐stepatatime.
Afterfindingoutwhatmycompanyhasdoneinthepast,theActionResearchmodel
encouragesfurtherresearchonwhatothercompaniesororganizationshavedoneinthepast.
Thiswayyoucanunderstandcurrentmethodsthatexist,butalsounderstandwhathasnot
beendone.BasedonmyresearchduringtheActionResearchcourse,Ifoundthatother
companieshaveuseddifferentapproachestoorganizationalchangeaswellaswaystoraise
moraleoftheindividualsattending.Asaresultofmyresearch,Ihavefoundthatmost
companieshavea“manualormeetingpolicybookwhicheveryonehasacopyoforknowshow
toaccessforguidelines(MoranandBrightman68).”Thishelpskeepthingsfairbetween
employeesandthecompany.
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AccordingtoHamptonHopkins'sarticle(Hopkins,26)“Achallengetomanagers:five
waystoimproveemployeemorale&workplacemeetings,”thecompanycannotmakeuprules
astheygo,norcananemployeegoagainstthesetstructurewithoutgoodreason.Ifthe
companywantstochangeapolicyorifanemployeeisnothappy,theyhaveto“offermeetings,
whichincludecomplaintsessions,brainstorming,anddiscussionforums(Hopkins26).”Itwas
interestingtoseethatHopkins'suggestionsweretiedtosomeCCTskillsaswell.Thearticle’s
mainfocuswastodiscussemployeedevelopmentopportunitiesasamethodofimproving
employeemoraleandmotivationonthejob.Afterreadingthis,Idecidedthataworkshop
wouldallowmetomakethecompanyhappybygoingoverexistingpolicies,andalsoto
incorporateCCTmethodsthatimproveourqualityofwork.
Frommyresearch,Ifoundthatothercompaniesspendmoneyonteambuilding
activitiestoraisemoraleandtocreatebondsandrelationships.Somecompaniesoffersocial
gatherings,whichincludeactivitiessuchaspicnics,parties,conferences,workshopsandeven
philanthropicwork(Hopkins28).LikeICS,theymayoffersometypeofemployee“recognition,
whichincludesrewards,promotionsandthankyounotes,whichhelptoraisemoraleand
motivateindividualstogoaboveandbeyondintheirwork(Hopkins28).”Additionally,Ifound
thatothercompaniesarekeepingemployeeshappyandmotivatedbyoffering“continuing
educationworkshopsandconferencesforthemtoenhancetheirskillsandknowledgeintheir
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fieldofwork(Hopkins28).”Theideaistoofferempowerment,whichincludesinvolving
employeesthroughresponsibilityandstayingabreastintheirfieldofwork.
Aftertheresearchphaseiscompleted,thenextstepintheActionResearchprocessis
gettingpeopleonboardwithyourideasandgoals.Buildingaconstituencywithintheaction
researchprocesscansometimesbethemostchallengingpart.Frommyexperience,it
sometimestakeslongerthanexpectedandhelpsyoutoclearlyseewhosupportsyou,andwho
willnot.
Myexperiencewithbuildingaconstituencyisunique.Duringthespringof2009,while
involvedintheActionResearchcourse,Ihadtheopportunitytoengageinastructured
dialogueprocesswithmymarketingteamfollowingaweeklymeeting.Itturnedouttobea
verysuccessfulexperience.Iwasabletounderstandtheteam’sneedsandwantsandwhatthey
wouldliketoseedonedifferentlywithinthemarketingmeetings.(Iwantedtoseeiftheirideas
matchedmyown.)
Thebestpartofthedialogueprocesswasseeingifthemeetingfacilitatorwasonthe
samepage.(Evenifhewasnotonthesamepageatthattime,thesessionworkedoutwell
becauseweheardhisintakeonwhatmakesmeetingseffectivefromhispointofview.)Ididn’t
getpeopletoadoptortoconformtomyownideasatthattime.Howevermostpeoplevoiced
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someofthesameideasandconcernsasI.Ihavepeopleonboardwithmyideas,buthowdoI
getpeopletoactuallyputforththeactionofimplementingthechangewithme?
Becausethiswassometimeago,Ihaveactuallyhadtheopportunitytobuildonthe
relationshipsIhaveformedwithmyconstituency.MypeersandIdecidedthatthebestwayto
getpeopleonboardwithmeforchangeisnottohavewrittenrulesormethodsputinabook,
whichwasmyinitialideaforsolvingtheproblemsinmyworkplace.Becauseofthesupportand
feedbackfrommyconstituency,myoriginalideaofproducingapolicybookevolvedintoan
organizationalchangeworkshop.
SomethingIlearnedwithinthemarketingfieldisthatmostpeopleliketobeinteractive
inwhattheyarelearning.Anotherinterestingaspectthatdidcomeoutofthedialogueprocess
andconstituencybuildingwasthatIhadtheopportunitytohearopinionsofothersandto
actuallyconnecttheirideastotheresearchthatIcollected.
OnepiecethatIincorporatedthatwasnotintheActionResearchmodelwasfindinga
waytoincorporatehumorinmyworkplace.Ibelievethattheuseofhumorisagreattoolfor
raisingthemoraleofworkplacemeetingsaswell.AccordingtoKarenVinton’s,“Humorinthe
Workplace,ItsMorethanTellingJokes,”thefunctionofhumorisimportantincompanies,
especiallyinasmall,family‐ownedbusiness(153).ThecompanyIworkforisconsideredasmall
business,soIfoundthistobehelpful.Thevarioustypesofhumordiscussedinthearticlehelp
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alleviateworkplacetension.Humoralsohas“implicationsforsocializationofemployeesand
appearstohelpcreatebondsamongtheemployees(Vinton154).”
BasedontheinformationthatItookawayfromVinton’sarticle,thedialogueprocess
invitedfeedbackabouttheuseofhumorwithinourmeetingstomakethemlivelierandtoraise
morale.MostoftheteamseemedveryinterestedintheideaandIplantousehumorduring
theworkshop.Afterusinghumorindifferentactivitiesthroughouttheworkshop,Iplantoelicit
feedbackonwhatworkedbest.Afterfindingatacticthatthewholegroupenjoyed,Ihopeto
haveitimplementedduringeverymarketingmeetingthatfollowstheworkshop.(Humor
activitiescanberotated;Idonothavetodothesameoneeveryweek.)
ThetypesofhumorIwouldliketotestoutduringtheworkshopareicebreakers,jokes
betweentopics,groupactivities,andintroductionjokes.Anotherbondingmethodthatis
humorousandbuildsmoraleistheincorporationofthemesanddifferentfoodsintothe
meetings.FrommyexperienceinCCT,Ihavefoundthatfoodshelpcultivateinteraction,
thinkingandcreativityamongpeople.
ThenextstepintheactionresearchprocesswasidentifyingwhatIplantodowiththe
informationIcollected.Asstatedpreviously,Ioriginallyplannedtotakesomethingfromeach
partofmyresearchandthencombineallthisinapolicybookthatIcouldpresenttomy
marketingteamasastarttoimplementingthechange.BelowarethestartingpointsofwhatI
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wantedtoincludeinmyinitialideaofthepolicybook.OnthenextpageisthepolicystructureI
wasgoingtoimplementwithmymarketingteam.Howevernowtheendresultandgoalisto
doaninteractiveworkshop.TheactualworkshopIdesignedtousewithmymarketingteam
followsafterthepolicystructure.
Becausemygoalshavechangedfromtheinitialideaofpresentingapolicybooktothe
marketingteamatICStodoinganinteractiveworkshoppresentingCCTmethodsfor
organizationalchangeforproductivity,theplanningphaseofmyActionResearchproject
continuedonintotheCCTfall2009Synthesiscourse.Myplanningatthispointisfindingaway
totestoutmyworkshop.OncethathappensandIamabletogetmypeersonboardwiththe
newgoalandideaoftheworkshop,thenthenextsteporquestionishowtotransitiontheCCT
methodsandinformationfromwithintheworkshoptotheworkplace.Theideaistointegrate
thetoolsinawaythatisadjustableandwillnotdisturbtheflowofthecurrentprojectsorwork
atmosphere.
IfIamabletotestoutmyworkshopatworkinthenearfuture,forevaluation,feedback
andfutureplanning,Iplantocontinuetoincorporatefrequentbrainstorminganddialogue
sessions.Inaddition,Idesignedasurveythatwillgooutattheendofeachquarterthatelicits
feedbackfromtheteamonwhatstillneedstobedone,whatneedstobeimprovedandalso
responsesonnewideas.Asuggestionfromoneofmyteammemberswastokeepafeedback
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boxinthemeetingroom,sothatanytimeduringadaysomeonehasaquestionorconcern,
theycanwalktheirresponseovertotheboxanddropitin.Theresponsesputintheboxwillbe
addressedanonymouslyatthefollowingweek’smeeting.Forfeedback,Iplantohaveaperson
outsidethemarketingteambeanobserverondifferentoccasionstogivemefeedbackfrom
anotherperspective.
Initial Idea
Policy/Structure Model
To be reviewed by marketing team…
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TheActionResearchprocessprovedtobeveryhelpfulasawayformetogather
informationformyproject.Bygatheringinformationthroughbackgroundresearch,inquiry
evaluation,constituencybuilding,andplanning,ithelpedmetounderstandhowtomove
forwardwithestablishingnewmethodsandskillsthatenhancetheproductivityofthe
marketingteam.Theinformationgatheredfromeachphasehelpedmetoconnectwhathas
beendoneinthepastwiththefuturegoalsofmyproject.Nowthattheinformationhasbeen
gathered,reflectivepracticecanbeusedtothinkandunderstandhowtomoveforwardin
designinganinteractiveworkshopfororganizationalchange,thetopicofthenextchapter.
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CHAPTER8
CCT/IMCORGANIZATIONALCHANGEWORKSHOP
AsIdiscussedinChapters2and3,thepurposeofdoinganorganizationalchange
workshopistoaddresstheproblemsthathaveoccurredinmyworkplace.BecauseIencounter
someofthesameissuesweekly,Itookaninterestinmakingthingsfunctionbettertomakethe
marketingteamatICSmoreproductive.BeingintheCCTprogramhashadahugeinfluenceon
mytakinganinterestinchange.ManyofthetechniquesthatIhavelearnedandtakenaway
fromtheprogramareveryinfluentialintheworkplacechangeprocess.BelowIintroducesome
oftheproblemsthathaveinhibitedthemarketingteamatmyworkplacefromproducingeven
betterprojects.Followingthoseproblems,IdiscussCCTsolutionsthatcanbetakenand
adoptedtofitanyworkplaceproblemorsituation.
ThefigurebelowisadiagramthatIcreatedtoshowtheproblemsthatmyteamandI
encounterduringourworkplacemeetings.Theinnercirclerepresentstheproblemsthatoccur
andthearrowsshowhowtheyhaveaninterconnectedrelationshiptooneanother.Each
problemhassomeoverlapandcanstemfromanotherproblemwithinthediagram.Theoutside
squaresrepresenttheCCTtechniquesthatIsuggesttouseasastartingpointincreating
changeinregardstotheseissues.Icreatedthisdiagramasatooltoshowduringmyworkshop
totheICSmarketingteam.Ifeelthisisaneffectivewaytopresenttheinformationinaclear
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conciseformat.Thediagramclearlystatesthecurrentproblemsandissues,andithighlights
whatcanbedonetoinitiatecommunicationinorderfortheteamtomoveforwardandtofix
theissues.
Figure‐1
Problem‐SolutionDiagram
(InnerCircle‐PresentsProblem,OuterSquares‐PresentWaystoFindaSolution)
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IfeelthatthediagramcanfunctionasawaytointroducesomeCCTmethodsasapre‐
activitybeforebeginningtheactualworkshopprocess.Thiscanhelptosetthecontextofthe
workshopandtogetpeoplethinkinginaproblemsolvingway.NextIdiscusshowIcreatedmy
workshop,andfollowingyouwillseemymodel.
TheWorkshopProcess
TheworkshopprocessthatIchosewasadoptedfromBrianStanfield’s,TheWorkshop
Book:FromindividualCreativitytoGroupAction.IchoseStanfield’sprocessbecauseitrelated
tomanyofthetoolsthatIhavetakenawayfromCCTanduseinmyworkandcareer.
Stanfield’sworkshopprocessisflexibleenoughformetomovethingsaroundandmakethe
workshopmyown.Idecidedtoincorporatesomepiecestomaketheworkshopmoreuniversal
andadjustabletoanyworkplaceororganization.BelowisadiagramofStanfield’sworkshop
withoutanyincorporationoftoolsfromCCT.Hisworkshopprocessconsistsoffoursteps.
(SeeFigure2onthefollowingpage)
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Figure‐2
Stanfield’sWorkshopProcess
(RedFont‐Title,FollowingRedFontisDescription/Explanation)
Context‐Setsthestage.Outlinesprocess&timelineforworkshop,explainsproductand
outcome;highlightsfocusquestion(Stanfield26).
Brainstorming‐gatheringinformationfromthegrouptoputitinfrontofthemandto
makesurethateveryoneisonthesamepage.
Clusteringtheideas‐Organizingtheinformationgatheredfromthebrainstorming
sessionintocommonalities,etc
Naming‐givingClustersanameafterorganizingtheinformation.“Theresultisa
comprehensivepictureoftheorderedrelationshipsofallideasgeneratedinthe
workshop(Stanfield26).
ThetitlesforeachpieceinStanfield’sworkshoparehighlightedinred.Basedonthe
descriptionthatIextractedfromhistextexplainingthestepsofhisworkshop,Icameupwith
titlesfromCCTthatwouldfiteachdescription.Stanfield’sworkshopisverygood.However,I
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believeitismissingsomekeycomponentsthatIbelievearebeneficialtoanyorganization.
BelowisadiagramofmyworkshopincludingtoolsincorporatedfromCCTaswellasStanfield’s
workshop.
Figure‐3
MyWorkshopProcess
(RedFont‐Title,FollowingRedFontisDescription/Explanation)
Intro/IceBreaker‐Namesomethinginanofficesettingthatdescribeswhoyouare‐
explain(pencil,copier,etc).{Getspeopleacquaintedwithoneanother}
FreeWritingHaveparticipantsdoananonymousfreewritingontheproblemsorissues
theywantchangedintheirworkplace.Askfornotecardslistingitemstheyarewillingto
share&readoffafewtoshowrepeatedthemesandtherangeofissues.
Fun/HumorActivity‐(Teamwork&Teambuilding)‐Gettingpeopletorealizeand
becomeawarethatthereismoretodothanthoseactionsexpressedintheirownideas.
Useteamactivityasbasisforbrainstormingsessionthatwillfollow.
Brainstorming‐gatheringinformationfromthegroupaboutaspecifiedtopictoputitin
frontofthemandtomakesurethateveryoneisonthesamepage.
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Clusteringtheideas‐Organizingtheinformationgatheredfromthebrainstorming
sessionintocommonalities,etc
Naming‐givingClustersanameafterorganizingtheinformation.“Theresultisa
comprehensivepictureoftheorderedrelationshipsofallideasgeneratedinthe
workshop(Stanfield26).”
Resolving‐Conclusion‐Aftergivingclustersaname,confirmindividualsofthegroup’s
commitmenttomakingsurethateachoftheoutcomesorthingsdecidedonabovewill
betakencareof.Makesuretheyunderstandthattheclustertopicgrouptheyareinis
responsibleformakingsurethosetasksaremetatmeetingsorfortheorganizationin
general.
Reflection(ReflectivePractice)‐FacilitatorleadsORID,DialogueorFocused
Conversationsessiontoreflectontheworkshopandtogetfeedbackforfuture
workshopsormeetings
FurtherEvaluations‐Suggestionbox,Survey,theplus‐deltamethodorsomethingto
takeforfurtherreflectionafterparticipantsleave.
TheworkshopabovethatIhaveputtogetherbasedonmyindividuallearningfromCCT
andfromStanfield’sworkshop,takes3hoursintotaltodo.Eachsectionshouldbegivenat
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least20minutestobecompleted,andthereareatotalof9sections.Thistimeframeisbased
onasmallgroupofnomorethan15people.Formorepeopleallowandplanformoretimefor
eachsection.
Fordialogueprocessesoranyinformationthatisexpressedthatisconfidential,I
suggestthatthefacilitatorsoftheworkshopuseadisclosurestatementthatcanbesigned,
acknowledgingthatinformationthatissharedintheworkshopshouldbekeptamongthose
whoattend.
Mygoalwhenproducingthisworkshopwasdesigningsomethingthatcanbeusedagain
andagaintoaddressproblemsandissues.Theideaistomakesurethateveryperson’svoiceis
beingheard,butalsotomakesurethateveryoneinanorganizationorgroupisonthesame
page.Changecanbedifficult,butthisworkshopisdesignedtomaketheprocessasawholeless
painful.Toensurethatmyworkshopisunderstood,belowisasampleworkshopprocessand
howitwouldgoifIweretoconductthisworkshopinmyworkplace.Becauseofthetimingof
myproject,Iwasnotabletophysicallydothisworkshopinmyworkplaceasofyet.However
thatisoneofmynear‐futuregoals.
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ExampleWorkshop
Intro/IceBreaker‐Namesomethinginanofficesettingthatdescribeswhoyouare‐explain
whatitisandhow/whyitrelatestoyou(pencil,copier,etc).Thisgetspeopleacquaintedwith
oneanother
Freewriting‐Whatissueswouldyouliketoseeaddressedorwhatthingswouldyouliketosee
changedinyourworkplace?Thisgetsthemthinkingonwhattheywouldliketoseechanged
andhelpsthemtohearwhatothersarethinking.
Fun/HumorActivity‐TheIsland(teamwork&teambuilding)‐Havethegroupimaginethat
theyarestrandedonadesertedislandwithnoescape.Howwilltheysurvive,getfood,water,
shelter,etc?Havethemcollaborateandcomeupwithideasonhowtosolvethisissue.Theidea
isgettingpeopletorealizeandbecomeawarethatthereismoretodothanthoseactions
expressedintheirownideas.Theybecomebetterlistenersandworkbetterwithotherstoget
thingsdone).Usetheteamactivityasthebasisforthebrainstormingsessionthatwillfollow.
Brainstorm‐Nowtakeoneoftheproblemsmentionedinthefreewriteandhavethegroup
applythatproblemtotheirdiscussion.Theideaistohavethemspeakfreelyandlistentoother
ideasthesamewaytheydidintheIslandactivity.
Clustering‐Lookforcommonthreadsfromtheresponsesgiventofixtheproblem/s.Theycan
dothisthroughvisualaids(charts,graphs,post‐its)
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Example:(herearesomeresponsesthathavecomeoutofabrainstormingsessionwithmy
marketingteamatwork.Theresponseshavebeenclusteredintocommonthreadsandhave
beengivensub‐headings/titles).
Naming‐Puteveryoneinteamsundereachclustersub‐heading/title.Duringourmarketing
meetings,eachpersonintheclusterteamswillberesponsibleforthedutieswithineachcluster
sub‐heading/title.
Resolving‐Conclusion.Confirmsthegroup’scommitmenttotheirclusterteam.Makesurethey
understandthattheclustertopicgrouptheyareinisresponsibleformakingsurethosetasks
areaccomplishedatmeetings.Encouragetheclustertopicgroupstousecreativity(personalize
theirduties).
Reflection‐FacilitatorleadsORID(Objective,Reflective,Interpretive,andDecisional),dialogue
sessionorfocusedconversationsessiontoreflectontheworkshopandtogetfeedbackfor
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futureworkshopsormeetings.Askleadingquestionstoelicitspecificfeedbacktoidentify
whattheparticipantstookawayfromtheworkshop,whatskillstheywillcontinuetouse,and
whattheworkshopcoulddotoimprove.
Evaluation‐Suggestionbox,survey,etc.
Summary
Iwantmyworkshoptobeafun,interactiveinformationallearningenvironment.Iwant
theparticipantsinmyworkshoptobeabletocomeandworkouttheissuesorproblemswithin
theorganizationinafunjudgment‐freeatmosphere.Insomeplaces,thisistheonlyway
progresswillbeabletobemadeorgetcompleted.Goingovertheissuesorproblemathand
andfindinganunderstandingorcommongroundonhowtomoveforwardiskeytosuccess.I
believethattheemployeeswillappreciatethisandmoralewillstarttoimprove.
TheCCTtoolsthathavebeenincorporatedintotheworkshoparetoolsthatparticipants
canadoptanduseintheirdailytasksifpresentedcorrectlywithaclearunderstanding.Once
thereisanunderstandingoftheworkshopasawhole,includingCCTtechniquesandprocesses,
thentheworkshophasdoneitspartinmovingpeopleonaroadtoworkingtogetherinorderto
achievesuccess.
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CHAPTER9
INTEGRATIONOFCCTINTOIMCPROCEDURE&FUTURESTEPS
ThischaptershowsthecurrentICSIMCprocedure.Mygoalistoillustrateaneven
betterfinalproductbyintegratingcertainCCTtools,whichcanenhancetheprocess.Although
theprocessiseffectiveasis,IbelievethattheICSmarketingteamcanproduceevengreater
resultsoncetheCCTtechniquesareintegrated.BelowisthecurrentIMCprocedureatICS.The
CCTtechniquesthatIhaveintegratedareinredfont.
ICSIMCProcedure
1.Teamshouldparticipateinafreewritingexercisesoideas,thoughtsorconcernsare
writtenoutandcanbeusedasawaytoorganizeinitialthoughtsandgoalsofthe
project.
2.Prepareamissionstatement.Themissionstatementclearlydescribesthenatureof
thebusiness,servicesoffered,andmarketsserved.
3.Listanddescribetargetornichemarkets.Inthissection,listanddescribepotential
groupsofusersorclients.Aftercreatingalist,thenextstepistoidentifyvarious
segmentsofamarket.
4.Getmarketingteamtopostideasfromthelistgeneratedon“ideas”boardundertopic
headings.Thisisawayofclusteringandorganizingeveryone’sthoughtstosee
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commonalities/similaritiesanddifferences.Thisisanotherwayofmakingsureeveryone
isonthesamepage.
5.Describeyourservices.Inventorytheserviceswecurrentlyofferandidentifynew
servicesyouwishtoprovide.Determinewhatitwilltaketoprovidetheseservicesin
termsofstaff,expertise,andcosts.
6.Conductabrainstormingsession.Thissessionshouldhelptogeneratenewideasand
initiatives.Thepurposeistomakesurethateveryoneintheteamhasachanceto
collaborateandofferideas.Alsothisisanoutletfornewinnovativeandcreativeideas.
7.Spelloutmarketingandpromotionalstrategies.Variousstrategiesworkbetterfor
differenttargets.Thekeyforsuccessfulmarketingisunderstandingwhatmakes
someonewanttouseorbuyservicesandwhattypeofmarketingstrategytheyrespond
to(Thisrequiresresearchonneeds,problems,industrytrends,andbuzzwords).
8.Identifyandunderstandthecompetition.Aspartofthemarketplanningprocess,itis
requiredofICSemployeestolearnaboutourcompetitorsandhowtopositionusin
relationtothem.
9.Establishmarketinggoalsthatarequantifiable.Marketinggoalscanincludesetting
thenumberofnewclientsyouwouldliketoacquire,thenumberofpeopleyouwould
liketoreach,ortheamountofincomeyouwouldliketogenerate.Berealisticand
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practicalinestablishingyourgoals.
10.Monitoryourresultscarefully.Bymonitoringresults,youdeterminewhichofyour
marketingstrategiesareworkingandwhicharenot.
11.Evaluation‐Asyoumonitoryourresults,besuretoconductsometypeofevaluation
tomeasuretheoutcome.Theevaluationmethodandtargetyouwouldliketoconduct
theevaluationondependsontheproject.Thepurposeistogetfeedbackonwhat
workedwellandwhatdidnot,andtodevelopideasforfutureprojects.
12.ORIDandReflectiveConversationsshouldbeusedtoestablishafutureplan.
Withoutthesereflectiontools,therewouldbenounderstandingoftheprojectandthe
processasawhole.
AsImentionedpreviously,Ihavenotbeenabletoimplementtheprocedurewithinmy
workplace,asofyet.HoweverthatisagoalthatIhopetoattaininthenearfuture.Ihopetobe
abletointroducetheprocedureduringmyworkshoptomymarketingteamtogetfeedbackon
whetherit’ssomethingtheyfinduseful.Ihopetogetfeedbackonwhetherornottheysee
themselvesincorporatingtheseCCTtoolsonaregularbasisduringmarketingprojects.
BringingthepiecesofthecurrentprocedureandtheCCTtoolsIwishtointegrate
createsamoreproductiveprocessfortheteamtofollowinordertoachievehigherresults.
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ThroughtheevaluationsandothertoolsthatIhaveincorporated,mygoalistoallowmoretime
forconversation,discussion,reflectionandfeedbacksothatcommunicationamongthepeople
inthemarketingteamisenhancedtoensurethateveryoneisonthesamepageinorderto
moveforwardcollectively.
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CHAPTER10
FUTURESTEPS
IbelievethatCCTprovedtobeveryhelpfulinhelpingmetodevelopaplanofactionfor
changingICSmarketingmeetingsandprocedure.Theresultmodelshowtoeffectively
incorporateCCTmethodsintoabusinesssettingtoinitiateorganizationalchange.IfIamable
toimplementmyworkshopinmyworkplaceformymarketingteam,Ibelievethatthe
meetingswillbemoreeffective.Peoplewillwanttoattendthemeetingsandwillhaveamore
positivemoralebecausetheywillbeabletohaveavoice,participateinteambuildingactivities,
andhavetimetoreflectasateamonwhateverprojectthathasended.Byreflectingasateam,
newgoalsandprojectswillbedevelopedandeveryonewillbeonthesamepage.
AlthoughIwasnotabletodomyworkshopinmyworkplaceyet,Idon’tplantoputmy
goalsonwheretheteamcanaspiretogoatastandstill.Ihavebeguntoestablisha
constituencyandIhopetogetpeopleonboardtoactuallymoveourideasintoactions.
ReflectingbackonmyjourneyintheCCTprogramasawhole,therearemanythings
thatIwouldkeepthesameinmyprocessthatIdescribebelow.Howevertherearesomeother
thingsthatIwoulddodifferentlyifIhadtheopportunitytodothingsover.ThefirstthingthatI
canthinkofthatIwouldchangeistotakefewercoursesatthesametime.IwishIhadthetime
andfewerconstraintsinmylifetoindulgemyselfmoreintheprogram.Iwouldhavedonethis
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byputtingmoretimeinto1‐2coursesandhadmoretimetoconnectmorewiththematerialin
theCCTprogramandlearnevenmoreinformation.Becausetherearesomanyfascinating
thingstolearnaboutinCCT,thisisoneofthethingsthatIfeelwouldhaveenhancedmy
learningexperience.
AnotheraspectthatIbelieveneedsmoredevelopment,whichtiesintotheconstraints
inmylifeaswell,isnotbeingabletoattendmanyCCTevents.MyfirstfewsemestersinCCT,
myworkschedulewasverydemanding;thereforeIdidnotparticipateinmanyactivities
outsidemycourseseachsemester.DuringmylastsemesterintheCCTprogram,Itookthe
ReflectivePracticecourse,whichrequiredmetoattendCCTeventsastheactualcoursetime.
Thiswasagreatexperienceforme!NotonlydidImeetmorepeopleintheprogram,butIhad
achancetolearnmoreaboutoneofthemostimportantCCTtools,reflectivepractice.
ReflectionbecameabigpartofmyCCTexperienceandmysynthesisprojectasawhole.
AlthoughbothexamplesofwhatIfeltneededdevelopmentinmyCCTexperienceasa
wholetieintomypersonallife,IfeelthatthesecanbeadaptedtofutureCCTstudents.Iwould
suggesttootherscomingintotheprogramtotaketheirtimewhentakingcoursestoensure
theyaregettingasmuchastheycanoutofthemandtomakesuretobeanactiveparticipant
intheCCTevents.Theeventsareatremendouspartofone’sgrowthintheCCTprogram.The
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purposeoftheeventsistoconnectpastandpresentCCTstudentstobuildacommunity,but
alsotoensurelife‐longlearning.
SomethingsthatworkedwellformeduringmyjourneyintheCCTprogramarelearning
toolsthatIcanusenotonlyinmyworkplace,butinmypersonallifeaswell.Iappreciatedthe
smallclasssizesintheprogram.Itgavemeanopportunitytoconnectonacloserlevelwithmy
professorsandclassmates.Inaway,itfeelslikeweareaCCTfamily.ThisissomethingthatI
enjoyed,andIfeelthatbecauseofmyexperienceintheCCTprogramIhavegrowninsomany
ways.
FuturestepsIwanttoachieve:
1. Havingtheopportunitytotestoutmyworkshopandrevisedprocedureinmyworkplace
(ThismayhappenverysoonsinceIhavepeopleonboardwithmyideasandtheyare
verysupportive.)
2. HavingthemarketingteamadoptmyworkshopandprocedureaswellastheCCT
techniquesthatareimportanttome(whichwillbebeneficialforthewholeteamas
well).
3. Implementingthechangeandstickingtoit.
4. Continuingtopracticehumorandteambuildingactivitiestokeepmeetingsfunforallas
wellastokeepmoralehigh.
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5. Doingconsistentevaluationandusingreflectivepracticetoolstogetfeedbackandmake
changesifnecessary.
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