Overview
| All Information | Role Descriptions | Qualification Levels | Phases Defined |

The Sponsor Champion
| All Information | Qualifications | Phase 1 | Phase 5 |

The Sponsor Team - To be constructed.
| All Information | Qualifications | Phase 1 | Phase 2 | Phase 3 | Phase 4 | Phase 5 |

The Organization Developer(s) - To be constructed.
| All Information | Qualifications | Phase 1 | Phase 2 | Phase 3 | Phase 4 | Phase 5 |

The Sponsor CapacityWare Administrator
| All Information | Qualifications | Phase 1 | Phase 2 | Phase 3 | Phase 4 | Phase 5 |

The Client Champion
| All Information | Qualifications | Phase 1 | Phase 2 | Phase 3 | Phase 4 | Phase 5 |

The Executive Team - To be constructed.
| All Information | Qualifications | Phase 1 | Phase 2 | Phase 3 | Phase 4 | Phase 5 |

The Line-of-Authority (Managers and Supervisors)
| All Information | Qualifications | Phase 1 | Phase 2 | Phase 3 | Phase 4 | Phase 5 |

The Organization Development Coordinator(s) or Realignment Coordinator(s)
| All Information | Qualifications | Phase 1 | Phase 2 | Phase 3 | Phase 4 | Phase 5 |

Client CommunityWare Administrator(s)
| All Information | Qualifications | Phase 1 | Phase 2 | Phase 3 | Phase 4 | Phase 5 |

Team or Cultural Facilitator(s)
| All Information | Qualifications | Phase 1 | Phase 2 | Phase 3 | Phase 4 | Phase 5 |

Team Members and Team Leaders - To be constructed.
| All Information | Qualifications | Phase 1 | Phase 2 | Phase 3 | Phase 4 | Phase 5 |

End Users - To be constructed.
| All Information | Qualifications | Phase 1 | Phase 2 | Phase 3 | Phase 4 | Phase 5 |

There is a two-element approach to deliberate realignment projects. The first element consists of an External Change Agent Team (ODI). The second element must be constructed from among assets within the client organization and becomes the Internal Change Agent Team (Change Architects - normally high in the structure or Change Agents - normally close to the front-line). Members of both teams come from the bureaucratic organization and may also serve within the parallel organization.

The Internal Change Agent Team consists of those with whom specific well defined authority rests for the organization. The bureaucratic authorities have been well defined and are or may be backed by legitimate doctrine. Duties and responsibilities are clear and are or can be easily institutionalized. While this is not necessarily true for the External Change Agent Team, both elements are critical to success and serve a different purpose and role in that success.

At a recent event we asked over twenty people who had gone through a Realignment Project about special considerations that ought to be taken into account for four of the Internal Change Agent roles. They had specific comments about what each role ought to be concerned with primarily during each Phase -- those specific comments are contained in the section pertaining to the role being described. Below were their general responses.

Role Descriptions:

A. Sponsor/Client Champions. The Champion ought to project being a risk taker, being an activist. He or she ought to show up at events often, sometimes even unannounced, but ought not stay very long. Comments need to be supportive of the effort. The Champion ought to be a mentor and coach with a little cheer leading thrown in for good measure. It is important to everyone that the Champion be a protector, a shock absorber, patient and all the while understanding that culture change takes time and effort and doesn't happen overnight. The Champion ought to commit the resources needed for the Front-line folks to do what has to be done. It is also important for the Champion to put pressure on the Line-of-Authority to keep at the job and use the Cultural Facilitation resources provided. The Champion ought to roam about and ask questions, get answers, and make course corrections when needed. Above all, the Champion needs to keep up the momentum. Regular meetings with the ODI Consulting Team are an imperative to understand the full-range and intensity of work being undertaken.

B. Champion's Team. Those who report directly to the Champion have a visible part to play in the change initiative. People deep in the organization structure will take their cue from direct reports quickly and often irreversibly. If it is not a priority for the Champion's Team, it will likely not be a priority for the Line-of-Authority or for the front-line change agents. The Champion's Team ought to look for and find visible ways to meaningfully adjust the way their business is done in order to set the visible example. for the rest of the organization. Their talk and literature must echo the Champion's desires for this initiative to seriously alter the way business is conducted across the organization and into the vendor/customer domain. Some of those on the Champion's Team may also be embedded within the Line-of-Authority as well.

C. The Line-of-Authority. Those in influential positions ought to change to a more facilitated and less authoritative/autocratic style. They need to act as a "heat shield" when the going gets tough and expect there to be tough times. Those in positions of authority are asked to intentionally slow down, make room for culture building tasks -- to make developing cultural capacity a part of the job, not an add on. Most important, it is essential that those in authority get in step and not place themselves in a position that opposes the Realignment project. Followers want those in authority to be participative in the change process rather than give the impression that everyone else had to change, but they were exempt. Finally, people want to get feedback on how things are going. As long as the change was and remains inevitable, people want to know how it is progressing.

D. Organization Developer. The internal Organization Developer(s) is the principal advisor to the Champion's and his or her network on issues impacting stakeholder behavior. The areas of expertise include organization development, behavioral sciences, management science, and systems theory and applications. Under normal conditions, the internal organization developer is linked technologically to one or more external organization development sources in a practical partnership to allows intense synchronization with best practices within the domain. It is impossible for the internal organization developer to practice OD without this external link. In many cases, the external link must perform tasks that an internal professional cannot perform because they are "in" the culture they are charged with improving (often an impossible task).

E. The Organization Development Coordinator(s) or Realignment Coordinator(s). The Coordinator has to be honest and above board at all costs. The coordinator also has to be able to keep the confidence -- folks have to be able to trust the coordinator. The coordinator ought to be a trained facilitator, be diplomatic, a skilled bridge builder between people who don't naturally get along, and be somewhat resilient (able to tolerate the frustrations and abuses that a realignment project brings). The coordinator should be friendly and approachable, encouraging of participation, and one who makes things happen. Above all, the coordinator needs to be someone from whom people can get reliable information.

F. The CapacityWare Administrator (if appointed). When a CapacityWare Administrator is used in a Client organization, that position can be filled as soon as possible, preferably as Phase 1 approaches. The CapacityWare Administrator forms another critical and ongoing link with the External Consulting Team. If CapacityWare is installed in the client organization, the Administrator becomes a critical link between ODI CapacityWare resources and service and product users at or near the front line. As authorized individuals need products from the system, the Administrator become the first-source of information and expertise on the use of the system. They are also responsible for reporting to ODI potential improvements that will ultimately save time and enhance capacity.

G. The Cultural Facilitator(s). The Cultural Realignment Facilitators assist those in authority in four ways: the create graphics that help people understand and remember abstract concepts, the help groups achieve their intended purpose, the help people improve the productivity of processes, and the help people shift the cultural capacity of their sphere of influence. Cultural Facilitators are on the front-line of change initiatives and often place themselves in jeopardy for the overall good of the organizations they serve. Since Cultural Facilitators are the foundation of the change agent hierarchy, it is an imperative that Cultural Facilitators continuously improve their skills and abilities to assist in complex change initiatives. It is normally also required that Cultural Facilitators market their services internally since those in meaningfully are highly unlikely to engage their services without either a clear mandate or clear advantage.

H. End Users. Everyone in an organization is drawn to eventually engage practices that emerge from an organization development effort. Cultural capacity improvement initiatives are for everyone. The initiatives may begin looking much like a fad-of-the-month, but soon fade into the fabric of the organizations culture if done properly. Everyone behaves differently and works with altered (higher) expectations from their coworkers, from their management, and from their leaders. As a result of engaging in realignment activities an organization becomes more attractive: it attracts more highly qualified and motivated people, it attracts state-of-the-art tools with which to work, it attracts more generous investors, and it attracts more partner-oriented customers. Although the executive suite may desire all these things, it is the work done close to the customer that that will make those things a reality - the end users will make the ultimate difference between mediocre performance and loyal customer excitement.

I. Active Participants. Individuals who are actively engaged, even on an intermittent basis, play an important role in shifting an organization's culture. By virtue of their interest and participation, for example, on teams, they help shift the culture that emerges from the relationships they create. Even in conversation during breaks, at lunch, at the union hall, or on the phone during the evening they help with essential paradigm shifts that make improvements in the overall culture of the organization.

Qualification Levels:

Some people serve a change effort by virtue of their assignments in an organization. The top person is the sponsor regardless of any other qualification, as an example. This does not mean that non-certified participants ought not undergo a formal orientation and other events that will assist them in performing well within the context of the change initiative. Selected roles ought to be filled with an individual who is meeting or has met specific requirements of the ODI Certification Program: The Organization Developer, any CapacityWare Administrator, and any Cultural Facilitator. Additional Certifications may be desirable, for example, if the individual is limited to aiding others in the use of MTT-RGB (Matching Tasks and Talents). In addition to initial orientation and practical on-the-job activities that help qualify people for their roles, ODI has three Certification Levels and two Certification Tracks.

Orientations:

• Group Orientations - These session are of short duration and are designed to inform participants of upcoming events to help them place their activities in context of the change initiative.

• Coaching Opportunities - Just as groups are prepared, ODI coaches individual sponsors, Clients, and other key figures to be sure they understand the status of the change initiative and what is expected of them in the near future.

Certification Levels:

• Basic - At this level, the individual is able to augment an existing team in a specific role, normally under the direction of an experienced facilitator or organization developer.

• Professional - When an individual advances to this level, their performance requires little or no supervision. The are able to design and deliver more complex events and interventions to achieve project or organizational outcomes.

• Mastery - At the Mastery Level, individuals mentor, manage, and lead Basic and Professional Level facilitators and organization developers in complex, long-term projects and change efforts.

Tracks:

• Events - Events are limited in score to minor short-term projects.

• Intervention - Intervention work is focused on complex, systemic, long-term work that typically spans an entire organization and it's environment.

Phases Defined:

Typically intervention level work is characterized by five sequentially nested Phases. All Phases my be operating simultaneously. The labels used for each Phase will likely vary from one client organization to another, but characteristically continue to be recognizable:

• Phase 1 - Data Collection - Characterized by an effort to determine current status; develop a sense of where we are.

• Phase 2 - Direction - Characterized by an effort to determine common ground associated with vision, values, purpose, missions, and customer clarity.

• Phase 3 - Strategy - Characterized by planning to develop a strategic advantage.

• Phase 4 - Work Clarity - Characterized by individual work clarification, setting of personalized objectives, and clarifying team/individual priorities.

• Phase 5 - Sustainment/Refinement - Characterized by recycling through the previous phases to develop greater effectiveness and efficiency.

In the following sections we will describe the roles of the Executive Team members in two ways: General Descriptions, Qualifications, and Specific Realignment Phase-related Role Descriptions.

The Sponsor Champion is the individual "outside" the immediate client organization that still exercises legitimate control over the organization. In a traditional publicly held corporation, for instance, the Sponsor Champion might be the Chairman of the Board of Directors.

A. General Description. All coordination with the Sponsor Champion is completed by the Client Champion unless otherwise decided by the Client and Sponsor. The main rationale for involvement of the Sponsor is to remove the barrier that some in the client organization will hold up that the project does not have the complete blessing and support of the highest ranking person in the organization. Also, the project must have some "highest" visibility and ownership in the event that the client is displaced for any reason while the project is ongoing. In any event, the minimum involvement for the Sponsor is during Phase 1 and 5. If the Sponsor chooses, additional involvement is appropriate, but ought not to be as extensive as the Client.

B. Specific Realignment Phase-related Comments.

1. Phase 1 Direct Sponsor Involvement. The visibility of the Sponsor in Phase 1 is designed to demonstrate interest and backing for the project. There is no need for the Sponsor to participate fully in any activity, rather to be visible and genuine.

2. Phase 5 Direct Sponsor Involvement. At the conclusion of the first iteration of Phase 5, the Sponsor may participate in the brief back of progress that can be directly attributed to the Realignment Project, and participate in the celebration that follows (if desired).

The Client Champion is the individual in the top position "inside" the client organization. In many cases it will be the company president, or Chief Executive Officer. The Client Champion (referred to as Client) will have a unique relationship with the External Change Agent Team and normally work directly with the Client Lead on most matters.

A. General Description. The Client is normally the individual who has retained the External Change Agent Team to undertake the Realignment Project. The Client is "the boss." The Client depends, however, on the Client Lead and the Technology Lead on the External Change Agent Team to provide the assistance needed accomplish the Realignment work. To this end, meetings are conducted on a regular basis to be certain that activities are well synchronized between the principal players. The Client is responsible for coordinating all needed actions with the Sponsor. The Client may ask for and receive assistance from the External Team when needed. All Realignment Phases require some involvement of the Client. Either of the External Leads may involve the Client when it will advance the process. (Sometimes this may happen without planning -- the Client may be asked to participate in a meeting spontaneously, schedule permitting.)

B. Specific Realignment Phase-related Comments.

1. Phase 1, Direct Client Involvement. In Phase 1 it is vital for the Client to strongly communicate the degree of importance placed on the project in terms that are clear and irrefutable. Those with experience in the Realignment process have identified seven messages that can only be delivered by the Client:

a. Commitment. The commitment must be expressed in terms more strongly than a commitment to "do this until it's done." The message must be clearly articulated that, "...realignment is a new way of doing business which, once begun, will continue indefinitely." Unlike many improvement "fads," Realignment has self-correcting features that mandate ongoing adjustments to stay vital and vibrant.

b. Involvement. Realignment requires involvement from the top to the bottom of the organization chart and across its full breadth. The Client must be committed to involvement at each Phase, as must a significant number of other people across the organization. Involvement means that Realignment is a continuous job requirement, not a temporary add-on.

c. Problem(s) Recognition. The Client must recognize that the organization has a problem and that it is being addressed with the Realignment process. The Client must also recognize that once the problem is overcome, Realignment will continue to assure that the same or similar problems do not emerge again in the future at the current magnitude.

d. People Selection. Changing an organization's culture using Realignment as a catalyst requires a critical mass. The Client must affirm that he or she will be personally involved with the selection of people for key roles in the Realignment process. Ample opportunity will be made available for people to express their desires, and for them to self-organize, but the Client must be involved to assure critical mass in both quantity and influence is reached and sustained.

e. Roadblocks. The Client must acknowledge that roadblocks do exist and that more will surface. The Client must convince people that he or she will deal with those roadblocks that are appropriate, but that some roadblocks must be dealt with by others in the organization if they are to be fully removed, and not just become part of the cultural undercurrent. The Client must also commit to involving people who may be critical of the process -- Realignment makes too much sense to load the ranks with easy converts.

f. Measurements and Feedback. Realignment processes include measuring culture on a variety of fronts using CommunityWare. The feedback provided by the system is critical to the overall success of Realignment. The Client must commit to using CommunityWare as an example for others, that is, commit to getting feedback from the system and using it in a visible way.

g. Managing Change. The Client must acknowledge that change can be either accidental or deliberate, and that this initiative will be deliberate. The Client must communicate that he or she intends to lead the change effort, and insure that it is managed well -- personally and by a group of experts engaged for this purpose.

2. Phase 2, Direct Client Involvement. During Phase 2, members of the organization will be establishing the organization Belief Set. The Client ought to participate in this effort, but ought not to provide the Belief Set or any part of it completely. People at all levels of the organization ought to share in establishing the Belief Set. To this end, the Client must be concerned with five discrete messages:

a. Shepherding. Seeing to it that everyone in the organization is involved in some way is a cultural tone that must be set from the very top of the organization. The Client must set this tone by including as many people from an "organization slice" in the process as is practical. This means including the critics and cynics as well. The Client must set the broadest possible boundaries for the dialog.

b. Environmental Interpreter. People in the organization often do not have a clear picture of what is going on in their environment that will potentially impact them. The Client is the one person in the organization that will have a best picture of potential top-down influences, and it is a Client responsibility to communicate that potential during the Belief Set dialog. If this can be done is writing, so much the better.

c. Participation. Although participation must be guarded so as not to exert undue or premature influence, the Client owes other participants the benefit of his or her thinking. Adoption of the Belief Set requires a concordant vote, which mandates that the Client participate fully, even though that participation must be well-timed and orchestrated.

d. Modeling. An established Belief Set may require demonstrating a new value set for everyone in the organization. The Client, more than anyone else, will be visible in adjusting to this new value set by employing new behaviors. Even though radical adjustment may not be necessary, subtle shifts must occur and be spotlighted when they do. This model of spotlighting new behaviors and affirming values will continue throughout the first and second iteration of the Realignment process, and become less visible thereafter. The Client should use the Belief set to represent the organization on every available opportunity, internally and externally.

e. Visioning. Unfolding the Client vision must be done thoughtfully and incrementally. The most powerfully pursued vision is a shared vision constructed from the imagination of all the key stakeholders in an organization. A strong shared overarching vision will be permissive of many subordinate visions that add strength and vitality to it. This means that everyone plays a part in visioning. We recommend that the Client be the first to poke a vision hole in the fog surrounding an organization, but that he or she allow plenty of opportunity for others to break through the mist surrounding that initial hole with details that add ownership and clarity. The Client must be ever mindful of others' comments and the ultimate effect they might have of either adding strength, or detracting -- building ownership in the right direction, or the wrong one.

3. Phase 3, Direct Client Involvement. Phase 3 represents new challenges that apply pressure for positive change primarily at the major Directorate/Division level in the organization. The Client must be the champion for change within his or her leadership suite while at the same time adding encouragement and support to subordinate elements. In the midst of this, the Client must deliver five messages:

a. Vulnerability. The Client must exhibit vulnerability during this Phase, perhaps more than any other. It is during this Phase that commitment transitions to action -- the Client leadership suite must learn by trial and error about the potential chaos of Realignment just like everybody else. As the modeling continues, the risk of vulnerability adds credibility and determination to the formula.

b. Time and Resources. People in the organization will need time during Phase 3 to conduct business as usual, and at the same time determine what "business as usual" will become obsolete, what will require change, what will continue. This is the time to be deliberate and adventuresome at the same instant -- time to live on the edge of paradox.

c. Navigator. The best Client will be the one who navigates the chaos and publishes lessons learned from his or her own experience. People will need license to "try" and learn from failures. The best license they can get will be from the Client who has already braved the chaos and succeeded, although presumably not fully without fear.

d. Continuing Priority. This might be the Phase were people will begin to feel the drifting effect of doldrums. It will be an easy place to ignore the Belief Set already established and resume old habits. The Client must continue to emphasize that Realignment is a priority, and that staying the course will have its rewards.

e. Feedback, Feed Forward. There appears to be a tendency during this Phase for the Client to become a bit more isolated than usual. The Client ought to fight the urge, become more visible, be more direct and honest with others, ask for feedback, and give it more freely. If failures are encountered, they need to be published so that others can learn from them. Successes ought to be celebrated with gusto.

4. Phase 4, Direct Client Involvement. During Phase 4 the organization will begin examining the gritty details of its processes. Work flow charts will be commonplace as an instrument for making improvements in processes. It is imperative that cultural implication be continually emphasized during this Phase. How processes are improved is of equal or greater importance than the improved processes (although it will be easy to loose sight of this). Four clear messages must be delivered by the Client during Phase 4:

a. Arms Length Interest. The Client must stay out of the way, without conveying a message of disinterest. Asking questions will be more productive than providing answers during this Phase. The Client can be a genuine catalyst for making connections between processes and cultural implications that may not be evident to others, however.

b. Productivity Dips. There is an organization development expression: "Go slow to go fast." That is, go slow so that learning occurs, ownership is built, and relationships improve. Productivity dips often provide evidence that these things are happening When this is the case, the Client must be patient, because learning might well be otherwise cut short. Learnings that occur during this Phase will apply to many follow-on functions, so dividends will likely be high. The Client might well ask what the learnings are thus far, and help process the answers.

c. Grace. The Client must be able to forgive in the face of pressure for increased performance. The Realignment process requires that people stretch into new thinking without fully understanding the implications beforehand. Along with this requirement comes the necessity to provide grace to those who genuinely stretch for the good of the organization. In truth, it is often those who need grace the most that have earned hero status at the same time.

d. Cultural Standard Bearer. It is at the time of examining the work flow and tasks to be done that the working relationships within the organization come under the greatest stress. The client must be ready and willing to support and encourage the redefining of those relationships in the realigning of the organization. The client must stand ready to approve new ways of doing the work that emerge from the analysis of the phase, and support those who risk for the sake of improving these processes.

5. Phase 5, Direct Client Involvement. During Phase 5 those that have been most active in the Realignment process will naturally turn their attention to identifying things that might have gone better -- to improving performance the next time around. Dialog is often punctuated by, "If only we'd done this or that differently!" The Client earns the status of Champion during Phase 5. The six clear messages that need communicating are:

a. Public Relations. "We made it! It may not have been the smoothest of journeys, but we did it! We have completed the process, learned from it, and face the next iteration knowing that it can be done, and will be done better." The folks internal to the organization need to hear this message (assuming it to be true). And the folks who have been watching from outside the organization need to hear it as well.

b. Celebration. People need an opportunity to celebrate their accomplishments during the first iteration of Realignment, and perhaps to laugh a bit at some of the mistakes that people made in innocence. It would be appropriate for both serious and comic awards, metaphoric dramas, or comic interchanges. The process normally has one or two casualties, and it might also be appropriate to validate that change has taken a toll as well.

c. Sustainment Resources. It is the Clients job to gather the resources it will take to sustain the effort through several iterations until the processes become a part of the culture of the organization. When the Realignment process has completed its first full iteration, people need to know that resources are in place for continuing the effort until it becomes second nature. It is also worth mentioning here that fully documenting successes assist in getting needed resources, and provide an edge against a successor abandoning the course. The strength of well documented success goes far in stabilizing the need for continuation.

d. Change Tolerance. The Client ought to make special note of the degree to which the organization has increased its tolerance for change and its ability to adjust to conditions more quickly and effectively. Inherent in this message is the notion that each time the process is iterated, the better the organization is postured to adjust more quickly and effectively to new demands placed upon it.

e. Publish Results. The Client must encourage the organization to participate with other organizations in helping them improve by publishing results which will enable others to learn. This may mean close-hold publications or it may mean publishing articles about successes achieved in widely circulated professional literature.

f. Validation. People need to know that what they have accomplished means something to those who will follow in their footsteps. They need to be validated for both what they have accomplished and what they have learned from their failures.

People in the Line-of-Authority may occupy any one of several traditional positions in the organization. Those in the top Line-of-Authority positions will often be Directors, or Branch Heads. They will be direct reports to the President or Chief Executive Officer. Those within the Line-of-Authority will often have the most difficult role to fill successfully in a Realignment Project because of the dual nature of their task -- remaining responsible for product and service delivery at acceptable standards while being responsible for leading the change in organizational culture at the same time. Often these two tasks are in opposition to one another.

A. General Description. People in the Line-of-Authority will have an especially taxing time during the Realignment Project. In addition to "routine" business, they will be expected to attend and participate in sessions which are designed for the leadership of the organization, and attend and participate in session held exclusively for their part of the organization. In the first situation, they will be providing the leadership model for the entire organization, in the second instance, they will be providing the specific leadership model for their specific part of the organization.

B. Specific Realignment Phase-related Descriptions.

1. Phase 1, Direct Line-of-Authority Involvement. Those in positions of line authority have a special requirement during Phase 1. The Client will have verbalized a commitment to Realignment during this Phase, and those within the Line-of-Authority must aggressively and clearly support that commitment quickly. Hesitation or hedging during Phase 1 will be noted during the full duration of the project. If, in good conscience, this cannot be done immediately and sincerely, the resulting hesitation will be negatively interpreted across the organization. If support is offered outwardly, but not taken to heart, it will also be detected and result in mixed messages across the organization. Those in Line-of-Authority cannot afford the adverse implication of less than full commitment. Extra measures must be taken quickly by those in the Line-of-Authority to understand the need for Realignment from the Clients point-of-view and embrace it as their own. Four messages from the Line-of-Authority must mark Phase 1:

a. Remove Guilt. The need for Realignment is most often a system problem that grows naturally from an organizations success. No one person or small group of people is responsible for having misaligned the organization. Misalignment is a common occurrence. Those in authority must communicate that this phenomena is not unique to this organization -- it is a natural by-product of their success.

b. Validate the Problem. During Phase 1, care is taken to collect information that identifies trends and isolates the top priority trend. The Client will announce this information and often open the data up to careful examination to anyone interested. Those in the Line-of-Authority must validate this information or take great care to convince the Client otherwise before any announcement is made. The organization can rarely launch a successful Realignment project if those in top positions are severely divided at the outset.

c. Educate and Orient. A first step in preparing the organization for change will be to provide everyone with special education and orientation concerning the change process in general, and Realignment Technology specifically. Those in positions of authority must see that this happens, and ideally, be a part of the process.

d. Pledge Support. The Realignment process calls for a commitment of resources, especially time. Those within the Line-of-Authority can undermine progress by withholding the necessary resources that are needed to make things happen. Phase 1 is an ideal time to commit the necessary resources to the project to assure its success.

2. Phase 2, Direct Line-of-Authority Involvement. During Phase 2 those within the Line-of-Authority will be involved with establishing at least one Belief Set. They must take care to assure that their participation is as a representative of those with whom they work, and they must add realism to Belief Set follow-through activity as quickly as possible. Three critical messages need to be delivered through their actions:

a. Reprioritization. With the establishment of the Belief Set, new priorities ought to begin emerging. An examination of a newly articulated Purpose and Missions, for example, ought to trigger an examination of activities that might be discontinued because those activities no longer fall clearly within the scope of the organization's new parameters. Likewise, as the normative Values that emerge from the Belief Set begin to shape new decision making patterns, priorities and the rewards attached to attaining them will again begin to shift.

b. Savings. As old ways of doing business are replaced by new methods, it ought to yield an improvement. Time might be saved, other resources might be saved, hurt feelings might be spared, delays might be eliminated, fewer people might be involved, or perhaps more people will be involved when they should have been all along. Those in the Line-of-Authority must find savings and make them visible.

c. Productivity Increases. We define productivity as the feelings one has from having done the right things well. As the organization stops doing low value things and begins doing high value things, productivity increases. This can and ought to begin in small ways during Phase 2. It is the shift in direction that occurs, nearly unnoticed, one or two degrees at a time that will make an enormous difference in the destination of an organization over time. Those in the Line-of-Authority must be sensitive to these shifts and document them for continuing observation and refinement.

3. Phase 3, Direct Line-of-Authority Involvement. During Phase 3, strategies are draped under each established Mission and clearly linked to goals that support Mission accomplishment. Those in authority must keep an open mind to new alternative strategies to accomplish mission goals. Some old practices may be replaced with new and improved methods. Work may begin to take on new structure and involve new people in tasks never before performed. The five messages from the Line-of-Authority during this Phase must be:

a. Clear Processes. Strategy formulation is attained by following a clear and workable process. The process works -- let it unfold a strategy for each mission area. Those in Authority may choose to be a part of the process of establishing strategy by playing an up front role in the workshop environment.

b. Strategy Prioritization. As strategies are formulated during this Phase, those in Authority may insist that strategies be prioritized. This will establish a clearer hierarchy of work for the entire work group, and ultimately the entire organization. Strategy prioritization will also allow people to make clearer decisions with regard to leveling workload across job strategy boundaries.

c. Importance of Planning. The Line-of-Authority must begin to insist on planning as a means of achieving coordinated efforts. Plans do not need to be lengthy or elaborate, but ought to contain several minimal elements: Outcomes, Methods, and Resources. This translates into answering the following questions: What are we trying to achieve? How are we going to achieve it? What will it cost? Included in the plan ought to be: Who does what! and a timeline that describes when events are supposed to occur. Plans need to be shared with the Realignment Coordinator so they can be tracked, progress measured, and implementation fully integrated.

d. Success Standards. Those in the Line-of-Authority must know and articulate often what it will take to be successful within the parameters of each strategy. People deserve to know the standards by which their performance will be judged as successful. During the strategy bridge construction standards become a paramount issue.

e. Strategy Fit. Those in authority must question the strategy fit and synchronization for everything that happens within their purview. They must also encourage others in the organization to question strategy fit with the same vigorous insight. This may not mean that work will simply be discontinued because of the lack of quick response. It does mean that an earnest effort must be put forward to determine where the strategy fit exists in everything the work group does.

4. Phase 4, Direct Line-of-Authority Involvement. The substantial completion of Phase 4 will mark a resounding success for those in the Line-of-Authority. It will mean that nearly all the process flow charts have been completed (at least for the major processes for each team), that objectives have been synchronized with each individual "position description," that priorities have been established for each process-strategy pathway, and that tasks and sub tasks have been fully integrated with an ideal incumbent's natural abilities. By any yardstick this is a great deal of work and it deserves applause. During Phase 4 there are seven messages that must be delivered by the Line-of-Authority:

a. Implement Priorities. At this point a full priority set has been established comprised of elements from Belief Set Priorities, Strategy Bridge Priorities, and Work Regimen Priorities. Although each of the three Realignment Model elements may have allowed people to refocus attention, now that all three are in place, a clearly defined implementation of priorities should be easily scheduled. Visible signs of priority sets might well begin to appear in print, on wall plaques, and be reflected in the reward system.

b. Ensure Resources. Whenever possible, changes brought about by those leading the Realignment effort must receive the necessary resources required for them to achieve success. Naturally, this will not mean all resources go to the Realignment process. It ought to mean that Realignment receive its fair share of time, talent, attention, and money. The most important is this equation are the time and attention required to do cultural things differently.

c. Measure Results. Those in the Line-of-Authority must be the real and continuous champions of measurement. This means that they must subject their own actions to continuous cultural measurement and insist that others under their authority do the same. But more than just measurement, those in the Line-of-Authority must be the first to "do something" as a result of the measurement feedback they receive. Their follow-through must be swift and visible if they expect others to follow.

d. Motivational Catalyst. Those in the Line-of-Authority must realize that they cannot directly motivate. Motivation emerges within an individual based on something in their environment -- some catalyst. Those in authority must create and sustain an environment/culture within which people can find the motivation they need and want to excel in everything they do. We once asked a group of senior executives to describe their most perplexing dilemma. Without hesitation they described what we labeled as the high cost of supervisory motivation. The group likened it to trying to push a rope up stream -- a seemingly impossible task.

e. Implement Timeline. As priorities become clear, it makes sense to array some of them along a timeline. This provides the benefit that everyone can see what is important today, tomorrow, and next year. People can then begin to make contributions to achieving the organization's priorities in ways that may not otherwise seem practical. Those in top positions can manage priorities from a broader perspective in this manner.

f. Tweak the Process. All the Realignment literature in the world can be for naught if someone in authority, on the scene, lacks the feeling of empowerment necessary to "do the right thing" at the precise moment that the right thing is called for. Tweaking the process means never being satisfied that yesterday's improvement is still going to serve well today.

g. Let Go. One of the hardest things for those in any Line-of-Authority to do is to "let go." Those in top jobs need to be concerned with top job things. Those in other jobs need to be concerned with other job things. When management is burdened with doing jobs that really belong to someone else, they are not doing their own work, and the process is terribly broken. When I "let go" of things I should not be concerned with, someone else has to be concerned about what I've let go of in order for the whole process to work. As soon as there is evidence that someone else has shifted attention, it may well be time for me to "let go."

5. Phase 5, Direct Line-of-Authority Involvement. During Phase 5 the Line-of-Authority is concerned with sustaining the efforts that have already produced a partial success, and instituting improvements that will accelerate improvement. Four messages need to be delivered:

a. Regular Staff Meeting Check-in/Feedback. During the Realignment process events are punctuated by a Check-in. Check-ins serve a specific purpose in that they bring a group to the point where they can talk about things that are really important. Time ought to be set aside a regular staff meetings for the purpose of Check-in -- talking about things that are really important. Agendas are fine for keeping things on track, but time must also be allowed to divert when there is a need to do so.

b. Celebrate Cultural Development Successes. Celebrate success specifically means celebrate cultural change success. There are probably plenty of under used mechanisms already in place for celebrating or rewarding individual accomplishment. Rarely are there appropriate and institutionalized methods in place to celebrate cultural development successes. An ideal time for those in the Line-of-Authority to begin new team celebration ceremonies that help develop culture is during the sustainment dialog.

c. Modify the Process. Realignment Technology offers a generic process to change the culture of an organization. Normally, the generic process is used for the first and often the second iteration of cultural change. By the third iteration, however, the organization has begun to take control of its own cultural future by adopting modifications to the generic process. This is normal, and in fact desirable by the third iteration and beyond. The tone ought to change from THE Realignment process to OUR Realignment process.

d. Morphing the Culture. Culture will not change abruptly. The very strength of culture is enormous stability. The transition of a strong negative culture to a strong positive one runs the full spectrum. It will take time, and numerous small course corrections of just a few degrees each. In the motion picture industry, morphing occurs when one image slowly transitions to another. None of the in-between phases of transition are exactly like either the beginning nor the end. Culture changes in a similar way. It is the Line-of-Authority that must carefully watch to ensure that the process is ongoing and headed in the right direction.

The Realignment Coordinator is appointed by the Sponsor/Client to act as the organization's primary Point-of-Contact with the External Change Agent Team. The Realignment Coordinator will be the single most informed internal information source regarding all aspects of realignment because the person in this position stands at the junction of information flow. The Realignment Coordinator must also have the special confidence of the sponsor/client and be the coordinator of all Front-line Change Agent Teams.

A. General Description. The Realignment Coordinator works directly for and on behalf of the Client and with the External Team members on matters concerning the Realignment Project. The Realignment Coordinator will typically translate needed courses of action into specific "taskings" for the staff in the organization. These taskings transcend phases and are addressed separately. The Realignment Coordinator acts with the authority of the Client in this regard. It is important that the person in this position remain in this position for the duration of the project or provide for project continuity throughout its term. The Realignment Coordinator is the primary internal person that maintains continuity between Front-line Change Agent Teams, other members of the Internal Change Agent Team, and the External Change Agent Team.

B. Realignment Coordinator Tasks - All Phases.

1. Locate and Schedule Space. Each Phase has special space requirements that range from a private place for one-on-one interviews, to large areas for all-hands meetings. Typically, space requirements for normal meetings fall within the client purview, but often the larger meetings or training areas will require coordination at the next higher level. Close coordination with the External Change Agent Team will surface requirements early and provide plenty of time to get space issues resolved. When appropriate, knowing space layout requirements may also help resolve space acquisition problems.

2. Make Appointments. When it is difficult for the External Change Agent Team members to make appointments, this task may fall to the Realignment Coordinator. This is especially true during early Phases of the program when people do not know each other and space requirements are also a consideration. Also, External Change Agents may be in no position to officially arrange for appointments that may require urgent attention.

3. Announce Vacancies and Collect Names of Nominations/Volunteers. As the Realignment program unfolds, there will be ample opportunity for people to be nominated or volunteer for specific assignments. These announcements will be coordinated through the Realignment Coordinator and those interested in filling those vacancies will respond to the Realignment Coordinator. The Realignment Coordinator will also be responsible for fielding questions about the assignments, for providing literature to those interested and desiring more information, and for stimulating interest among selected individuals known to have the skills required of the assignment being announced.

4. Recommend Candidates. The Realignment Coordinator may also be asked by the sponsor/client to make recommendations to fill vacant positions when those who have volunteered are clearly too many to accept. For example, a Realignment Team may best function with 7 to 9 members. If 12 apply they might all be accepted. But if 27 apply, the list will have to be narrowed through a process of selection and recommendation. Also, everyone who desires to be interviewed during Phase 1 may not be able to be interviewed if time constraints are limiting. The Realignment Coordinator may suggest that informal preliminary focus groups collect information among people who work together, and that a representative be selected to participate in more formal interview processes. A similar process might be used if too many people desire to attend quarterly StreamLearning events.

5. Maintain the Cultural Realignment Library and Files. As events take place during the realignment program, the Realignment Coordinator will collect file copies of transcribed charts, or other documents. These will become the official organization repository for the program. People who want to obtain copies of these documents will be referred to the Realignment Coordinator.

6. Make Distribution of Literature. Throughout the realignment program there will be a need to distribute literature to individuals, to specific groups, or to everyone in the organization. The Realignment Coordinator will be asked to assist the External Change Agent Team in this effort.

7. Be a Conduit for Information Flow. Whether by voice, paper, or electronically, the Realignment Coordinator will be a conduit for the flow of information concerning the realignment program. People who want information of either a general or specific nature can expect to call upon the Realignment Coordinator for it.

8. Manage the Realignment Bulletin Board. The Realignment Bulletin Board (or a portion of any current Bulletin Board) will be used to "post" information of general interest. This can be the result of surveys, or the posting of photographs taken at the latest realignment event. Whatever the requirement, the Realignment Coordinator will take care of the requirement.

9. Coordinate Realignment Team Activity. Realignment Teams will meet on a varying schedule to complete specific tasks. The Realignment Coordinator will determine meeting schedules based on input from the External Change Agent Team. In some cases, the team will be officially chartered under the authority of the sponsor or client, and the Realignment Coordinator will handle the formal paperwork required. As teams are discontinued, the Realignment Coordinator will work with the client to assure appropriate recognition for those who have served the program well.

C. Specific Realignment Phase-related Descriptions.

1. Phase 1, Direct Realignment Coordinator Involvement. During Phase 1 the Realignment Coordinator is busy learning the rhythm of a new assignment, and trying to keep track of the flow of information that in Phase 1 is enormous. His or her hands are full. Quite often, the Coordinator is new to the soft science of Organization Development which adds additional stress and frustration. Five messages must be communicated by the Realignment Coordinator during Phase 1:

a. Role Selection and Blessing. During the initial Phase, people will be asked to volunteer for participation on various Teams. It will be the Realignment Coordinator who works with the various people in the Line-of-Authority to actually decide who will participate and in what capacity. Although each role and Team is provided with some generic literature to aid them in getting under way, these directions must be understood and assistance provided in carrying them out. As each Team develops a Plan of Action, it is the Realignment Coordinator who must initially bless those plans (not necessarily approve them).

b. Creation of a No-fault Environment. Clearly, during Phase 1 an outcome is to "learn" about the organization functions, this can often best be done in a trial and error, no-fault environment. The Realignment Coordinator establishes the tone for this environment and thereby enables people to learn without undue stress of potentially damaging failure.

c. Pacing the Client -- Modeling. When it comes to the Realignment Project, the Realignment Coordinator, more than any other individual, must be the alter ego of the Client. The Realignment Coordinator must pace the Client (find out how the Client wants his or her behavior to model the correct cultural attributes), and exhibit those behavioral attributes. The Realignment Coordinator must be a "model" of realignment behaviors.

d. Learning the External Team Interface. The Realignment Coordinator will be the primary day-to-day interface with members of the External Change Agent Team. In this capacity, the Realignment Coordinator must learn what is expected and what to expect of and from this relationship on several dimensions: logistical support, interpersonal characteristics, style implications, and other potential assistance needed.

e. Forming Communications Links. During the initial Phase, the Realignment Coordinator must be concerned with establishing initial realignment communications links with someone in each of the organization elements. Later in the project, these links will be expanded to specific people filling specific roles, but initially the Realignment Coordinator must be concerned with both establishing the link and making sure that it is of high quality.

2. Phase 2, Direct Realignment Coordinator Involvement. As the organization establishes/articulates its Belief Set, the Realignment Coordinator role shifts from planning and getting ready, to actually coordinating directly related realignment issues. The "control desk" begins to come alive. Four concerns become paramount at this Phase and must be communicated:

a. Buy-in. By the end of Phase 2 buy-in among each of the organization elements ought to be growing. It may be acceptable that buy-in is not at 100%, but it ought to be clearly beyond the critical mass of 35 to 50%. The Realignment Coordinator may be able to measure this percentage through informal polling conversations, or through actual measurement means. Either way, it is a responsibility of the Realignment Coordinator to come up with this figure and keep track of it for the duration of the project as it changes. By the end of the first iteration, buy-in ought to be at the 80% mark or higher. By the end of the second iteration, buy-in ought to be close to 95 to 98%. The cost of achieving 100% buy-in ought to determine the degree of effort and other resources expended.

b. Language Continuity. As each organization element establishes its Belief Set, it will use specific language in describing its Purpose, Values, Vision, Missions, and sometimes Customers. It will be the Realignment Coordinator who detects and suggests language continuity that can be achieved on the subsequent iterations. In part, this is why the Cultural Facilitation Team will suggest the first, and potentially, the second iterations of the Belief Set reach only 90% or so acceptable -- changes will be made based on language disparity and based on the implications of the remaining as-yet-unresolved elements of the Alignment Model.

c. Resource Support. The primary resources needed during this Phase from the Realignment Coordinator are time and materials (in the form of literature or other media) about how the Realignment process is supposed to work. Following the workshop stage of Phase 2, people will be performing a variety of tasks designed to displace current or old Belief Sets and put in place the new Belief Set. This will take time to complete. The Realignment Coordinator must be alert to necessary delays before scheduling Phase 3 Realignment initiatives. In addition, people may have varying needs for supporting literature and materials that the Realignment Coordinator may be able to satisfy.

d. Expanded Communications Linkages. Selecting from among other possible members of Teams activated during Phase 1 and 2, may enable the Realignment Coordinator to strengthen communications links with internal Cultural Facilitation Team members. Using these facilitators across organization boundaries can best be aided by the Realignment Coordinator. The Cultural Facilitation Team -- Realignment Coordinator communications link will be one of the most vital during the entire process and will depend in large measure on the foundation established here during Phase 2.

3. Phase 3, Direct Realignment Coordinator Involvement. As all parts of the organization develop their Strategy Bridge based on Missions, the Realignment Coordinator's job becomes more complex. It is the Realignment Coordinator's job to detect cultural shifts across the organization that may not be synchronized with one another. This is a difficult job and one, during Phase 3, that must be accompanied by four messages:

a. Gather Information and Make Plans. Whenever possible, formulate plans based on a firm foundation of information. Gather information from within the organization and from outside the organization. Use current and potential customers to determine the health of the products and services being produced internally. Be aggressive in planning using the OMR Model: Outcomes-Ownership, Methods-Magnitude, Resources-Resistance. Plans are to achieve desired cultural change in each strategy implementation. If satisfactory results are not attained as expected, alter the plans.

b. Monitor Plan Implementation. Integrate plan timelines into project manager software that permits easy monitoring. Task the CommunityWare Administrator to measure progress and satisfactory results of all known plans.

c. Correlate Survey and Inventory Data. As survey and inventory data is collected, it must be correlated across organization element boundaries. Although the CommunityWare Administrator may assist in the process, and the Data Collection Team may also help, the full responsibility for correlation of the data and returning trends to the stakeholders belongs to the Realignment Coordinator.

d. Expand Communication Links. Communication links begin to expand into those work groups and teams that are responsible for implementing strategic plans in each of the organization elements. The Realignment Coordinator must pay specific attention to those groups where survey or inventory data suggest a need for that attention. Secondary interests may fall to assistants during this Phase.

4. Phase 4, Direct Realignment Coordinator Involvement. During Phase 4 the Realignment Coordinator's attention shifts from the Strategy Bridge to the Work Regimen -- specifically work flow cross-team examination. As each work group in the organization nears completion of the work regimen work flow process, the Realignment Coordinator examines these process flow charts across major organization elements for the purpose of synchronizing work flow processes that may not otherwise be integrated. Five major communication concerns emerge at this time:

a. Share Information. As learnings are reached, it is the Realignment Coordinator who must document and share this information with the rest of the organization so that appropriate corrective actions can be taken. It is also desirable, and at the discretion of the Realignment Coordinator, that learnings be shared with the External Change Agent Team as well so that improvements can be made that will effect other client organizations.

b. Assist with Planning, Coordinating, and Implementing. When requested by those in the Line-of-Authority the Realignment Coordinator must be a subject-matter-expert to operating elements of the organization. It is in this near final Phase of Realignment that this role will most likely gain in popularity. On-request assistance is a natural measure of the degree to which the Realignment Coordinator has fostered quality relationships with all members of all the Change Agent Teams.

c. Encourage Timely Decisions. Using project management software (which will be provided by the External Change Agent Team upon request) the Realignment Coordinator will help those in Line-of-Authority and other positions make timely decisions that may impact others in the Realignment project. The final arbitrator of timeline events must be the Client, but rarely would this become a necessity if the Realignment Coordinator is doing what is expected.

d. Monitor and Provide Feedback. The Realignment Coordinator monitors a variety of action plan implementations and other processes. When asked to do so (and often prompted) the Realignment Coordinator must provide constructive feedback to those who request it on how they are doing in the process, and what they might be able to do to improve performance and productivity.

e. Improve Dialog Flowing Through Communications Links. This might well be the time for the Realignment Coordinator to call special meetings between people who have similar jobs or similar processes for the purpose of exploring cultural improvement across organization element boundaries. By the end of the first iteration of Phase 4, the Realignment Coordinator ought to be concerned with the high quality of communications -- Are people talking about the right things?

5. Phase 5, Direct Realignment Coordinator Involvement. During the Sustainment effort of Phase 5, the Realignment Coordinator is primarily responsible for being the architect of process modifications. As "lessons learned" become available, it is the Realignment Coordinator who determines the implications of those lessons and actually adjusts the internal documentation that will result in improvements during the next process iteration. It is also important for the Realignment Coordinator to make improvements known to the External Change Agent Team Lead so that other organizations might ultimately also benefit from learnings. Six messages are of prime concern during this Phase:

a. Continuous Monitoring/Measuring. By the end of the first iteration, the Data Collection Team, and the CommunityWare Administrator have likely determined many things they might have done differently to improve the performance of their respective areas. The Realignment Coordinator will likely have similar insights. Since an underlying premise of Realignment is its strong reliance on measurements to determine course corrections and overall progress, it is imperative that this area be first to improve itself. It is recommended that the Realignment Coordinator call the first of periodic meetings of those concerned to determine improvements that can be effected in the monitoring and measuring procedures.

b. Determining and Reporting Motivation Characteristics. People will be motivated to do what there is a clear and compelling reason for them to do. It will be beneficial if it is in their own best interests, but that interest may not always be apparent. Many people will be motivated by selfless reasons because they value the results they will achieve for others. Regardless of the reasons for motivation, the Realignment Coordinator must determine, during the Sustainment Phase, the type and extent of motivation across the organization. This may be done by any reasonable method although the use of CommunityWare is suggested. It is not the Realignment Coordinator who created the environment/culture within which people feel motivated, however, it is imperative that the Realignment Coordinator report this information to the appropriate person or people in the Line-of-Authority for follow-through.

c. Creating and Recommending Realignment Incentives. Since Cultural Realignment normally falls outside the traditional rewards and recognition system, the Realignment Coordinator must make a special effort to generate appropriate incentives for those who participate effectively. Changing culture is not a single person job, nor should the incentives be single-person-oriented. Since culture resides in relationships (two or more), the incentives must be collective as well. People who receive collective incentives may even need training or orientation in how to accept a collective award if it is merited.

d. Publishing Realignment Status Information. During the Sustainment Phase, it is important to provide information about how the project has gone thus far. Although this may not be delivered by the Realignment Coordinator, it is appropriate for it to be pulled together and published here.

e. Trouble Shoot/Fire Prevention. Since the Realignment Coordinator is at the nexus of much of the information flow in the organization pertaining to the realignment project, he or she will likely detect any hint of trouble before it emerges full scale. In this event, a plan ought to be developed and implemented in concert with appropriate people to overcome the difficulty. Although this may occur at any time, it is particularly important to acknowledge this probability during the sustainment efforts.

f. Enhance Communications Links. During Sustainment, genuine, for-the-good-of-the-organization communications ought to prevail. The Realignment Coordinator must do anything necessary to insure quality dialog during the Sustainment Phase.

The CapacityWare Administrator is appointed by the Client to act as the primary data collection coordinator for the Realignment Project. The CapacityWare Administrator also serves on the Data Collection Team and attends all required CapacityWare training.

A. General Description. CapacityWare provides all diagnostic support for the Realignment project. This includes both individual personal style inventories, and organizational surveys. In both cases, the CapacityWare Administrator plays a key role in scheduling people who must provide input, running reports, administering surveys and inventories, and interpreting data. Typically, the CapacityWare Administrator has an Assistant that can provide support as needed at peak periods during the project. Although not essential, it is desirable for the CapacityWare Administrator to have a credible statistical background.

B. Specific Realignment Phase-related Descriptions.

1. Phase 1, Direct CapacityWare Administrator Involvement. Phase 1 is consumed with activities that prepare the CapacityWare Administrator for survey and inventory processing in this and subsequent phases. The Administrator must become trained at the earliest possible date during Phase 1. In addition, the following Phase 1 events must be completed:

a. Initiate and Complete the Baseline Survey. Using the procedures established in the CapacityWare Manual, the CapacityWare Administrator is responsible for completing a systemic baseline measurement. This measurement will be used to surface trends, and formulate a cultural remediation strategy based on Unifying Human Systems guidelines. It will also be used 12 to 15 months later to determine the degree of change.

b. Participate in the Data Fair or Similar Event. The CapacityWare Administrator will participate in the Data Fair or similar event by showing people in the organization live demonstrations on how the data is used, interpreted, and incorporated into decisions based on the data trends. This presentation will also include an open question and answer period so that everyone interested can have their questions answered in a straightforward way.

c. Assist in the Training of Cultural Facilitators. Cultural Facilitators may undergo abbreviated training on CapacityWare during their Phase 1, one-week Cultural Facilitation Course. This training will provide vital assistants for the CapacityWare Administrator at the work group level in the organization.

d. Schedule and Plan for Follow-on Measurements. The CapacityWare Administrator will develop a plan for follow-on measurements. The schedule will be synchronized with the Realignment Coordinator to assure measurement vehicles are ready when needed.

2. Phase 2, Direct CapacityWare Administrator Involvement. During Phase 2, there are three conditions that require measurement:

a. Alignment Style Preferences of Participants. Each person who has an active part to play must complete the Alignment Style Preference Inventory process with the CapacityWare Administrator or one of the Cultural Facilitators (when trained). This will begin to show each participant those portions of the process they may prefer over other portions and build cultural tolerance in the group workshop mode. It will also provide some insight into work processing techniques.

b. Belief Set Congruence. As each organization element completes the Belief Set, the CapacityWare Administrator, in cooperation with the Cultural Facilitation Team will construct surveys that surface the degree of congruence between what the group espouses as important, versus how they actually behave with each other -- their culture. This will be fed back to the group as quickly as possible, preferably during the same session.

c. Realignment Role Satisfaction. The CapacityWare Administrator will initiate a 360 degree feedback survey to ascertain the degree to which he or she is fulfilling the role of CapacityWare Administrator. The results of this survey will be shared with others on the Internal Change Agent Team. When necessary assistance in improving performance will be requested from the External Change Agent Team.

3. Phase 3, Direct CapacityWare Administrator Involvement. During Phase 3, measurements center around the following six items:

a. Accuracy of Scenario. The scenario is supposed to be an accurate description of the way things are in the context of a specific mission area. The need to measure the degree of accuracy with which people hold the scenario to be true is critical to the degree of implementation of any strategy development or follow-through. The responses to the scenario survey must come from those who will be affected by the strategy it supports.

b. Goal Clarity and Utility. A goal is a clear articulation of the desired end state within a specific mission area. Strategic initiatives will attain the goal if it is clear and has unified utility. This measurement will determine the degree of unity among those who must work to attain the goal. If unity is low, the goal may be stated improperly or off target entirely.

c. Agreement Regarding Initiative Adoption. Strategic initiatives will determine what new things will be launched (and what things currently being done will be abandoned). This list must be verified through measurements to determine the strength of unity before proceeding. If unity is low, more must be done to improve the strategic initiative package as part of the strategy bridge.

d. Agreement Regarding Standards of Performance. Where standards have been developed, the CapacityWare Administrator will assist with the degree to which those standards are agreed with and are being followed by people in the organization. Those in the Line-of-Authority in concert with those around them that establish standards will resolve the issue, if any resolution is called for.

e. Utility of Product/Service mix to Customers. Both internal and external customers will be surveyed to determine the utility of the current and or proposed product service mix offering. Although the CapacityWare Administrator will finalize the survey instrument and process the results, the Data Collection Team will also be involved with question selection and respondent identification.

f. Realignment Role Satisfaction. At the end of this Phase, the CapacityWare Administrator will initiate and cause to be completed a 360 degree survey to determine role satisfaction and performance.

4. Phase 4, Direct CommunityWare Administrator Involvement. During Phase 4, measurements will be required for the following:

a. RGB Style Preferences of All Workers. During Phase 4, the CapacityWare Administrator will assist with the Leadagerial Style Preference inventories of all people in the organization. This effort is a prelude to work flow matching an individuals requisite tendencies. Cultural Facilitators will assist with the process in each of the organizational elements for which there is a qualified facilitator.

b. Degree of Match Between Objectives and Appraisal Items. As individuals establish objectives, these must be matched with position descriptions, or with other items that allow one's performance to be appraised. By measuring the degree to which people believe these documents to be synchronized, the CommunityWare Administrator can determine a measure of alignment.

c. Degree of Cultural Program Effectiveness. Each program will be preceded and post-evaluated by a cultural evaluation questionnaire to determine cultural effectiveness. The CapacityWare Administrator will then be able to prioritize the cultural development of processes that do not advance the desired organizational culture.

d. Degree of Cultural Efficiency in Work Process Flow. Processes will be measured to determine the degree of efficiency of the four basic process elements: Start Cue, Activity, Decisions, and Stop Cue. The people affected by inefficient processes will be involved with potential process restructuring.

e. Degree of Responsiveness of Priorities. Priorities for the team, and work group will be examined to determine consistency of priority across team or work group members. Inconsistencies will be resolved by the appropriate Cultural Facilitation Team.

f. Degree of Task Compatibility with Natural Predisposition. The CapacityWare Administrator will determine the degree to which each individual is compatible with the tasks the individual is expected to perform. Inconsistencies will be resolved, if possible, to optimize performance and productivity.

g. Realignment Role Satisfaction. At the end of this Phase, the CapacityWare Administrator will initiate and cause to be completed a 360 degree survey to determine role satisfaction and performance.

5. Phase 5, Direct CapacityWare Administrator Involvement. During Phase 5, the Capacity Ware Administrator is concerned with determining the following:

a. The Influence of Measurements on Decision/Choice Making. As a way of determining the value added by the CapacityWare Administrator, he or she will survey participants to determine the degree to which measurements have contributed favorably to the choice and decision making processes of Realignment.

b. Degree that a Motivational Culture Exists for Realignment. Since motivation is a self initiated phenomena, yet dependent upon the climate and culture surrounding the individual, the CapacityWare Administrator will attempt to determine motivational characteristics that will aid the Realignment Sustainment effort. If motivation indicators are low, the CapacityWare Administrator will communicate this to the appropriate Line-of-Authority and collaborate with the Realignment Coordinator to to overcome this shortfall.

c. An Acceptable Plan for Continuous Measurements. The CapacityWare Administrator will develop plans that result in continuous measurements throughout the second and subsequent iterations. These plans will be well coordinated with the Data Collection Team, and with the Realignment Coordinator. All plans will include a timeline.

d. Realignment Role Satisfaction. At the end of this Phase, the CapacityWare Administrator will initiate and cause to be completed a 360 degree survey to determine role satisfaction and performance.

Cultural Facilitators are selected for their positions by the Client Champion and those in the Line-of-Authority. For each major Division (or equivalent) two or three Cultural Facilitators will be identified, selected (see selection criteria), trained (see the course curriculum), and serve. See also information concerning Certification.

A. General Description. Cultural Facilitators will be expected to provide advice and assistance directly to those in the Line-of-Authority in helping to change the culture of the organization. In order to do so, these individuals will undergo special training. Their selection by the Client and those in the Line-of-Authority will solidify a commitment to the Cultural Realignment and to cultural improvement. Often, their commitment to the Client and to Realignment success may be contrary to the short-term goals and objective of those who have appointed them as cultural facilitators. They must be able to withstand that commitment.

B. Specific Realignment Phase-related Descriptions.

1. Phase 1, Direct Cultural Facilitator Involvement. Learn the unique skills needed to perform Facilitation tasks as outlined in the Team/Cultural Facilitation Manual.

a. Develop Agreements. Upon completion of minimum required training facilitators are encouraged to strike an agreement with appropriate supervisors and sponsor/clients to assure they have the complete backing and cooperation of top authorities in their organization. Although written agreements are not mandatory, they are encouraged. Normally, facilitation techniques,when first introduced to an organization, cause relationships to shift and authoritarian cultures to be altered. It is important protection for the facilitators to have appropriate "licenses" to do this work the way it is most effective. See also A Sample Facilitator License for more information on this topic.

b. Establish Network. Each qualified facilitator must establish a network early-on that will enable them to be in the flow of needed information and afford them access to resources they need to do their job well. The network ought to include the Realignment Coordinator, Supervisors of those team members they facilitate, individuals in charge of scheduling the rooms and equipment they may need to do their job properly, and others that can assist in the attainment of the outcomes they will help the organization achieve. If facilitators do not have access to an e-mail account this must be corrected quickly, it will become an imperative for communications with other facilitators, team members, and with ODI support.

c. Connect with Facilitator Team/Group. Facilitators must take responsibility for connecting with other facilitators in their organization. If the first to be trained, develop a plan to welcome others into the group as their training is completed. If you are the last to be trained, and you haven't been invited into facilitator team meetings, take the initiative. Normally, the ODI Consulting Team can assist with this process. Know who the other facilitators are, what their comfort levels are, what type of work they have been doing in the organization, and what the facilitation priorities are that you will be expected to fit into as you begin your work. Form teaming partnerships with other facilitators. If you are more experienced, become a mentor. If you are less experienced, seek a mentor.

d. Formulate Marketing Approach. Especially in organizations that are new at using facilitation, facilitators will have to market their services. Supervisors and senior managers are not accustomed to using these services and often just don't think about it. Facilitators must be prepared with a plan to begin using the services they have been trained to perform. It will be easier if an agreement has been reached with the top leadership (see paragraph "a" above. Some guidance is also available in the Team/Cultural Facilitators Manual, Tab 1.

e. Meet with Coworkers Regarding Workload. If you have been trained as a facilitator, it will take you away from your regular duties on a recurring basis. You will be working for the organization as a whole rather than your work group specifically when you engage in facilitation work. If your workload is already high, and it is likely to be, you will want to take the time to see if some of your workload can be distributed among others if than need becomes apparent, and it often will be required. Peers may willingly take on added work when they fully understand that your efforts will ultimately benefit them as an organization citizen, but some may take on extra work and become resentful in the process. It will be best if these potential hazards are discussed and resolved in advance.

2. Phase 2, Direct Cultural Facilitator Involvement. Apply Cultural Facilitation skills during workshops and between events as a special staff extension for Line-of-Authority managers.

a. Establish ROI Incident Files. The accuracy and credibility of ROI calculations depend two elements: the before and after survey results, and the incident reports that support those calculations. Although facilitators may not be the best ones to create the incident reports, they do need to be mindful that improvement need to be documented and assist others in creating those documents. They also ought to be maintaining files that support incident documentation for later reference when called for by the organization developer. See the ROI Manual for a description and facsimile of Incident Reports.

b. Complete and Distribute Event Records. Facilitators are the prime source for Event Record whether those records are maintained in CapacityWare or in some other format. When events, such as coaching sessions, or team meetings take place, the Event Lead (normally the Facilitator or Team Leader if appointed) will establish and maintain an event record. ODI recommends the use of CapacityWare for those records. If the client organization does not have CapacityWare installed, and record keeping is part of the ODI/client agreement the manual records can be forwarded to ODI for inclusion into the system. Otherwise manual records ought to be kept.

c. Profile Teams and Interview Members. Before facilitating a group and during the on-going facilitation process, the facilitator will create RGB and UHS Profiles to determine the likely performance characteristics of the group. If abnormal characteristics develop the facilitator is asked to review profiles to determine potential root causes and consider those causes while continuing work with the group. Time and importance of specific group operations permitting, facilitators are encouraged to interview group members to determine and eliminate or neutralize any potential barriers to "ideal" performance.

d. Complete 360 Degree Feedback on Self. In addition to post-event clinics, facilitators are also encouraged to create and use the 360 Degree Feedback system to collect information about their performance and make appropriate adjustments to improve. Those completing the 360 ought to include participants, peers, supervisors, clients, and ODI consulting team members (if appreciate).

e. Formulate Potential Metrics - Beliefs/Direction. At the conclusion of the first iteration of this Phase, facilitators ought to turn their attention to creating a set of metrics that will track performance between major all-hands surveys to determine if desired shifts are broader on schedule. If the organization is not being responsive to interim strategy implementation, it is unlikely that the entire organization scores will improve.

3. Phase 3, Direct Cultural Facilitator Involvement. During Phase 3, facilitators will be concerned primarily with the development and implementation of "new" strategies to shift the organization's course more directly toward a clarified vision or direction (established in the previous phase).

a. Conduct or Participate in a Learning Exchange. It is imperative that the facilitators and other members of the change agent group pause with reasonable frequency to reflect on what they have learned and exchange those learnings with one another. This collective learning activity will advance the organization to a new plateau of performance. It may also be appropriate for facialitators to attend learning exchanges conducted by ODI or other ODI client organizations.

b. Create a List of "Dysfunctional Old Strategies." Using a "start-stop-continue" format, facilitators ought to construct a list of old strategies that the organization has agreed to stop. Raising the general organization population awareness of things that no longer will be done in the organization is as important as making them aware of new strategies. If they don't see and understand the implications of both they may try to pursue both strategies and be confused and frustrated when they see little progress toward improvement.

c. Identify Potential Change Agents. As facilitators attend to their routine duties, they ought to be identifying people who would make good additions to the change effort in a formal way. Change agents populate the various team required to change culture and go on to receive training as coordinators, administrators, and facilitators. Our informal observations over the years have been that those who become more active in change agent roles are also more likely to be advanced to positions of greater authority.

d. Revisit Agreements. Facilitators are encouraged to revisit agreements they have made (or strike initial agreements) as they learn and gain experience. This process begins with an initial review followed potentially by a one-on-one review with the client (and potentially others).

e. Formulate Potential Metrics - Strategy. At the conclusion of the first iteration of this Phase, facilitators ought to turn their attention to creating a set of metrics that will track performance between major all-hands surveys to determine if desired shifts are occuring on schedule. If the organization is not being responsive to interim strategy implementation, it is unlikely that the entire organization scores will improve.

4. Phase 4, Direct Cultural Facilitator Involvement. Facilitators are normally more active players in the routine transactions of the new culture they have had a hand in creating. In this new capacity of influence, they will be called upon to exercise greater influence on broader audiences.

a. Broadcast Interim Results. Facilitators become a valuable conduit for information about the organization's cultural capacity. They can assist in the dissemination of this information by broadcasting interim results by e-mail, through the use of bulletin boards, by publishing one-sheet flyers about specific new initiatives, or by intentionally having conversations with appropriate key individuals in the organization or the organization's networks. It is occurring for lead facilitators to report to the organization's management or at all-staff meetings on the progress of the organization toward an "ideal" condition.

b. Develop Cross-boundary Priority Awareness. In Phase 4, different parts of the organization has created priorities based on the specific of their functions. Often, managers have difficulty cross-informing the organization of priorities in other parts of the organization. Facilitators are an ideal group to inform the general organization populations of the cross-boundary priorities on a recurring basis.

c. Influence Recognition System. Facilitators often see deep into the organization structure and are an ideal source for identifying people who are doing astonishing work but who are, for a variety of reasons, unrecognized for their contributions to success. Through the sanctioned structure first, and then through informal means, facilitators ought to be an important catalyst for recognizing people for their exception contributions on an intermittent basis.

d. Facilitate Brown-bag Updates. From time-to-time facilitators are an ideal catalyst for conducting brown-bag lunches (paid for by the organization) to collect or to distribute important information. Phase 4 is an ideal time to do this kind of work since it is likely to be the culmination of a full cycle of realignment work.

e. Formulate Potential Metrics - Priorities/Objectives. At the conclusion of the first iteration of this Phase, facilitators ought to turn their attention to creating a set of metrics that will track performance between major all-hands surveys to determine if desired shifts are facilitators on schedule. If the organization is not being responsive to interim strategy implementation, it is unlikely that the entire organization scores will improve.

5. Phase 5, Direct Cultural Facilitator Involvement. Sustainment activities are designed to carry what has been completed forward so that it becomes a part of the fabric of the client organization's culture. Often sustaining activities include identifying and ridding the organization of routines that are no longer needed in the new culture, but which have become such ingrained habits that it's impossible to dislodge them without intentional effort. For mandate it is also a time to review and reflect on their own effectiveness in the cultural capacity improvement process.

a. Review Clinic and Related Event Results. Regardless of the source (CapacityWare or a manual file maintained locally) facilitators are called upon during Phase 5, Sustainment to review the effectiveness of event in which they have been involved to determine what shift will be required of them to become more impactful during subsequent cycles. In some cases, this may require adjustment to the ODI Technology and therefore involve consultation (for which there is no charge).

b. Review Participation Records. Facilitators must periodically review participation records to determine if a "draft" is required. Over a three-year period in most organizations, every member is obligated to serve in some capacity to improve the organization's culture. If some people are not participating, they must be "drafted" into service and potentially replace some people have been over committed to the process. Facilitators are on the front line of organizational change and are in the ideal position to determine if burnout is an issue with specific participants.

c. Prepare for and Assist in the Conduct of Annual Diagnostic Workup. At the end of the first cycle (completion of Phases 2-3-4) or at the end of a predetermined period (normally 12 to 18 months - 12 is recommended for the first cycle) a diagnostic workup is completed to determine from the general organization population that suspected shifts are able to be confirmed with a highly accurate measurement. From this workup, Return-on-Investment calculations and new priorities will be made. Facilitators will assist in this process by facilitating Data Collection Team updates, and by conducting the annual Data Fairs for all employees. Some employees may also request feedback interpretations or )if available) Coaching Lab sessions.

d. Review and Consider Strategic Adjustments. Based on Diagnostic Workup results, facilitators, in concert with those in authority, facilitators will consider and if appropriate formulate new strategies that respond to a potentially new set of concerns surfaced.

e. Identify and Implement Opportunities to Expand Scope. During sustainment activities work previously completed must be updated based on adjustments made during the process and requirements and demands that have come in from the environment. In all likelihood there will be opportunities to expand the scope of facilitation work based on these adjustment. Seize the opportunity to try new and innovative methods and involve new participants in the effort.

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