Managing Comlexity Integrative

‘MAKING COMPLEXITY SIMPLE’
Introduction

The Network Starts Here and Now – Business Card

 Use the business card to present yourselves now & during breaks

My Business Card
Future Managerial Challenges:
My Name:

Field of Expertise:
Things I have that add value to the individuals and
the group:
Professional Experience:

Things I would like to gain from the individuals and
Current Managerial Challenges:
the group:

Other relevant information about myself:

Objectives

Know the Game
 Map NICE’s organizational complexity and its implications on MOM’s role
 Align to grow - expand MOM’s broad organizational perspective by
learning from colleagues from different units at NICE

Play the Game
 Acquire tools and strengthen the skills required for systematic
management and influence of touch points and stakeholders globally

Like the Game
 Establish a mindset that supports proactive and effective
management in a global and complex environment

Rationale

This module’s structure:

Network Assessment Tool

Influence and Impact Tool

Touch Point Management Tool

Schedule

Time Content
1 hr. and 45 min ‘Making Complexity Simple’ - Introduction
15 min Coffee Break
90 min 'Connecting the Dots' - Network Assessment Process
1 hr. Lunch Break
1 hr. and 20 min ‘Make a Difference’ - Influence and Impact
10 min Coffee Break
1 hr. and 30 min 'Keeping Up the Rhythm' – Touch Point Management
30 min Putting it All Together

Where Complexity Happens?

Complexity is a chain reaction. It starts on the macro level and is reflected all
the way down to the individual level

Individual

7

Why is Complexity So Complex?
Cross-work: global,
cross units, cross function,
Project-oriented work Virtual management cross projects, etc.
& and remote work

Economy Levels & types of
Work life-balance competition

Multi-tasking
and all
-Super multi same
at the
tasking environment
time… Players
Cultural diversity
Different time zones Customer’s
needs & expectations
Matrix structure
Multi-skills Markets
Technologies

What is Complexity at NICE?

NICE managers said

From Start-Up to  Too many changes…
a Global Grown Up  Changes not (fast) enough…
 Implementation of corporate standards
and processes
 Still in start-up mode
 It’s personal
 Varied or undefined work processes
 Work around existing work processes


NICE managers said

From Start-Up to  Multitude of touch points
a Global Grown Up  Multiple perceptions of strategy and how to
execute it
Cross Work  Multiple priorities, objectives and processes
 Multiple organizational cultures (also due to
M&As)


NICE managers said

From Start-Up to  Extreme multi-tasking
a Global Grown Up  Workload
 A constant need to reevaluate and change
Cross-Work prioritization

An abundance
of stimulus and
contradictions

Effectiveness in a Complex Environment

Key Success Factors
Studies show that organizations that
keep work processes and work
relationships based on these 4 factors,
thrive in a complex environment Resilience

Relationships

Processes
Orientation
Global
Towards
Mindset
Collaboration

Systemization


Resilience – Individuals & Organization

 Individual:
An ability to contain and cope with complexity, stress, contradiction,
Resilience
adversity and constant change
 Organizational:
 Employment, development and promotion of resilient people
 Organizational environment that includes people and processes
serving as “islands of stability”
 Human and technological support systems


Orientation Towards Collaboration

 Collaboration-oriented organizational culture and individuals
 Work processes create conditions for collaboration
 Reward and recognition system promotes collaboration
Orientation
Towards
Collaboration


Systemization

 Balance between flexible & structured organizational systems:
work processes, infrastructures, standards, best practices and
tools
 Uniform systems across the organization
 Constant planning based on business forecasts
 Ongoing learning and improvement processes
Systemization


Global Mindset - Organizational “Mindset”

 Globalization in organizations is the process where organizations
become integrated through a global network of communication,
work processes, etc.

Global
Mindset

Mind Shift

International Global


Global Mindset - Individual Mindset*

 Intellectual Capital:
Global Business & Organizational Savvy
 Psychological Capital:
Quest for Adventure
Global
Mindset
 Social Capital:
Intercultural sensitivity & Interpersonal impact

*Excerpt from Thunderbird University

The NICE Managerial Core Competency Model
Info

Customer & People
Market Impact Leadership

Broad Effectiveness
Perspective in a Complex
Environment

Enabling Global
Change Mindset

Effectiveness in a Complex Environment is more than a single competency,
it is the balance between all competencies

Bottom Line
Info

Keep it
Simple

Complexity is
not a Bug;
it’s
a Feature

The Spaghetti Tower - Exercise

Objectives:
 Build a tower using spaghetti that
 Stands on its own
 Does not lay flat
 Get the team bonus

Time: 18 Min

The Spaghetti Tower - Final Score

Group Group Bonus Red Blue Yellow Green
Approval by Red Manager Most stable tower Highest tower Least Spaghetti Group Bonus +
Stability +Height+
Least Spaghetti

1

2

3

4

The Spaghetti Tower - Interests and Red Lines

 Based on your experience during the exercise, determine
 What were the other managers interests?
 What were the other managers “red lines”?

Manager Personal Interests “Red Lines”
Red

Blue

Yellow

Green

individual
Assignment 8

The Spaghetti Tower - Team Discussions

In your teams:
 Share your experience during the exercise – how did it feel to work in a
team with conflicting interests?
 Share how you perceived each other’s interests and “red lines” in the game
 Share how you tried to overcome conflicting interests - which strategies
were effective/ineffective?
 Consider the observers’ insights

Team
Assignment

The Spaghetti Tower - Plenum Discussion

In the plenum:
 Present 2-3 main team insights for dealing with conflicting interests
 How does the situation you dealt with resemble your work as an MOM?
 What can you apply to your daily work as a manager at NICE?

Bottom Line

In any given situation at work, the manager’s role is more than
just ‘building the tower.’ It’s ‘connecting the dots’
Reading the map of conflicting and common interests
Dealing effectively with conflicting interests

‘Connecting the Dots’ in this Module

This module’s building blocks:

Network Assessment Tool
Self Awareness

Peer Learning


A Chance to Like the Game

'CONNECTING THE DOTS'
Network Assessment Process

Network Management - WIIFM

Research shows that it’s not the size of your network,
it’s the nature and quality of its connections and how well
aligned they are with your interests that predict:

 High Performance
 Personal and Professional Development
 Empowerment


What’s It Good For?

Know the Game
 Map NICE’s organizational complexity and its implications on MOM’s role
 Align to grow - expand MOM’s broad organizational perspective by
learning from colleagues from different units at NICE

 Understand the strategic value of systematic mapping and management of
stakeholders
 Understand your individual network and observe its patterns
(including the less obvious ones)
 Analyze your personal network and alert its weaknesses and opportunities
 Develop self-awareness about “auto-pilots” (patterns) and “blind spots” (patterns I’m
not aware of)


1 Map &
Characterize

3
the People in
the Network Review Gaps in
Network

2
Coverage

5
Map Network
in Light of KSF Execute Action
Plan

4 Establish an
Action Plan


1 Map & Characterize
the People in the Network Step I : Map & Review the Eco-system 12

Step I : Map & Review the Eco-system
 Draw your formal organizational chart as far as your
Step II: List Top Stakeholders
touch point’s interfaces
Step III: Evaluate the Quality of
Phone a
Connections & Relationships
* You may phone-a-friend friend
Step IV: Characterize the Network

2 Map Network in Light of KSF

3 Review Gaps in Network
Coverage Management

4 Establish an Action Plan

5 Execute Action Plan

individual
Assignment


the People in the Network Step I : Map & Review the Eco-system





Coverage




the People in the Network Step II : List Top Stakeholders Spreadsheet

 List the top ten most influential stakeholders in your network,
in terms of
 The information they provide you with
 The decisions you make
 Your problem solving


Coverage




the People in the Network
Step III : Evaluate the Quality of
Connections & Relationships Spreadsheet

Step I : Map & Review the Eco-system  For each stakeholder, assess the quality of the relationship based
on two dimensions

High


2 Map Network in Light of KSF Friction

Coverage



Low
Informal Formality Formal


the People in the Network Step IV: Characterize the Network Spreadsheet

Step I : Map & Review the Eco-system  Characterize each stakeholder according to six parameters
 Group
Connections & Relationships  Profession
 Orientation

2
 Acquaintance
Map Network in Light of KSF
 Hierarchy

 Proximity
Coverage




the People in the Network Step IV: Characterize the Network Spreadsheet

Step I : Map & Review the Eco-system Sample Results




Coverage




the People in the Network Check Point Checkpoint 15

Step I : Map & Review the Eco-system 1. Self Reflection
Review your network and determine patterns that may have an
impact on your current and future performance

2. Pair Sharing & Feedback
In pairs, share your main insights from the self reflection and

2
discuss:
 Does your network reflect your comfort zone?

3
 Does your network serve your interests (current and future)?
Review Gaps in Network
Coverage  Initial thoughts about possible action



Individual Pair Sharing &
Assignment Feedback


the People in the Network Key Points
Step I : Map & Review the Eco-system  A Net of Comfort
We tend to prefer to connect to stakeholders inside our comfort
zone (people like us)

 A Net of Discomfort
The connections that are outside our comfort zone are often

2
beneficial

Coverage




the People in the Network Steps I & 2: Map Network in Light of KSF Spreadsheet

2 Map Network in Light of KSF  Step I: Establish Key Success Factors (KSF)
• Define the KSF for your role (personal, professional, NICE
Step I : Establish KSF managerial core competencies)
Step II: List Supporters

3
 Step II: List Supporters
Review Gaps in Network
Coverage • For each person in your net, determine whether he supports
you in regard to each KSF




the People in the Network Step I: Individual Review 18

2 Map Network in Light of KSF Sample Results

Coverage

Step I : Individual Review

Step II: Blind Spot Exploration



 Map gaps:
 People - over-dependency/potential for leveraging
 KSF – high / low coverage

Individual
Assignment


the People in the Network Step II: Blind Spot Exploration 19


Coverage
 Review each other's results and examine blind spots
 Define
Step I : Individual Review
 Well covered KSF
Step II: Blind Spot Exploration  KSF that need work



Pair
Assignment


the People in the Network ILMR 20

 Determine which relationships to:

Coverage


ILMR


Pair
Assignment


the People in the Network Tips for Execution 21

2 Map Network in Light of KSF  Map stakeholders according to their level of influence on your
effectiveness (current and future)

Coverage
 Proactively manage the relationships
 For each tier determine the content and frequency of

4
communication and monitor it
Establish an Action Plan

Tier 3 • Strategic value for your future

Tips for Execution
• Influence important but less routine issues
Tier 2
• Can contribute to developing your network

• Linked directly to present core
Tier 1
performance


the People in the Network Key Points

2 Map Network in Light of KSF  Network management is a core, integral part of your role as a
manager in a complex environment

Coverage
 Organizational networks will not work if maintained or used ‘on

4
demand.’ They need constant maintenance and upgrading
Establish an Action Plan

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Network Assessment Process - Take Away

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‘Connecting the Dots’:

1 valuable insight from the process

1 action item

For Further Investigation

Knowing the game is not only
about understanding who
influences you but also about
knowing who you influence

 Use the Network Assessment Process to examine your influence on
ten people
 Do you create dependency?
 Can you “be leveraged” or “initiated” by other people? 
24

MAKE A DIFFERENCE
Influence and Impact

Influence People, Influence Through People

The key to establishing, maintaining and leveraging your network
is your power to influence

Power Authority and Influence

Authority Influence
Your ability to demand that someone Your ability to shape the decisions and
else act in a certain manner under behaviors of others
agreed, predefined conditions

Sources of Power: Sources of Power:
Reward, coercion, legitimacy Expertise, identification, information

*French & Raven

Basic Assumptions

 Your level of influence is correlated with
your belief in your ability to influence

Assume you can influence

 Always be aware of
What’s in it for them (WIIFT)?
What’s in it for me (WIIFM)?

People are different and complex
beings. Influence is a game of
give and take



Play the Game

Influence

Influence is the result of combining WIIFT and WIIFM in a given situation

Context
Me Others
(WIIFM?) (WIIFT?)

Me Common Interests Others
 Goals Circumstances  Interests
 Interests Timing  Decision-making style
 Red lines  Level of formality
 Sources of power  Concerns
 Currencies  Constraints

Influence

What’s in WIIFT/WIIFM

When looking for your trade-off currencies, study your interests and
your stakeholder’s in three dimensions:

Personal

What’s in WIIFT / WIIFM – The Iceberg Model

What’s in it for me and
what’s in it for them
is often found “below the
surface” - to find it you
must look for it
intentionally

What’s in WIIFT / WIIFM - Investigate Interests ‘Below the Surface’

Personal & professional interests can be divided into 4 main types:

Spiritual Emotional
• Values & Ethics
• Mission • Feel meaningful
• Vision • Feel needed
• Sense of Meaning • Be a “part” of
• Social & Environmental • Feel accepted
Responsibility • Fun
• Self-perception

Currencies
Positioning Performance
• Status
• Reputation • Knowledge
• Recognition and Reward • Tools
• Acknowledgment • Support
• Visibility • Information
• Resources
• Challenge
• Success

Influence

Context
Me Others
(WIIFM?) (WIIFT?)

Common Interests
Circumstances
Timing

Influence

Influence without Authority - Exercise

Objectives Team
Assignment
 Practice the Influence and Impact Tool
 Simulate real-life influence situation
Simulation

26

Tips – Means of Influence

 Excel performance
 Become a source of information and know-how
 Establish a network
 Get others committed to you
 Know and use the laws, regulations & informal norms
 Generate an image of success
 Invest energy in lobbying
 Provide positive reinforcement
 Be creative and proactive

Bottom Line

It’s all about the attitude

 Anyone in the organization is a potential ally
 Even if it isn't working right now, there is hope
 WIIFT is liable to change over time and according to circumstances
 What you have to offer may change
 Currencies can be created and developed
 Long-term investment pays off – you can build relationships,
get to know your partners and establish
 ‘Credit’
 Obligations
 Debt

'KEEPING UP THE RHYTHM'
Touch Point Management

Touch Point Management Tool – Preventative Medicine

Did you know…
 In traditional Chinese medicine,
patients pay their doctors
as long as they are healthy
 If they get sick, the doctor treats
them, free of charge

Why?
The Physician's primary task is to keep the patient healthy,
not cure illness

Touch Point Management Tool – Preventative Medicine

 Touch point management is the same…
Use it to prevent conflicts and friction and treat them if they occur



Play the Game

 Building a new interface with a touch point
 Promoting an existing interface when running into difficulties
 Keeping up the rhythm - periodical “check points” to maintain interfaces

The T Challenge - Exercise

Objective:
 Create a T shape with 4 puzzle pieces

Time: 5 minutes

The T Challenge - Bottom Line

Sometimes barriers aren’t really there;

they only exist in our mind

Keep an open mind when using the touch point management
methodology - defining gaps and working on improving them

BACK

Managing Touch Points

Effective Relationships Effective Work Processes
 are based on mutual  meet both partners’ needs
understanding and shared goals  are effective in terms of

Relationships

NICE Work
 are perceived as team work

Processes
outcome
(not “us” and “them”)  are efficient in terms of time,

NICE
 are aware of and consider energy, overhead etc.
partners’ needs, expectations
and constraints
 are based on open and
continuous communication
 enable effective crisis
management

The touch point management tool helps you improve both
work processes and relationships


1 Map Needs and Expectations of Touch Point
1

2
Map Gaps between Current and Desired Work
2
Processes & Relationships
3

3 Conduct Root Cause Analysis for Major Gaps
4

4 Establish Work Plan & SLA (Service Level Agreement)

Touch Point Management – Exercise

 The tool will be presented and applied in four stages
 Each stage will include:
 Presentation of guidelines and tips - plenum
 Application – small groups
 Summary – 'take away' and facilitator's feedback – small groups

Team
Assignment 34

Touch Point Management Tool - Step 1

1 Map Needs and Expectations of Touch Point 1

Objective:
Develop mutual awareness, understanding and empathy for each others’
needs, expectations and circumstances

 Define needs and expectations - what do you need and why?
 Assume your partner’s position - what are his needs and expectations?

Tips
 Starting out by working separately, each partner/team defines his needs and expectations and
then the two sides communicate
 When you listen, just listen. Don’t respond when your partner presents his needs and
expectations. Ask clarifying questions if necessary

36


Map Gaps between the Current and Desired
2
Work Processes & Relationships
2
Objective:
Create list of gaps in the joint work and engage in a dialogue
about the work processes and relationships
 Map the gaps between the current and desired state in:
 Work processes (incl. roles and responsibilities)
 Shared goals
 Relationships
 Outcomes

38


Map Gaps between the Current and Desired
2
Work Processes & Relationships
2
 Map the gaps between the current and desired state in:
 Work processes (incl. roles and responsibilities)
 Shared goals
 Relationships
 Outcomes

Tips
 Start with quick wins - if you run into gaps you disagree about – put them in a “parking lot”
for a later second-round discussion
 Don’t jump to solutions - the final outcome of this stage is a list of gaps. If solutions come up
as part of the discussion –put them in a “parking lot” as well for later discussion and go back
to defining gaps
BACK



Objective
 Understand the root cause for major gaps (rather than symptoms)
 Investigate the reason why there is a gap between the current and 3
desired state

The 5 Whys
 Every ‘why’ relates to the answer given to the previous ‘why’:
 Why? _______________________
 Why? _______________________
 Why? _______________________
 Why? _______________________
 Why? _______________________

45



Fishbone Diagram People: Interpersonal
Attitudes, Skills... Relationships &
Communication

3

GAP

Work
Processes & Org. Other
Procedures Structure

61



 Investigate the reason why there is a gap between the current and
desired state
3

Tips
 Remember to focus on the root causes at this point. If solutions come to mind, put them in a
“parking lot” but don’t make them the focus!
 Think of causes that are within your realm of responsibility and influence - they are the ones
you have the power to change!
 Further investigate by using ‘WH Questions’ when necessary – what, where, when, who etc.

45


4 Establish Work Plan & SLA

 Determine next steps - based on the root cause analysis, what can be
done to resolve the issues discussed?
 List the solutions or "next steps" for each route cause
 Create a work plan for implementing all solutions agreed upon
 Define your SLA guidelines
4

Tips  Make sure to focus on execution. Define:
 Who is responsible for the implementation?
 implementation process?
 If needed, present the plan & SLA to top management and get its approval
 If relevant, create a communication plan for all managers/employees/other touch points
involved

50

Touch Point Management – Plenum Discussion

Discuss
 What surprised you during the process?
 What did you gain from the process?
 Considering the whole process:
 Define one “do,” a tip for further implementation in your reality
 Define one “don’t”, something to avoid in your reality

52

Take Away Along the Way

 Review the KSF for effective management in a
complex environment
 Reflect on the training day and share one
take-away:
 What complexities became ‘simpler’
for you as a manager?
 One new connection you made
 What are the dots you want to connect post-training?
 Share your feedback about the training day

54

Managing Comlexity Integrative

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Editor's Notes