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In service to finding process content balance 170302

Effective entrepreneurs, managers, policy makers, and their mentors need to understand how to balance content and process investments of time and resources. Not doing that could be perilous, in terms of missed opportunity, missed markets, and broken networks. This presentation to the Henley forum discusses the balance or process and content, how to detect the signals for indexing on one versus the other, and how to engage in conversation in support of process or content needs.

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In service to finding process content balance 170302

  1. 1. M A S T E R O F S C I E N C E I N Information and Knowledge Strategy In Service to: Finding your balance between content and process Katrina Pugh, Academic Director, Columbia University Information and Knowledge Strategy March 2, 2017 Rev 2/8/17
  2. 2. Topics • Process and Content “Natures”: Opportunity to amplify • Not equal; “in service to” • Disruptions and resilience • Conversation builds our flexibility, resilience In Service to: Finding Process Content Balance 2
  3. 3. In Service to: Finding Process Content Balance 3 Claire George
  4. 4. The Process and Content Natures Process Individual Execution Sequence “Chronos” Group Roles and responsibilities Power Process Organization Optimization Scaling excellence Control e.g., shared svc. model Content Sense-making Meaning “Kairos” Group identities Direction Objectives Innovation State of the art Emergence e.g., region/product-identity In Service to: Finding Process Content Balance 4
  5. 5. Not equal. “In service to…” In Service to: Finding Process Content Balance 5
  6. 6. Content Person • Aware: “When I am in the flow, I am energized by new and/or connected ideas.” • In service to: Masters of content build mechanisms to “get things done.” Adding reference points to see process. Mr. Peabody In Service to: Finding Process Content Balance 6
  7. 7. Process Person • Aware: “When I am in the flow, I am energized by being able to check items off my list.” • In service to: Masters of process build mechanisms to “get things out.” Adding reference points to see the big picture, unintended consequences. Wreck it Ralph In Service to: Finding Process Content Balance 7
  8. 8. Content Group • Aware: We converse, riff, jam, generate. We create, co-create, make sense. • In service to: When we are in the flow, we know when to stop ideation, but that doesn’t mean curb ideation. Welcome to the onsite at the Boston office! The Epic team compiled these code modules, and developed… Team lead In Service to: Finding Process Content Balance 8
  9. 9. Process Group • Aware: We have structure. We have a memory, time-keeper, results-logger. • In service to: We are in service to a whole, respect each other’s natures. We put decision-making into the agenda. We will spend one hour and fifteen minutes in deliberations. We’ll capture on a flip chart Jury Foreman In Service to: Finding Process Content Balance 9
  10. 10. Starbucks Organization’s nature: Process in service to Content Process • Scale up • Seasonal product cycling • Featured brand cycling • Ecosystem of growers, partners, employees Content • Concept: Moments of connection • Conversation, thoughtfulness • Respecting environment, suppliers • Innovating: new store concept Feels deliberate Compare this to McDonald’s? In Service to: Finding Process Content Balance 10
  11. 11. Fidelity Organization’s nature: Content in service to Process Process • Scale up • Rapid onboarding of new customers • Conservative / Regulatory • Yet, Fidelity structure, portfolio highly decentralized Content • Mutual funds • Charitable Giving Accounts • Investor/Advisor Platform • Dashboards Feels dynamic Compare this to JPMorgan? In Service to: Finding Process Content Balance 11
  12. 12. What can we learn from disruptions and resilience? In Service to: Finding Process Content Balance 12
  13. 13. External disruptions….to you, individually • New assignment • New boss • New job • New home • New baby • New injury • New president Paralysis? (certainty, bias) Paralysis? (semi-OCD) In Service to: Finding Process Content Balance 13
  14. 14. “Stuck” Rhythm Meaning Revive, awaken or challenge Content Process In Service to: Finding Process Content Balance 14 Paralysis? (certainty, bias) Paralysis? (semi-OCD)
  15. 15. Info “noise” disruptions….to you, individually • Go to email. See new ideas, new opinions, new requests, new meaning • Content person is more distractible than process person • Content person: Let go of the “zero email” policy • Process person: Add “response policy” Content Process In Service to: Finding Process Content Balance 15
  16. 16. Team scope change • When the project gets a shock, do you join in the fray, or continue on your task with your “head down”? • Process people are more distractable than content person • Have list of scope changes which merit stopping, and which can be deferred. Content Process In Service to: Finding Process Content Balance 16
  17. 17. Competitive threat: Product or Business Model Disruptive products: Move to meaning Disruptive business models: Move to execution In Service to: Finding Process Content Balance 17 Source: PwC Strategy& Source: Policonomics
  18. 18. Conversation builds our flexibility, resilience 18
  19. 19. Conversation is dialogue • Dialogue: “To turn toward another” or “Meaning flowing through” • “I can hold the space for you, but I bring my own experiences.” …New, shared meaning 19 Four Discussion Disciplines In Service to: Finding Process Content Balance
  20. 20. Columbia Research: “Four Discussion Disciplines” In Service to: Finding Process Content Balance 20 Inclusion Translation Integrity Courtesy “I am true to my voice, and let others be true to theirs through inquiry.” “I respect the forum. I respect their content as it influences me.” “I systematically expand ideas through diversity, pulling people in.” “I attend to differences in meaning. Stand back, look across.”
  21. 21. 2013: Columbia/Motorola Research: 4 Discussion disciplines drive innovation Skifstad and Pugh, “Beyond netiquette: Discussion discipline drives innovation” (In Smarter Innovation, Ark Group, 2014). Discussion discipline Description 1. Integrity Use true voice, research views, Ask questions that propel 2. Courtesy Respect others and forum. 3. Inclusion Broaden the perspective. Explain terms, call others in. 4. Translation Summarize/use insights generated, and help others with summarizations. Benefit to Collaboration Primarily tonal; builds community and social capital. Primarily content- related; drives innovation. 21 Four Discussion Disciplines In Service to: Finding Process Content Balance 21
  22. 22. 2012-Present: IKNS Students practice 4DDs online In Service to: Finding Process Content Balance 22 15 17 23 25 0 5 10 15 20 25 30 Translation Inclusion Courtesy integrity Self Assessed Good Performance 26 26 19 17 0 5 10 15 20 25 30 Translation Inclusion Courtesy integrity Self-Assessed Poor Performance 42 Masters Students’ Self-Assessment (2016)
  23. 23. Building capacity Inclusion Translation Integrity Courtesy Process related Content related In Service to: Finding Process Content Balance 23
  24. 24. Quotes: Students learn “In service to…” Courtesy: I showed courtesy in my discussion posts, yet I cannot say it was engaging. The most courteous comments from my group acknowledged another’s influence on his or her thinking. Social Media Lead Inclusion: When I was not translating, I tended to restrict my inclusion to a single person, which hijacks the conversation and excludes others. Going forward, I will be more inclusive to the entire group. Author, Project Mgr In Service to: Finding Process Content Balance 24
  25. 25. Conclusions In Service to: Finding Process Content Balance 25
  26. 26. Ideas for discussion •Individual, group, organization fractiles? •“In service to”  sacrifice? •We can un-stuck the stuck: Generative conversation propels content through process In Service to: Finding Process Content Balance 26
  27. 27. Kate Pugh, Columbia University, AlignConsulting Sharing Hidden Know-How, Wiley/Jossey-Bass, 2011 Smarter Innovation: Using interactive Processes to Drive Better Business Results, Ark Group, 2014. kp2462@Columbia.edu www.sps.Columbia.edu/ikns www.alignconsultinginc.com Twitter: katrinapugh In Service to: Finding Process Content Balance 27
  28. 28. Resources • Argyris, Christopher, “Good Communication that Blocks Learning,” Harvard Business Review, July- August, 1994. • Columbia University Information and Knowledge Strategy Master’s Program. • Kantor, David, Reading the Room: Group Dynamics for Coaches and Leaders (Wiley, 2012) • Isaacs, William “Dialogic Leadership,” Systems Thinker, 1999, Vol 10, No. 1 • Isaacs, William, Dialogue and the Art of Thinking Together (Princeton Press, 1999) (Read: Part III) • Page, Scott, The Difference , Princeton University Press, 2007. • Pugh, Katrina. “Four Discussion Disciplines to Drive Effective Online Collaboration.” Four Discussion Disciplines to Drive Effective Online Collaboration, Columbia University, 1 Feb. 2016, http://sps.columbia.edu/information-and-knowledge-strategy/news/four-discussion-disciplines-drive- effective-online • Skifstad, Sheryl and Katrina Pugh. “Chapter 8: Beyond Netiquette: Discussion Discipline Drives Innovation.” Smarter Innovation: Using Interactive, Processes to Drive Better Business Results, Ark Group Inc, Peoria, IL , 2014, pp. 61–69. • Pugh, Katrina Sharing Hidden Know-How (Wiley/Jossey-Bass (2011) (Read especially: Chapter 7) • Senge, Peter et al The Fifth Discipline Fieldbook, (Read: Chapter 35, and Section on “Team Learning.”) • Turckle, Sherry, Reclaiming Conversation: The Power of Talk in a Digital Age, Penguin Press, 2015. In Service to: Finding Process Content Balance 28
  29. 29. Appendix: Four Discussion Disciplines In Service to: Finding Process Content Balance 29
  30. 30. Integrity Integrity • Use your true voice • Research views • Ask questions that propel Anti-Integrity • Parrot others • Make vague or incorrect statements • Don’t ask questions, but make statements disguised as questions 30 Four Discussion Disciplines In Service to: Finding Process Content Balance
  31. 31. Courtesy Courtesy • Respect others, with appreciation, gratitude (“thank you!”) • Respect the forum. Keep the discussion in the forum Anti-Courtesy • Let a nice deed (e.g., shared knowledge) go un-thanked. • Take the conversation “offline,” e.g., into email. • Belittle their truth; fail to see that collaboration is the “activation of identity” (including yours) 31 31 Four Discussion Disciplines In Service to: Finding Process Content Balance
  32. 32. Inclusion Inclusion • Broaden the perspective (“This could also be called X.”) • Explain terms, and don’t use acronyms (“In the UK we call this ‘sacked’ while in the US we call it ‘fired.’”) • Call others in (“@Amy and Melanie, is that your view, too?”) Anti-Inclusion • Be exclusive, “This is only relevant in this region.” • Use jargon, “Well, that’s another way to skin the cat.” 32 32 Four Discussion Disciplines In Service to: Finding Process Content Balance
  33. 33. Translation Translation • Summarize/use insights generated (“We started here and ended there.”) • Help others with summarizations. Anti-Translation • Cut and run, meaning, leave the forum when you “get the answer,” without sharing the approaches the contributors. • Make it difficult for others to see the thread (as both discussant and as would-be discussant.) 33 33 Four Discussion Disciplines In Service to: Finding Process Content Balance

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Effective entrepreneurs, managers, policy makers, and their mentors need to understand how to balance content and process investments of time and resources. Not doing that could be perilous, in terms of missed opportunity, missed markets, and broken networks. This presentation to the Henley forum discusses the balance or process and content, how to detect the signals for indexing on one versus the other, and how to engage in conversation in support of process or content needs.

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