Analyzing and describing organizations, processes and situations (CM-02)

Change Management Getting people involved Analyzing and describing organizations, processes and situations (CM-02)

Analyzing and describing organizations, processes and situations What others say… “We have no problems, only situations. Not all problems have solutions, but all situations have outcomes.” (John E. Gray) "Failing to plan is planning to fail.”(Chinese proverb) … what do you say?

Analyzing and describing organizations, processes and situations Importance of this module • What is in it for you as a leader? • The right use of tools for analyzing and describing organizations, processes and situations will: • build the environment in your organization • increase your self confidence • will structure the way of achieving set goals • … will make you a leader others follow!

Analyzing and describing organizations, processes and situations A. Analyzing organizations and situations

Analyzing and describing organizations, processes and situations Organizational analysis • Why analyze an Afghan Ministry or Department of a Ministry ? • Analysis of an organization produces the fertilizer that helps an organization to grow and increase performance • Systemic analysis helps to identify constraints for growth • Remember: 1) There is no blueprint for a successful structure of an organization - and no generalized approach to organizational development • and 2) once you start to analyze an organization and involve its staff, you have to tell them about the results, and listen to their comments. Then, it is up to the management to decide whether they continue the path and become a learning organization or not.

Tools Environmental analysis Opportunities Threats Realized strategy Stakeholder analysis Strategic vision Chosen strategy Organizational history Current strategy Organizational analysis Strengths Weaknesses Source: Dobson/Starkey, 1993 Analyzing and describing organizations, processes and situations Overall analysis

Analyzing and describing organizations, processes and situations Analyzing the history for future Drawing a timeline of your institution

Analyzing and describing organizations, processes and situations Tool Analyzing the history for future

Strengths + Weaknesses Opportunities + Threats Analyzing and describing organizations, processes and situations Tool Use of the results from SWOT Necessary Actions Results

Decidedby ourselves CONTROL, COLLECTIVE ACTION or CO-LEARNING Action BY CO-OPERATION, PARTNERSHIP Action WITH Action FOR/WITH CONSULTATION COMPLIANCE INFORMING Action FOR Decided by others Action ON CO-OPTION, COERCION Analyzing and describing organizations, processes and situations Levels of participation

Analyzing and describing organizations, processes and situations Tool Participation in an organization

Analyzing and describing organizations, processes and situations Systems thinking • Systemic thinking means considering cause-effect relationships of decisions prior to taking action. • What is the underlying cause for our problem? • What are the positive aspects of doing things the old-fashioned way? • What effects do we expect from reaching our goals? • How does the anticipation of effects influence the status quo? • What question would I like to ask an oracle? • It is easy to ask yourself the 5 whys Let’s try by asking five whys for a selected problem

80% of problems or errors are often due to only 20% of the causes (the vital few) The remaining 80% of causes account for only 20% of the problems or errors 80% 20% 80% 20% Problem Occurrences Causes Analyzing and describing organizations, processes and situations The Pareto principle and one way to use it

Level 2causes Main cause C Main cause A Level 1cause Problem to be solved Main cause B Analyzing and describing organizations, processes and situations Cause and effect

Addressing the effects shows us how we can indicate a planned change. EFFECTS Turning the problem into a positive statement gives the planned outcome of a change Focal Problem CAUSES Addressing the causes of the problem identifies what needs to be changed and which activities have to be done Analyzing and describing organizations, processes and situations The problem tree

Analyzing and describing organizations, processes and situations Case study • All of you might feel the need for change in one or the other situation in your job and your organization… let us work on it. • Task • Prepare a presentation including • definition of a situation you would like to change. Use one of the tools learned. • definition of the target you would like to reach • definition of possible problems on the way • Prepare a flip-chart presentation not using any letters, words or numbers – only pictures are allowed Prepare for a 5 to 10 Minutes presentation and discussion

Analyzing and describing organizations, processes and situations B. Analyzing processes

Analyzing and describing organizations, processes and situations What is a process ? A process is an activity, or series of activities, that converts an input to an output, by doing work. INPUT PROCESS OUTPUT A process exists to achieve an aim. It is also useful to think of roles and responsibilities in this way. A person's job is not to carry out a process, it is to achieve a result. Emphasizing this can make it easier for people to think about how they might achieve that result in different ways. • A process can be broken down into: • Major process • Sub-processes • Activities When describing a process or sub-process it is helpful to use the format: verb + noun

Analyzing and describing organizations, processes and situations Process flow charts Process Start Start/End) Step 1 Operation Step 2 Decision Decision NO Connector YES Process End

Phase 1: Preparation Phase 2: Describing the process Phase 3: Structuring the process Phase 4: Monitoring and adaptation Analyzing and describing organizations, processes and situations Phase of process analysis

Analyzing and describing organizations, processes and situations Rich pictures • A useful way to start a high level analysis is to identify players in a process. A quick and simple method is to use Rich Pictures – the example below shows the players and key interactions between them for the following simple tea-making scenario: • Hostess asks who would like a cup of tea • Visitors signify whether they want a cup • Host is sent to put kettle on • Hostess gathers information on preferences for sugar and milk • Hostess gets sugar and milk ready • Host brews and pours tea • Hostess puts mugs on tray • Host carries tray back to visitors and hands out mugs Let’s try it !

Analyzing and describing organizations, processes and situations Processes across departments

Please discuss and document the following in your group: Develop a list of processes in your Ministry / department Show these processes and their interrelationships in a process map Identify those processes which are especially important for managing and ensuring quality in the Ministry (remember the Pareto principle) Describe one of the most important processes in detail using one of the models introduced Where can you change something to improve the situation? Please be prepared to present your results in plenary Analyzing and describing organizations, processes and situations Group work

In a certain country the Ministry of Industry and Trade is in charge for issuing business licenses. The business community complains about the long delays of getting a license approved. On top political level it was decided that the processing time for business licenses has to be cut down to 10 days. Therefore, the ministry decides to reorganize the process and streamline the procedures. At present the process functions like this: All incoming letters go to the registry The letters are opened, registered in the ledger and numbered with administrative codes The letters are sorted. All applications and inquiries regarding licensing are forwarded to the Minister's office The assistant to the minister forwards the documents to the minister The minister reads the documents and remarks on them how they should be processed further The assistant forwards the documents to the Head of the Department for Business Licensing The assistant to the Head of Department scrutinizes the applications and presents them to his superior The Head of Department analyses the applications and adds detailed instructions in writing His assistant sorts the documents again and allocates them to the desk officers in charge The desk officers process the applications and decide whether to approve or not to approve The documents go back to the head of department for signature The head of department scrutinizes the decision of his subordinates and modifies them if necessary The documents are forwarded to the minister again for final approval Those applications having passed this final appraisal are forwarded to the registry. The registry puts the applications into envelops and send them out to the applicants. Task: Please design a process by which the processing time can be cut down to ten days. Outline your solution on a flipchart for presentation. Analyzing and describing organizations, processes and situations Change Management Exercise

Analyzing and describing organizations, processes and situations (CM-02)