A. Overview.

Although there may be exceptions to the following guidance, those exceptions shall be few.

This document is to be used in conjunction with the "Event Production Manual."

This document also follows specific guidance contained in the "Cultural Facilitation Manual."

An Organization Diagnostics intervention team will consist of individuals who fill the following described roles and complete the responsibilities listed for those roles.

B. Event Descriptions.

For the purpose of this guidance "events" can take any and all of the following forms:

1. Significant One-on-one Meetings. These meetings may include casual office calls for coaching or update purposes, or might be used for more formal presentations. Although we indicate that the meeting is normally a one-on-one scenario, it is often also a one-on-several meeting that includes more than one consultant and several members of the client organization.

2. Team Meetings. Client teams often follow the suggested Cultural Realignment Team guidelines, but this is not essential. A team is simply a group of people assembled for an urgent reason with a common set of priorities. These meetings may be held one-time only or may be a part of a series of meetings. The consulting team ought to be configured so as to maintain continuity over a prolonged period of necessary.

3. Orientations. Normally an orientation is a one-time meeting for the purpose of disseminating information about a specific topic. Handouts may be used. There is always time in the agenda for questions and answers.

4. Core Phase Events. The three core phase events include from 15 to 50 people depending on the size of the client organization. Core events last from two to three days, and normally are preceded and are followed by meetings to get ready for the event and to follow through as a result of the event. Core Phase events follow a specific predetermined design.

5. Core Phase Adjunct Learning Events. Each core phase contains an automatic add-on learning event to assist people in learning what they need to know to be successful during and following the current phase. These events range in duration from five days to as little as a day and a half.

6. Mixed Client Learning Events. StreamLearnings are an ideal example of a mixed client learning event. We invite members from a variety of client organizations to an event for the purpose of learning about our Technology and how to apply it more effectively and efficiently. Normally, the event lasts for two days but can be as short as a half day event.

7. Retreat Events. Retreat events are off-site and normally last for the better part of two days. The retreat normally covers materials that are of interest to senior executives in the organizations and revolve around planning or strategy development. We often do retreat-type events as a method of testing the chemistry between us and a prospective client organization.

8. Marketing and Promotional Events. Marketing events might range from a short meeting to a more lengthy full day event. Also included in this category are exhibits and displays at various conventions, both in-town and out of town.

C. Event Production Phases.

Event production is comprised of six sequential phases described below. Team members, both on-site and off-site combine their efforts to assure successful events. Tabs 1 through Tab 6 further define the procedures and processes of each phase. The phases are:

1. Pre-event Planning. Event planning incorporates all aspects of event design. This phase also includes the integration of "lessons learned" from previous events, including both participant feedback and performance team clinic notes.

2. Pre-event Production. Once planning has sufficiently concluded, the work of production begins. This includes the preparation of handout materials for participants, the selection of music, and formalizing arrangements for the facility within which the event will take place among other things.

3. Transition to the Event Environment. Events may take place in our own facility, or at another suitable location. In any case, transition to the event environment is characterized by specific processes that must be known to all those on the event team. In the case of remote locations, transitions also include the actual movement of supplies, equipment, and materials to the event location in advance.

4. Conducting the Event. When done well, clients remark that our events look like we are having fun, and are easy to put on. There are fifteen potentially concurrent processes taking place during our events, many of which appear spontaneous (but are actually well programmed and executed). Events begin with the arrival of our team, and end with the departure of our last guest. Everything in between falls into this phase.

5. Transition from the Event Environment. Upon completion of the event (that is the departure of our last guest), the event team transitions from the event environment. This process includes both physical movement, and the mental gear-down of the performance and supporting teams. The clinic is a part of the transition and is a key factor in continuous improvement. The clinic is completed on location immediately following the departure of the last guest.

6. Post-event Follow Through. Often the most important part of the event takes place during the follow through phase. This is when our integrity really shows -- do we make good on the commitments and obligations made during and immediately following the event. Materials are prepared and returned to participants, appointments made and kept, records and reports are completed, and learnings are posted to appropriate files to assure our system continues to grow and improve.

D. Implications of the ODI Team Approach.

Organization Diagnostics follows a time-proven model for group consulting and facilitation: we always engage a performance team of two. The third member of our team may not be on site depending on availability, but team members in all pre-event activity and will also normally be directly involved in follow-on activity.

1. Support before, during, and after the "Event." Often, clients suggest that they assign someone to administrative support duties and save the associated costs. Our sad experience has been that an adjunct person in a client system will not prepare for the "event" properly, nor will they take adequate care of follow-through matters. Simply stated, they have their own job to do, and "event-related" tasks are normally resented as being extra work. There is a lot of truth in that thinking. We know of more than one client who has complained that, "If I'd had the time to invest in this project, getting the consultant up to speed and constantly meeting with him, I'd have done it myself!" The collaborative approach of the two-person consulting/facilitating team does much to overcome these concerns.

2. Deeper Perspective of Group Dynamics. Few would argue that people see the same events and conditions differently. Consultants abound who can clearly demonstrate the impact of "style" on an organization. Style diversity is a strength in an organization rather than a weakness only when "teams" are valued for the diversity they can bring to a project. By working as a diverse team, the client benefits from the unique perspectives of both team members. Hearing a single perspective is likely dangerous to the client in the long-run. The balance of a two-person team has a tremendous stabilizing effect on a client system, and adds an air of confidence that can be attained in no other way.

3. Modeling of Team Behaviors. The team approach offers the client and client organization a working model for team member interaction. By providing this model, the intervention team demonstrates the result of high performance teamwork in action.We believe that over 95% of the dilemmas in organizations spring from relationships rather than individual performance. People are hired by employers to work with other people in their organizations, not to work in isolation. When an Organization Diagnostics team works in front of a group, it models team behaviors not very often experienced by group members. This is intentional, and often plays directly to the reason for the "event." It is impossible to model team behaviors when working alone. Simply telling stories about positive team behaviors in an abstract sense has little credibility.

4. Continuity of Long-term Effort. Not all work is done in a group setting. Much of our consulting/facilitating is done in a one-on-one coaching environment. If initial group work is completed by a single facilitator/consultant, continuity is lost when one-on-one coaching becomes essential. Trying to schedule the resources of a single facilitator/consultant across the needs of a large and complex client system becomes a logistical nightmare -- largely for the client. Engaging two-person teams initially will better assure that resources for continuity are available when needed and desired.

5. The Win/Win Financial Solution. Knowing that most organizations traditionally do not use organization developers, and certainly not in teams of two, we realize the initial investment seems high. We are willing to make initial concessions in areas that are less important (professional fees for travel, for example). Our daily rate is traditionally less per consultant than the norm to compensate for the two-person team approach. We believe that the two-person team approach will actually save a client-system money over the long-term. We believe a two-person team approach is the most equitable solution for both the client and Organization Diagnostics.

6. A Consistent Professional Approach. We believe that clients engage our services not fully understanding the benefits they will obtain from them. We are organization developers with advanced facilitation/consulting skills in a unique technology. We are highly skilled professionals who have invested nearly the same time and resources as an attorney or an accountant. We engage with a client in activity that requires the same support staff as those professions, although few potential clients view us in that light. Our experience suggests that the organization development discipline is an effective method for overcoming the enormous complexity of modern organizations. Attempting to engage, for example, traditional training solutions to a measurably more complex problem will yield less than desirable results.

7. Comprehensive Intervention. Intervening in a client organization culture is difficult and sensitive work. At its best it appears effortless, but in reality take enormous preparation and under way support from a team of people dedicated to the best interests of the client organization. A single individual cannot undertake this degree of complexity alone. At best a team of three to five people will comprise the entire team. Group work will require the attention of two members at all times unless the group size exceeds 30 or falls below 6 (in which case a single individual may suffice). An additional team member will be added for each ten people at and above 30 participants.

8. Industry Connectivity. Teams that operate within the client organization are, none-the-less, connected to team members not within the client system, but may be located at other clients, or at the office. Connectivity is a shared responsibility by everyone with a stake in the success of any intervention regardless of location. The office ODI location ought to be visited for grounding periodically -- and at a minimum of both pre and post intervention for planning and necessary follow-through activities.

9. Mission Integration. All six ODI missions (three internal and three external) will be integrated into each intervention effort with equitable attention:

a. Platform.
b. Marketing.
c. Intervention Technology Development.
d. Cultural Diagnostics.
e. Cultural Realignment.
f. Cultural Learning.

10. Hierarchy of Team Leadership and Decision Making. The sharing of responsibilities among team members can be accomplished in any reasonable manner with the concordance of the team participants but critical tasks must be performed by the most competent authority present and able to perform them. Lead accountability may vary from one team member to another to best serve the demands pressing the team at any given moment. A "Team Lead" designation does not permit the exercise of unlimited authority. Aside from prevailing conditions where the on-site team lead has the appropriate expertise for confident decision making, the following hierarchy is offered as a "default" description:

a. Corporate Officer.
b. Full-time Practitioner.
c. Part-time Practitioner.
d. Other Employee or associate.

11. Precedence of Cultural Considerations. Cultural issues may be sequenced to favor the client organization given the pressures of the moment or project, but will not take precedence in terms of significant attention at a time appropriate to the prevailing conditions. We will maintain a strong and viable culture within our organization equal to or greater than the capacity of those we serve.

E. General Roles and Responsibilities.

1. Team Lead. Our preference is that a full-time consultant be the team lead whenever practical and possible. Although not an imperative, we believe that a dominant "BLUE" RGB profile is desirable for a Team Lead. The team lead will specifically be responsible for the following:

a. Oversees Part A (Tab 1) - Pre-event Planning Considerations. Most of the pre-event considerations ought be be under a watchful team lead eye. As the event unfolds, the lead must be aware of everything that has gone into the preparation for the event. This Part of the Event Production process is the critical first step in achieving success.

b. Oversees Part D (Tab 4) - Conduct Event. As the event unfolds, the team lead must be responsible for everything that happens or fails to happen at the intervention site. This does not release others from specific support responsibilities, however. If duties are to be assigned to others (or if others volunteer for specific duties), the team lead must be aware of who is accountable for which responsibilities.

c. Makes Technological Connections. The team lead makes connection between the requirements of the event and the potential pieces of Technology that can be engaged to bring about positive outcomes. The happens both before the event during the planning stages, as well as during the event as conditions unfold. Others on the team that sense a need to call on a piece of Technology ought to check with the team lead before pursuing it too far. This ought not to prohibit team members from introducing small slices of any Technology at any time, however.

d. Engages Client and Members of the Client System. In or out of the event condition, the team lead is the primary one to engage the members of the client organization. The lead is the primary authority on the Technology and process track on which events (meetings and workshops) will run.

e. Calls and Conducts Meetings. The following are required considerations:

1) Pre-event Planning Meeting. Before each intervention, members of the team will meet to review "where the client system is" and "where they will be expected to go" during the current event. Methods will be determined, a "horseshoe" will be constructed, and final support items identified and prepared.

2) Kickoff Meeting. At the time any event is about to begin, the on-site intervention team will gather in the vicinity of the group "hot spot" to conduct a quick final check of the situation, make necessary modifications, and ready themselves for kickoff. The lead will either "kick" or specify the "kick."

3) Breaks and Meals. During breaks on-site team members must be aware that participants will approach team members to seek clarity or convey stories of their experience. This is especially true of those in the "lead" positions. Other team members must pay attention to the upcoming details on the schedule to prepare for those events to assure a seamless "show." Breaks and meals are also an ideal time for team members to review what has occurred in the intervention and make necessary modifications that will improve future performance. Team members ought to plan to break and dine together and avoid dining with participants except on rare occasions.

4) On-site Event Clinic. A team clinic may include all team members or only those present at the intervention. The intent of the clinic is to surface all significant information that will enable the team performance to improve in the future. Each member will state what went poorly and what went well for them and ask for feedback from others that will assist in improving performance. During the clinic questions for clarity may be asked, but rebuttals are not permitted, nor are explanations of poor performance. The most acceptable reply is "Thank you."

2. Team Anchor. The Anchor can be either part-time of full-time depending on the prevailing conditions and client requirements.

a. Oversees Part F (Tab 6) - Post Event Considerations and Actions. Following the event, the Team Anchor oversees all follow through activities to assure appropriate actions are taken that will bring the event to full conclusion.

b. Records and Manages Charts and other Aids. During and following the workshop the Anchor will take appropriate measures to assure that charts are made and that they are copied and distributed to those who were in attendance and others requiring them.

c. Call meetings and Perform other Duties. The Anchor performs acts in the absence of the Team Lead when appropriate and necessary.

3. Team Manager/Support Person(s). The Manager or Support person (people) can be either full-time or part-time depending on the needs of the team and client.

a. Oversees Part B (Tab 2) - Pre-event Production. The Team manager will construct or configure all materials, create (will assistance if necessary) all handout materials, purchase all item requirements, and package all event production items according to the established event plan. These will be ready for transition to the event environment prior to the scheduled time for the event. All irregularities will be brought to the attention of the event Team Lead in sufficient time that alternations can be made if necessary.

b. Oversees Part C (Tab 3) - Transition to the Event Environment. The Team Manager will take charge of transitions to the event environment. This will normally include someone else actually loading and setting the packages up at the event location when this activity is required. As resident facilities, such as the Harbor Center, or Bay Center, the transition process may be less complex and entail merely site setup.

c. Manages Literature Pertaining to the Event. All handouts required for the event, as well as a limited number of contingency handout (when appropriate) will be on file and will be managed by the Team Support Person(s).

d. Manages Processing of Diagnostic Surveys and Inventories. As people need inventories and/or surveys processed during events, the on-site support person will perform this function. If inventory or survey results have been requested prior to the event, they may be in the event box and ready for distribution before the event even begins. The Support Person(s) ought to check this folder before the event begins to determine actions required, if any.

e. Oversees Part E (Tab 5) -- Transition from the Event Environment. The Support Person will take charge of transitions from the event environment in a similar (but reversed) manner from the "transition in" regimen. This will normally include someone else actually loading and returning the packages to stock. At resident facilities, such as the Harbor or Bay Center, the transition may be less complex and entail merely site tear-down.

F. Authorities.

Anyone on an intervention team able and competent to act in a situation must do so. Significant decisions made by team members when away from each other shall be shared with all team members at the earliest possible time. Team members must support each others decision whenever possible and lend support to assure commitments made will be honored. When a decision must be altered, that team member making the original decision will convey the alteration as a matter of courtesy.

G. Performance Standards.

We expect consulting teams to operate somewhat independently from "home office" influence, yet stay in-touch continuously. We explain this seeming paradox this way: the "home office" is the supporting platform upon which all our operations must rest, it therefore must be kept involved so that it can support our in-client event fully without unnecessary interruptions while events are in progress. Thus, the following standards become imperatives for our success:

1. The Work Day. The work day is normally eight hours. Office hours are normally from 9am to 5pm with approximately one hour for lunch. The work day in the group intervention (non-office) environment may exceed this standard as defined by custom. The "event" comes first for the event team unless arrangements are made otherwise.

2. Less-that-full-work-day Performance. Consultants serving on an event team for an event that lasts less than a full work day are encouraged to document either their time for the half-day involvement (if that is appropriate) or engage the client organization with productive visits for the balance of the half or full day.

3. Visibility in the Client Organization. Under normal conditions, one or more members of the client team ought to appear visible (on-site) to the client and members of the client organization each week to 10 days in order to maintain position and lever influence for the realignment project.

4. Frequency of Group Work as an Event. Under normal conditions, the event team(s) assigned to a client organization ought to schedule and conduct some form of event group work every four to six weeks throughout the term of the project.

5. Pre-event and Post-event Team Development Activities. All members of an event team will participate in pre-event activities and post-event follow-through activities sufficient to assure success. These activities will normally occur at the ODI home office location unless practicality is otherwise served. The duration of these activities will be determined collaboratively by the event team.

6. Adherence to the Event Production Program Manual. The processes documented in the Event Production Manual are the single source reference for successful event production and will be used as a yardstick to determine successful event production. In the event improvements are made, they shall be used to adjust the Manual contents as quickly as possible.

7. Triadic Connectivity. Each person operating on an independent team is connected with one or the core team members at the "home office." Sets of three people on each team, normally reflected in Red, Green, and Blue viewpoints, are connected by the supporting task expertise required for optimum support at all levels. This is a loose-tight stovepipe structure for communications flow purposes.

8. Close-to-the-Client Proactivity. We expect all Client Leads to continuously assess and respond to client needs in order to yield successful cultural realignment.

9. Team Composition. Normally, teams operating in a client organization and conducting major Phase activities will be comprised of three individuals. Normally, but not always, the Team Lead will be a qualified full-time practitioner. Other needed events may be led and augmented by part-time practitioners as necessary. Qualified members from the client organization may also serve in an adjunct capacity.

H. Customs and Traditions.

1. Wearing of the "uniform." Team members will wear appropriate articles of clothing when available and appropriate for the event. "Champion" shirts will not be worn in the client organization, but are appropriate attire for ODI-focused functions. Our "rule-of-thumb" is to mirror what is expected from the general client population at an event. We neither over or under dress for the occasion.

2. Dining Protocol. When afforded the option, our guests will be seated before us. Without making a scene, we'll rarely be seated with our clients, but maintain a separate environment. If clients ask, and if it will not be uncomfortable to say so, we'll just suggest that "We've got a bit of planning to do for what's coming up." We don't want to be elitist, but do want to maintain a separate environment. The purpose is to avoid eating with one group of clients that other clients may misunderstand or perceive as favoritism.

3. Wearing of the "Goose." We award a "Golden Goose" to members of our organization qualified to fly independently, yet fully aware at all times that they are part of a larger flock to whom they owe loyalty and attention. It is always appropriate to wear the "Golden Goose" on our collar at all times.

4. Our Service Approach is Always -- YES! When asked by a client or prospect about our ability to perform a specific task, our preferred answer is always; YES! We may hedge about timing or cost, but always stand ready to serve in a way that is meaningful to the client on his or her terms. If we can provide a service without great expense, we'll do so unhesitatingly.

5. Socializing with Clients. We prefer not to socialize inappropriately with any member of a client organization. This does not preclude gracious incidental occasions where socializing is expected -- like the annual holiday party or summer picnic carnival. Under no conditions will we discuss client information at social events.

6. Cost of Doing Business Vouchers and Advance Payments. We will advance pay any consultant for costs they expect to incur in the normal course of achieving WOW success in a client organization. In any event, we'll pay vouchers presented for pay (accompanied by a receipt) along with other routine payments to our consultants. If any purchase is necessary for attaining success at any event, purchase the item(s) with confidence that reimbursement will be made without hesitation.

7. What's a Work Day Anyway? When preparing for, during, or following an event, we will work until the work required for a successful event is completed. Part-time employees will be released for extended days. Whenever possible, the full-time staff will bear the brunt of extended hours. We believe it is normal to arrive at the event site up to 45 minutes prior to the expected time of arrival on the first day of any event and remain until all participants have departed. On the final day of an event, one can expect to remain for up to two hours following the departure of the participants to assure proper stand-down and clinic.

8. Wow! We constantly look for ways to get a WOW! from a client. And when we get one, we'll broadcast it and be proud of that achievement.

Copyright 1998 Leadagement Technologies, Inc.
98/05/29