Lab toolkit revised 7 11 2014 v3

LaB Cards

Definition Card 1

MATRIX MANAGEMENT is an approach to managing organizations that leverages the advantages of both product and functional units by integrating these units into a designed dual authority system whereby employees within the matrix report to two or more people.

Criteria for Success Card 2

There are SIX CRITERIA to run an effective matrix organization:

Effective Teamwork and Collaboration

Joint and Mutual Accountability

Dual Management and Evaluation Processes

Clear Roles, Responsibilities, and Decision Rights

Balancing Power and Negotiating Conflict

Common Management Process

Roles TOP MANAGER

MATRIX BOSS 1

MATRIX BOSS 2

MATRIX MANAGER

Card 3

There are THREE UNIQUE ROLES in a matrix organization:

1

The TOP MANAGER who heads up and balances the dual chains of authority

2

The MATRIX BOSSES who share a matrix manager

3

The MATRIX MANAGER who reports to two different matrix bosses

SOLID LINE Direct Report

DOTTED LINE Indirect Report

Framework Shared Visioning

Teamwork & Collaboration

Joint Accountability

Management Processes

Card 4

Matrix and multi-dimensional management are most successful in organizations that have a strong foundation in 4 key dimensions:

Shared Visioning

A process for jointly determining and owning end state goals across organizational boundaries.

Joint Accountability

Teamwork & Collaboration

A balance of power between senior managers where they jointly determine priorities, goals, what the matrix managers are accountable for, and how their performance will be assessed.

A state of mutual trust across business, functions and geographic collaborators and a willingness to make a personal contribution to another’s success.

Management Processes

The creation of a set of standardized tools and work processes that are used across the organization that increase team effectiveness and allow for smoother redeployments of staff

Teamwork & Collaboration

CONFEDERATION

C

COMPETITION

COOPERATION

COLLABORATION

4 Card 5

CONFEDERATION

COMPETITION

COOPERATION

COLLABORATION

I WIN

I WIN/YOU LOSE

I GAIN/YOU GAIN

WE WIN

“I work alone.”

“We’re not on the same team.”

“We have to work together.”

“We want to work together.”

Finite resources that I use for myself.

Scarce resources we need to fight for

Limited resources we need to negotiate

Abundant resources we use together

I do not need you

I am against you

I need you

I want you

The Joint Accountability Framework TOP MANAGER

MATRIX BOSS 1 1 2 3

4

3 MATRIX MANAGER

MATRIX BOSS 2 4

Card 6

1

2

3

4

Matrix Bosses share their goals and objectives with each other Matrix Bosses work together through Joint Accountability to create priorities based upon the Shared Vision, the unit Goals and Objectives, and the unit organizational interests Matrix Bosses communicate these priorities to the Matrix Manager and delegate authority and accountability to the Matrix Manager to make the day-to-day decisions relative to these priorities The Matrix Manager agrees with the Matrix Bosses on mechanisms to resolve conflicts as new opportunities emerge and the context changes

Joint Accountability Shared Visioning

Goal Prioritization Shared Vision

Unit 1 Goals

Unit 1 Interests

Unit 2 Goals

Unit 2 Interests

Shared Interests

TEAMWORK & COLLABORATION

Prioritized Goals

Card 7

GOAL PRIORITIZATION is how we translate shared vision into shared interests and prioritized goals across organizational boundaries.

Goal prioritization consists of four steps: 1

Shared Vision

2

Unit Interests

3

Shared Interests

4

Prioritized Goals

Management Processes

RACI Charting RACI Charting is an effective way to examine the activities and decisions within an initiative, program, or project determine who is:

(A) Accountable

(R) Responsible

(C) Consulted

(I) Informed

Card 8

(A) Accountable

Ultimate accountability and authority—key decision-maker.

Only one individual or group is accountable.

(R) Responsible

Does the work/takes the action. More than one individual or group can be responsible.

Needs to provide input prior to an action or decision.

Active participant.

(C) Consulted (I) Informed Process Steps

Needs to be updated after an action or decision. Does not need to be consulted prior. Does not contribute directly.

A

1.1

Task 1

1.2

Task 2

1.3

Task 3

D

X X X

Team Member 1

Team Member 2

Team Member 3

Team Member 4

R

A/R

C

C

C

A

R

R

A

R

C

R

Teamwork & Collaboration

Motives + Honesty + Integrity + Competence + Results

TRUST Card 9

MOTIVES

+

The person’s motives are clear and transparent The person’s motives are in line with expected ethical and moral principles

HONESTY The person tells the truth Lying, stretching the truth, and exaggerating are not utilized The person knows how to withhold information that is inappropriate in the moment

+

INTEGRITY The person keeps his/her word and walks the talk The person does not make excuses or blame others when he or she does not keep his/her word What gets said gets done or it is handled and cleaned up

+

COMPETENCE The person demonstrates the required knowledge, skills, and abilities The person is aware of his/her competencies The person is willing and able to acquire the desired knowledge, skills, and abilities

+ RESULTS What the person does is relevant to what is needed The person makes a clear contribution with his/her words and actions The person accomplishes and produces tangible results

Management Processes Card 10

ISSUES RESOLUTION

DECISION MAKING

EFFECTIVE MEETINGS

COMMUNICATION

ISSUES RESOLUTION

Issues Log Card 11

The ISSUES LOG is a table used to identify and define project issues, assess their risk levels, and create approaches to resolve them.

Goal & Objective

Issue

Risk Level

Owner

Status

Involved in Review

Actions

Comments

Goal 1: Objective 1.1:

1.1

1

1.2 1.3 1.4 2.1

2

2.2

2. List the Issues

1. Transfer the Goals and Objectives

3. Assess the Risk Level from Low (1) to High (5)

4. List the Owner of the issue

6. List the Actions to be taken

5. List the individuals who acted as Reviewers of the issue

8. Provide Comments about the status of the issue

7. Report the Status of progress being made (use )

DECISION MAKING

Decision Log Card 12

The DECISION LOG is a table that captures decisions as they are made, helping to ensure follow-through.

Goals and/or Objectives

Which Goals and/or Objectives is the decision related to?

Decisions

What is the actual decision that was made?

Members Present

Which stakeholders were involved in making the decision?

Decision Mode Used

Which decision mode was used to make the decision?

Decision Date

When was the decision made?

DECISION MAKING

Decision Modes CONSENSUS

UNANIMITY

AUTHORITY

DEMOCRACY

Card 13

There are four key decision modes: UNANIMITY |

All members must agree on decision. Discussion continues until 100% agreement is reached.

CONSENSUS

DEMOCRACY |

|

All members agree they can live with the decision.

Members may not fully agree but must support and follow through.

Members vote on the decision. Members may use simple-majority or a super-majority.

AUTHORITY

|

Decision is made by one individual. All other members are consulted or informed.

DECISION-MAKING

5 Step Decision Process Card 14

1

2

CLARIFY THE DECISION: Clarify the decision that needs to be made.

Ensure all relevant decision-makers are present, and that all the required and available information is made available.

CLARIFY THE DECISION MODE: Clarify the mode to be used: Unanimity, Consensus, Democracy, or Authority. If consensus is selected, and it fails, clarify the default mode: Authority or Democracy.

3

ENGAGE IN DECISION-MAKING: Ensure full participation and candor, and that all individual opinions and concerns are heard and documented.

4

MAKE THE DECISION: Make a clear decision and test for common understanding. Explore and understand all impacts and consequences of the decision being made.

5

AGREE AND COMMIT TO THE DECISION: Make sure each individual agrees and commits to the decision. Document any disagreements and dissenting opinions and define follow-up actions. Log the decision.

EFFECTIVE MEETINGS

Meeting Owner Card 15

Effective meetings have a MEETING OWNER who is accountable for the meeting’s success. A Meeting Owner’s responsibilities include: Completing the meeting design and agenda Ensuring each work session has a Work-Session Owner, and that this Work-Session Owner are adequately prepared Distributing the meeting agenda and all supporting materials prior to the meeting Booking and prepping the meeting space Starting and closing the meeting Facilitating the flow of the meeting—ensuring all work sessions deliver against their O-P-Os. Ongoing meeting ownership can be assigned 3 ways: Single, Shared, and Rotating.

EFFECTIVE MEETINGS

O-P-O Card 16

A technique used to design and engineer effective work sessions is the O-P-O (Objectives – Process – Outcomes).

The idea is simple: Any team member who ‘owns’ a work session within a meeting is accountable for preparing the following for that work session: 

OBJECTIVES: What are the objectives for the session?



PROCESS: What is the step-by-step process to be used to achieve the objectives and outcomes?



OUTCOMES: What are the intended outcomes for the session?

The Work Session Owner must present the O-P-O at the start of the work session and can then delegate the roles for that work session.

The benefit of this technique is that it forces the owners of work sessions to think about how they will best use the time they have to achieve the outcomes they seek.

EFFECTIVE MEETINGS

Work-Session Owner Card 17

A WORK-SESSION OWNER ensures that individual work sessions within a meeting are productive and on-task. A Work-Session Owner’s responsibilities include:



Completing the O-P-O for the work session and sending it to the Meeting Owner



Keeping the work session integrated into the meeting agenda



Ensuring the right people are present for each work session, that all required materials are generated, and that all members are prepared



Delegating roles at the start of the work session



Keeping the session aligned with the O-P-O



Managing post-session feedback

Each work session must have at least one Work-Session Owner assigned to it.

The Mutual Accountability Framework GENERATE ACTIONS

MAKE AGREEMENTS

MANAGE PROGRESS

COMPLETE

ACKNOWLEDGE & LEARN

INCOMPLETE

CONVERSATIONS FOR ACCOUNTABILITY

Card 18

MUTUAL ACCOUNTABILITY is comprised of two key ideas:

1

2

Team members make clear commitments and hold themselves accountable for delivering on these commitments Team members follow up with each other when commitments are not fulfilled and work to restore the accountability

“WE ARE ALL IN THIS TOGETHER.”

DECISION MAKING

Agreements Card 19

An AGREEMENT is a promise one person makes to one or more people to deliver an action in accordance with a specific set of terms.

Solid agreements are made using CLEAR language as opposed to HEDGING language.

CLEAR

HEDGING

I will do it

I will do my best

I promise that …

I will give it a try

I agree to …

Let’s see if I can …

It will be done

It should be OK

We agree to ...

There is an action to ...

COMMUNICATION

Requests Card 20

REQUESTS have four components. They: 1

Are actionable

2

Are specific

3

Are time-bound

4

Offer an opportunity for negotiation

There are FOUR POSSIBLE RESPONSES that the Receiver can provide the Requester: I ACCEPT

I DECLINE

I COUNTEROFFER

The Requester confirms and logs the agreement

The Requester can either accept the decline or reformulate the request

The Requester can either accept the counteroffer or reformulate the request

COMMUNICATION

6 Question Framework Card 21

The 6 QUESTION FRAMEWORK provides an effective method to have conversations for accountability.

INQUIRE AND EXPLORE Key questions:

OWN & LEARN Key questions:

1

What is the issue?

What is the breakdown?

1

What is your accountability?

What is my accountability?

2

What actually happened?

What are the facts?

2

What did you learn?

What did I learn?

3

Was it preventable?

What else could have been done?

3

What will you do differently?

What will I do differently?