CRITICAL ALIGNMENT MODEL
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The Critical Alignment Model
STRATEGIC THINKING
Strategic Thinking Model
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STUDY OF CONSEQUENCES (What/who will this impact? What haven’t we considered and need to before we adopt this new idea?)
STUDY OF POSSIBILITIES (What will this give us? What is the reasoning for this idea? For what purpose is this being considered?)
STUDY OF STRUCTURE/SYSTEMS (What do we have to make this happen? Or do we already have enough around this idea to not need the innovation or change? Is this taking us too far from core and therefore should be put on hold?)
Critical Alignment model
Purposeful Replicable Sustainable Useful Considers all criteria for success
Each time a new idea is brought to the business it goes through the above filter – is it going to fit in with our purpose? Is it going to be able to be systemised? Will others be able to do it? Is it doable or too complex? If it passes all the hurdles above, it’s considered.
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Critical Alignment Model/Criteria for Success What is the rationale for this suggestion? What will this give us that we do not currently have? What problem does this solve or what improvement does it give us? What has been done before like this? What were the results? Has structure, systems and people been studied thoroughly for gaps before a new idea is initiated? Could this be a lack of one of these that is causing the need for a solution, that if it was addressed, would alleviate the challenge? Before you decide, what is the team member not doing? Is this a training issue? Is this a discipline issue? Is this a priority issue? Is this a application of systems issue? Is the team leader failing to direct the traffic for their team so they are overwhelmed because of lack of structure and systems? What are the consequences of doing this? Who will this impact? What will this impact? What are the possibilities that this will give us that we don’t currently have? Include what we haven’t already considered. What do we have in place currently to make this possible? What structures do we have and what systems? Is this decision moving us away from core or keeping us true to core? Will this cause us to have to overextend ourselves or add cost that isn’t necessary? Do the benefits and return on investment of the decision outweigh the costs? Why wasn’t this done before? What do we need to do to improve our structures and systems in the future so that we don’t have to solve this problem or invent this solution again? Moving away from the details of this particular issue, what would we change to our processes in the future to ensure we anticipate this challenge and get ahead of it so we don’t do ‘last minute’ or ‘bushfire manage’?
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SHARON PEARSON Disruptive Leadership Module 3 Critical Alignment Model Edition 1 | Version1 | December 16 Published by The Coaching Institute Copyright 2016 Š The Coaching Institute All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, mechanical or electronic, including photocopying and recording, or by information storage and retrieval system without permission in writing from the publisher. In some instances, people or companies portrayed in this book are illustrative examples based on the author’s experiences, but they are not intended to represent a particular person or organisation.
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