delta 5 quick read - english
DESCRIPTION
The 12 slides give an impression of what delta 5 can do for your organization. More information: www.delta5.nl/en/homeTRANSCRIPT
1
← 1 / 12 →
delta 5 – quick read: discover in a few minutes how delta 5 can add value to your organization
delta 5 is a proven diagnostic and change method for effectively
influencing behavioral patterns and embedding high performance behavior
It’s the entire iceberg that determines your results
The ‘soft’ side of the organization has a ‘hard’ impact on performance levels
written rules
unwritten rules
Content• when delta 5?
• delta 5 Safety
• LEAN delta 5
• diagnosis
• improvement approach
Enhancing performance levels
2
← 2 / 12 →
delta 5 – when?
‘The strength of delta 5 is that this tool makes ‘culture’ manageable: it works from a diagnosis that enables the design of practical interventions resulting in an upgrade of the company’s learning capability.’
Thom AlbersCorporate Strategy Director FrieslandCampina
↓ delta 5 enhances your success in the following situations:
… when performance levels are unsatisfactory (quality, safety, efficiency)
… when it�s difficult to create ownership and responsibilities lower in the organization
… when levels of innovation are disappointing
… when the way people collaborate in the organization needs to be improved
3
← 3 / 12 →
delta 5 – understanding current behavior gives grip to create high performance
↓ Molecules respond according to laws of nature. Behavior also follows certain natural laws. Such as…
• you always display behavior
• behavior always has effect
• only when you are conscious of your behavior, you can choose
It’s the behavior of your people that determines performance levels. The written rules above the water surface might be in place, performance can still be low due to the unwritten rules
4
← 4 / 12 →
delta 5 – performance improvement in an operational environment
↓ Realizing improvement by bending unwritten rules: the right actions towards creating a high performance culture example 1 / 2
Situation at the start• Frequently disappointing audit results• Customers terminating contracts• Disapproved product totals 20 km row of trucks• First-time-right maximum 83%• Safety not under control• Loss of market share
Diagnosis showed explanatory unwritten rules• ‘Focus on producing quantity’• ‘Quality Assurance department is responsible
for quality, not us’• ‘Do your work your own way’ • ‘The situation is very complex here’• ‘You will not be sent away’
Steps taken in bending the unwritten rules(for a more elaborate explanation, see the delta 5 book)1. Creating awareness of the impact and the ownership of the
behavioral rules2. Composing and introducing a new set of unwritten rules
based on the organizational values, and give trainings to enlarge the behavioral repertoire of employees
3. Embedding the new behavior in daily routines utilizing the 5 perspectives (see page 8)
Results one year later• Excellent audit results• Higher demand than the factory can produce• Disapproved product decreased with 75%• First-time-right varies between 98% and 100%• Number of safety incidents significantly decreased
A dairy factory in Europe:
5
← 5 / 12 →
Unwritten rules one year later
1. Focus on producing quantity 1. Stop production in case of doubt!
2. Quality Assurance department is responsible for quality, not us
2. Quality is number 1 for everyone
3. Do your work your own way 3. Give each other feedback
4. The situation is very complex here
4. Find out the causes
5. You will not be sent away5. You are held responsible for your actions
delta 5 – performance improvement in an operational environment
↓ Change is visible due to the bending of the five most important unwritten rules of this factoryexample 2 / 2
The same dairy factory in Europe:
Explanation of an unwritten rule and her effectsThe unwritten rule ‘The situation is very complex here’ was accepted from management to work floor. The effect was that problems were not traced back to causes. In case of an interruption or contamination in the production lines; ‘anything could be the cause, that’s how complex it is here’. This explained the low first-time-right production of 83%, and the huge return flows of rejected product. During the change program this unwritten rule was successfully bent to ‘Find out the causes’.
In the delta 5 book, a chapter is devoted to the organizational change in the dairy factory, written by the responsible plant manager.
‘This is the best factory I have visited in years’
(external auditor, Danone)
6
← 6 / 12 →
↓ LEAN eliminates waste at the top of the iceberg; LEAN delta 5 also removes waste under the water surface: in interaction processes example of waste:
Modern and accessibleinformation system
'Everybody has their own database'
LEAN delta 5 – to embed LEAN in organizational behavior
delta 5 strengthens (previous) initiatives like TQM, Kaizen and LEAN, which aim to professionalize and improve performance levels. delta 5 explains why these kind of initiatives don’t have the desired impact of actually improving organizational performance.
LEAN components always have a behavioral aspect:
• Process optimalization runs by existing behavioral patterns that facilitate or inhibit intelligent decision making concerning process optimalization
• Operational management's success depends on the actual daily behavioral routines: the unwritten rules
• Leadership outcomes depend on the sensitivity for unwritten rules and the capacity to effectively influence them
10%
90%
writtenrules
unwrittenrules
LEAN focuses on the top of the iceberg
LEAN delta 5 focuses on the entire iceberg
S TO R A G E O F D ATA
7
← 7 / 12 →
delta 5 Safety – including behavior when enhancing safety levels
Extraordinary conclusion public prosecutor's office:‘It could have been any employee. […] In this organization it�s the normal way to solve things. […]. That is why we hold the management accountable’.
Source: NOS news October, 9th, 2012
Source: ANP
↓ Using a gas burner in order to defreeze a pump causes a huge fire at Chemie-Pack (Netherlands)
Shifting of perspective in the Netherlands: it�s not the individual employee, but the management that is found guilty.
delta 5 Safetya) defines the gap between current behavioral patterns
and HRO (High Reliability Organization) principles
b) brings HRO-principles in the genes of the organization
c) is a concretization of Hearts & Minds
delta 5 is on a regular basis further developed in collaboration with the founders of HRO in the USA
Example unwritten rule:
You don’t have to follow the rules
Source: ANP
8
← 8 / 12 →
delta 5 – diagnosis
↓ Quantitative measurement of learning capacity: whatever ambition you have, success depends on learning capacity
Organizations (or business units or departments) can be benchmarked
The strength of the different phases in the learning cycle is measured and calculated using an online survey that is filled out by employees. The strengths of the different phases are typified with the Learning elevator.
delta 5 maps out the unwritten rules including the cause fields.
The 5 perspectives give meaning to the impact of unwritten rules on performance levels.
After 1,5 year an unwritten rule diagnosis is conducted, once more, in order to determine to what extent the desired high performance behavior has become part of daily routines.
↓ Qualitative measurement: diagnosing and analyzing the unwritten rules
Perspective Collective behavior is based on…
Context formal (hierarchical) relations, rules, procedures, formats, computer systems
Emotion the dominant feeling in the organization: (un)safety? fear? trust?
Mental the dominant assumptions, mental models and beliefs
Experience the experiences with providing feedback or dealing with mistakes
Motivation the motivation of employees, their commitment and (work)energy
Source: dr. Peter Scott-Morgan Source: dissertation dr. Johan Boudewijns
4
Here are the main models of delta 5 and their mutual relationships which are introduced in this book. Tip: start with chapter 1 and use this page when you need an overview of the models.
Leercyclus
Ac�on and performing
Learning efficiency
Ideas and discoveries
Idea capacity
Adjus�ng and tuning
Learning effec�veness
Carrying further
Use of scaleSynergy
Tes�ng and deciding
Goal orienta�on of learning
Carrying outMigra�on of ideas, knowledge and informa�on
Evalua�ng
Ac�on/Reflec�on ra�o
Learning cycle
1.1. ExcellerendExcellerend
2.2. Genera�efGenera�ef
3.3. Proac�efProac�ef
4.4. Calcula�efCalcula�ef
6.6. PathologischPathologisch
5.5. Reac�efReac�ef
1.1. ExcellerendExcellerend
2.2. Genera�efGenera�ef
3.3. Proac�efProac�ef
4.4. Calcula�efCalcula�ef
6.6. PathologischPathologisch
5.5. Reac�efReac�ef
1.1. ExcellingExcelling
2.2. Genera�veGenera�ve
3.3. Proac�veProac�ve
4.4. Calcula�veCalcula�ve
6.6. PathologicalPathological
5.5. Reac�efReac�ef5.5. Reac�veReac�ve
LeercyclusLearning cycle
Ac�on and performing
Learning efficiency
Ideas and discoveries
Idea capacity
Adjus�ng and tuning
Learning effec�veness
Carrying further
Use of scaleSynergy
Tes�ng and deciding
Goal orienta�on of learning
Carrying outMigra�on of ideas, knowledge and informa�on
Evalua�ng
Ac�on/Reflec�on ra�o
ExcellenceExcellence
Genera�veGenera�ve
Pro-ac�vePro-ac�ve
Calcula�veCalcula�ve
Reac�veReac�ve
PathologicalPathological
CorporateOpera�onal Company
Idea capacity
Learning effec�veness
Ac�on/reflec�on
ra�o
Migra�on of ideas
Migra�on of knowledge
and informa�on
Goal orienta�onof learning
Synergy effect
Use of scale Learning efficiency
Learning cycle with a key indicator at each phase
Learning elevator that identifies levels in learning capacity
With the learning elevator, the weak chains in the learning cycle become quickly visible
The graph clearly shows the benchmark
Step 1
Unwri�enrules
Enabler Trigger
Context
Ongeschreven regels
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rules
Ideas and discoveries
Context
Ongeschreven regels
Ac�on and performing
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rules
Context
Ongeschreven regels
Carrying further
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rules
Context
Ongeschreven regels
Tes�ng and deciding
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rulesContext
Ongeschreven regels
Carrying out
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rules
Context
Ongeschreven regels
Evalua�ng
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rules
Context
Ongeschreven regels
Adjus�ng and tuning
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rules
Contextperspec�ve
Mo�va�eperspec�ef
Ervaringperspec�ef
Emo�eperspec�ef
Mentaalperspec�ef
Context
Mo�va�onperspec�ve
Experience perspec�ve
Emo�onperspec�ve
Mentalperspec�ve
Method which reveals unwritten rules
In each phase, the written and unwritten rules are identified
The model by which unwritten rules and their effects are analyzed
Step 2
Experience
Mental
StructuresRulesSystems
Unwri�en rules
Keyindicator
What has been started already?
Context
step 1 step 2 step 3
Measure Analyse Improve
delta 5
Emo�on
Mo�va�on
Relationship between steps 1, 2 and 3: the 5 elements by which interventions can be done
The 5 buttons you can turn to embed learning capacity into the organization
Step 3
Contextperspec�ve
Mo�va�eperspec�ef
Ervaringperspec�ef
Emo�eperspec�ef
Mentaalperspec�ef
Context
Mo�va�onperspec�ve
Experience perspec�ve
Emo�onperspec�ve
Mentalperspec�ve
tContent
Mental
Emo�on
Experience
Mo�va�on
Alignment
Mindset
Safety/trust
Feedback
Mo�vators/Energy
4
Here are the main models of delta 5 and their mutual relationships which are introduced in this book. Tip: start with chapter 1 and use this page when you need an overview of the models.
Leercyclus
Ac�on and performing
Learning efficiency
Ideas and discoveries
Idea capacity
Adjus�ng and tuning
Learning effec�veness
Carrying further
Use of scaleSynergy
Tes�ng and deciding
Goal orienta�on of learning
Carrying outMigra�on of ideas, knowledge and informa�on
Evalua�ng
Ac�on/Reflec�on ra�o
Learning cycle
1.1. ExcellerendExcellerend
2.2. Genera�efGenera�ef
3.3. Proac�efProac�ef
4.4. Calcula�efCalcula�ef
6.6. PathologischPathologisch
5.5. Reac�efReac�ef
1.1. ExcellerendExcellerend
2.2. Genera�efGenera�ef
3.3. Proac�efProac�ef
4.4. Calcula�efCalcula�ef
6.6. PathologischPathologisch
5.5. Reac�efReac�ef
1.1. ExcellingExcelling
2.2. Genera�veGenera�ve
3.3. Proac�veProac�ve
4.4. Calcula�veCalcula�ve
6.6. PathologicalPathological
5.5. Reac�efReac�ef5.5. Reac�veReac�ve
LeercyclusLearning cycle
Ac�on and performing
Learning efficiency
Ideas and discoveries
Idea capacity
Adjus�ng and tuning
Learning effec�veness
Carrying further
Use of scaleSynergy
Tes�ng and deciding
Goal orienta�on of learning
Carrying outMigra�on of ideas, knowledge and informa�on
Evalua�ng
Ac�on/Reflec�on ra�o
ExcellenceExcellence
Genera�veGenera�ve
Pro-ac�vePro-ac�ve
Calcula�veCalcula�ve
Reac�veReac�ve
PathologicalPathological
CorporateOpera�onal Company
Idea capacity
Learning effec�veness
Ac�on/reflec�on
ra�o
Migra�on of ideas
Migra�on of knowledge
and informa�on
Goal orienta�onof learning
Synergy effect
Use of scale Learning efficiency
Learning cycle with a key indicator at each phase
Learning elevator that identifies levels in learning capacity
With the learning elevator, the weak chains in the learning cycle become quickly visible
The graph clearly shows the benchmark
Step 1
Unwri�enrules
Enabler Trigger
Context
Ongeschreven regels
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rules
Ideas and discoveries
Context
Ongeschreven regels
Ac�on and performing
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rules
Context
Ongeschreven regels
Carrying further
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rules
Context
Ongeschreven regels
Tes�ng and deciding
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rulesContext
Ongeschreven regels
Carrying out
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rules
Context
Ongeschreven regels
Evalua�ng
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rules
Context
Ongeschreven regels
Adjus�ng and tuning
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rules
Contextperspec�ve
Mo�va�eperspec�ef
Ervaringperspec�ef
Emo�eperspec�ef
Mentaalperspec�ef
Context
Mo�va�onperspec�ve
Experience perspec�ve
Emo�onperspec�ve
Mentalperspec�ve
Method which reveals unwritten rules
In each phase, the written and unwritten rules are identified
The model by which unwritten rules and their effects are analyzed
Step 2
Experience
Mental
StructuresRulesSystems
Unwri�en rules
Keyindicator
What has been started already?
Context
step 1 step 2 step 3
Measure Analyse Improve
delta 5
Emo�on
Mo�va�on
Relationship between steps 1, 2 and 3: the 5 elements by which interventions can be done
The 5 buttons you can turn to embed learning capacity into the organization
Step 3
Contextperspec�ve
Mo�va�eperspec�ef
Ervaringperspec�ef
Emo�eperspec�ef
Mentaalperspec�ef
Context
Mo�va�onperspec�ve
Experience perspec�ve
Emo�onperspec�ve
Mentalperspec�ve
tContent
Mental
Emo�on
Experience
Mo�va�on
Alignment
Mindset
Safety/trust
Feedback
Mo�vators/Energy
Improving performance (like e.g. safety) starts with knowing the weak links in the learning cycle.
4
Here are the main models of delta 5 and their mutual relationships which are introduced in this book. Tip: start with chapter 1 and use this page when you need an overview of the models.
Leercyclus
Ac�on and performing
Learning efficiency
Ideas and discoveries
Idea capacity
Adjus�ng and tuning
Learning effec�veness
Carrying further
Use of scaleSynergy
Tes�ng and deciding
Goal orienta�on of learning
Carrying outMigra�on of ideas, knowledge and informa�on
Evalua�ng
Ac�on/Reflec�on ra�o
Learning cycle
1.1. ExcellerendExcellerend
2.2. Genera�efGenera�ef
3.3. Proac�efProac�ef
4.4. Calcula�efCalcula�ef
6.6. PathologischPathologisch
5.5. Reac�efReac�ef
1.1. ExcellerendExcellerend
2.2. Genera�efGenera�ef
3.3. Proac�efProac�ef
4.4. Calcula�efCalcula�ef
6.6. PathologischPathologisch
5.5. Reac�efReac�ef
1.1. ExcellingExcelling
2.2. Genera�veGenera�ve
3.3. Proac�veProac�ve
4.4. Calcula�veCalcula�ve
6.6. PathologicalPathological
5.5. Reac�efReac�ef5.5. Reac�veReac�ve
LeercyclusLearning cycle
Ac�on and performing
Learning efficiency
Ideas and discoveries
Idea capacity
Adjus�ng and tuning
Learning effec�veness
Carrying further
Use of scaleSynergy
Tes�ng and deciding
Goal orienta�on of learning
Carrying outMigra�on of ideas, knowledge and informa�on
Evalua�ng
Ac�on/Reflec�on ra�o
ExcellenceExcellence
Genera�veGenera�ve
Pro-ac�vePro-ac�ve
Calcula�veCalcula�ve
Reac�veReac�ve
PathologicalPathological
CorporateOpera�onal Company
Idea capacity
Learning effec�veness
Ac�on/reflec�on
ra�o
Migra�on of ideas
Migra�on of knowledge
and informa�on
Goal orienta�onof learning
Synergy effect
Use of scale Learning efficiency
Learning cycle with a key indicator at each phase
Learning elevator that identifies levels in learning capacity
With the learning elevator, the weak chains in the learning cycle become quickly visible
The graph clearly shows the benchmark
Step 1
Unwri�enrules
Enabler Trigger
Context
Ongeschreven regels
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rules
Ideas and discoveries
Context
Ongeschreven regels
Ac�on and performing
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rules
Context
Ongeschreven regels
Carrying further
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rules
Context
Ongeschreven regels
Tes�ng and deciding
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rulesContext
Ongeschreven regels
Carrying out
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rules
Context
Ongeschreven regels
Evalua�ng
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rules
Context
Ongeschreven regels
Adjus�ng and tuning
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rules
Contextperspec�ve
Mo�va�eperspec�ef
Ervaringperspec�ef
Emo�eperspec�ef
Mentaalperspec�ef
Context
Mo�va�onperspec�ve
Experience perspec�ve
Emo�onperspec�ve
Mentalperspec�ve
Method which reveals unwritten rules
In each phase, the written and unwritten rules are identified
The model by which unwritten rules and their effects are analyzed
Step 2
Experience
Mental
StructuresRulesSystems
Unwri�en rules
Keyindicator
What has been started already?
Context
step 1 step 2 step 3
Measure Analyse Improve
delta 5
Emo�on
Mo�va�on
Relationship between steps 1, 2 and 3: the 5 elements by which interventions can be done
The 5 buttons you can turn to embed learning capacity into the organization
Step 3
Contextperspec�ve
Mo�va�eperspec�ef
Ervaringperspec�ef
Emo�eperspec�ef
Mentaalperspec�ef
Context
Mo�va�onperspec�ve
Experience perspec�ve
Emo�onperspec�ve
Mentalperspec�ve
tContent
Mental
Emo�on
Experience
Mo�va�on
Alignment
Mindset
Safety/trust
Feedback
Mo�vators/Energy
4
Here are the main models of delta 5 and their mutual relationships which are introduced in this book. Tip: start with chapter 1 and use this page when you need an overview of the models.
Leercyclus
Ac�on and performing
Learning efficiency
Ideas and discoveries
Idea capacity
Adjus�ng and tuning
Learning effec�veness
Carrying further
Use of scaleSynergy
Tes�ng and deciding
Goal orienta�on of learning
Carrying outMigra�on of ideas, knowledge and informa�on
Evalua�ng
Ac�on/Reflec�on ra�o
Learning cycle
1.1. ExcellerendExcellerend
2.2. Genera�efGenera�ef
3.3. Proac�efProac�ef
4.4. Calcula�efCalcula�ef
6.6. PathologischPathologisch
5.5. Reac�efReac�ef
1.1. ExcellerendExcellerend
2.2. Genera�efGenera�ef
3.3. Proac�efProac�ef
4.4. Calcula�efCalcula�ef
6.6. PathologischPathologisch
5.5. Reac�efReac�ef
1.1. ExcellingExcelling
2.2. Genera�veGenera�ve
3.3. Proac�veProac�ve
4.4. Calcula�veCalcula�ve
6.6. PathologicalPathological
5.5. Reac�efReac�ef5.5. Reac�veReac�ve
LeercyclusLearning cycle
Ac�on and performing
Learning efficiency
Ideas and discoveries
Idea capacity
Adjus�ng and tuning
Learning effec�veness
Carrying further
Use of scaleSynergy
Tes�ng and deciding
Goal orienta�on of learning
Carrying outMigra�on of ideas, knowledge and informa�on
Evalua�ng
Ac�on/Reflec�on ra�o
ExcellenceExcellence
Genera�veGenera�ve
Pro-ac�vePro-ac�ve
Calcula�veCalcula�ve
Reac�veReac�ve
PathologicalPathological
CorporateOpera�onal Company
Idea capacity
Learning effec�veness
Ac�on/reflec�on
ra�o
Migra�on of ideas
Migra�on of knowledge
and informa�on
Goal orienta�onof learning
Synergy effect
Use of scale Learning efficiency
Learning cycle with a key indicator at each phase
Learning elevator that identifies levels in learning capacity
With the learning elevator, the weak chains in the learning cycle become quickly visible
The graph clearly shows the benchmark
Step 1
Unwri�enrules
Enabler Trigger
Context
Ongeschreven regels
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rules
Ideas and discoveries
Context
Ongeschreven regels
Ac�on and performing
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rules
Context
Ongeschreven regels
Carrying further
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rules
Context
Ongeschreven regels
Tes�ng and deciding
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rulesContext
Ongeschreven regels
Carrying out
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rules
Context
Ongeschreven regels
Evalua�ng
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rules
Context
Ongeschreven regels
Adjus�ng and tuning
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rules
Contextperspec�ve
Mo�va�eperspec�ef
Ervaringperspec�ef
Emo�eperspec�ef
Mentaalperspec�ef
Context
Mo�va�onperspec�ve
Experience perspec�ve
Emo�onperspec�ve
Mentalperspec�ve
Method which reveals unwritten rules
In each phase, the written and unwritten rules are identified
The model by which unwritten rules and their effects are analyzed
Step 2
Experience
Mental
StructuresRulesSystems
Unwri�en rules
Keyindicator
What has been started already?
Context
step 1 step 2 step 3
Measure Analyse Improve
delta 5
Emo�on
Mo�va�on
Relationship between steps 1, 2 and 3: the 5 elements by which interventions can be done
The 5 buttons you can turn to embed learning capacity into the organization
Step 3
Contextperspec�ve
Mo�va�eperspec�ef
Ervaringperspec�ef
Emo�eperspec�ef
Mentaalperspec�ef
Context
Mo�va�onperspec�ve
Experience perspec�ve
Emo�onperspec�ve
Mentalperspec�ve
tContent
Mental
Emo�on
Experience
Mo�va�on
Alignment
Mindset
Safety/trust
Feedback
Mo�vators/Energy
4
Here are the main models of delta 5 and their mutual relationships which are introduced in this book. Tip: start with chapter 1 and use this page when you need an overview of the models.
Leercyclus
Ac�on and performing
Learning efficiency
Ideas and discoveries
Idea capacity
Adjus�ng and tuning
Learning effec�veness
Carrying further
Use of scaleSynergy
Tes�ng and deciding
Goal orienta�on of learning
Carrying outMigra�on of ideas, knowledge and informa�on
Evalua�ng
Ac�on/Reflec�on ra�o
Learning cycle
1.1. ExcellerendExcellerend
2.2. Genera�efGenera�ef
3.3. Proac�efProac�ef
4.4. Calcula�efCalcula�ef
6.6. PathologischPathologisch
5.5. Reac�efReac�ef
1.1. ExcellerendExcellerend
2.2. Genera�efGenera�ef
3.3. Proac�efProac�ef
4.4. Calcula�efCalcula�ef
6.6. PathologischPathologisch
5.5. Reac�efReac�ef
1.1. ExcellingExcelling
2.2. Genera�veGenera�ve
3.3. Proac�veProac�ve
4.4. Calcula�veCalcula�ve
6.6. PathologicalPathological
5.5. Reac�efReac�ef5.5. Reac�veReac�ve
LeercyclusLearning cycle
Ac�on and performing
Learning efficiency
Ideas and discoveries
Idea capacity
Adjus�ng and tuning
Learning effec�veness
Carrying further
Use of scaleSynergy
Tes�ng and deciding
Goal orienta�on of learning
Carrying outMigra�on of ideas, knowledge and informa�on
Evalua�ng
Ac�on/Reflec�on ra�o
ExcellenceExcellence
Genera�veGenera�ve
Pro-ac�vePro-ac�ve
Calcula�veCalcula�ve
Reac�veReac�ve
PathologicalPathological
CorporateOpera�onal Company
Idea capacity
Learning effec�veness
Ac�on/reflec�on
ra�o
Migra�on of ideas
Migra�on of knowledge
and informa�on
Goal orienta�onof learning
Synergy effect
Use of scale Learning efficiency
Learning cycle with a key indicator at each phase
Learning elevator that identifies levels in learning capacity
With the learning elevator, the weak chains in the learning cycle become quickly visible
The graph clearly shows the benchmark
Step 1
Unwri�enrules
Enabler Trigger
Context
Ongeschreven regels
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rules
Ideas and discoveries
Context
Ongeschreven regels
Ac�on and performing
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rules
Context
Ongeschreven regels
Carrying further
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rules
Context
Ongeschreven regels
Tes�ng and deciding
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rulesContext
Ongeschreven regels
Carrying out
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rules
Context
Ongeschreven regels
Evalua�ng
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rules
Context
Ongeschreven regels
Adjus�ng and tuning
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rules
Contextperspec�ve
Mo�va�eperspec�ef
Ervaringperspec�ef
Emo�eperspec�ef
Mentaalperspec�ef
Context
Mo�va�onperspec�ve
Experience perspec�ve
Emo�onperspec�ve
Mentalperspec�ve
Method which reveals unwritten rules
In each phase, the written and unwritten rules are identified
The model by which unwritten rules and their effects are analyzed
Step 2
Experience
Mental
StructuresRulesSystems
Unwri�en rules
Keyindicator
What has been started already?
Context
step 1 step 2 step 3
Measure Analyse Improve
delta 5
Emo�on
Mo�va�on
Relationship between steps 1, 2 and 3: the 5 elements by which interventions can be done
The 5 buttons you can turn to embed learning capacity into the organization
Step 3
Contextperspec�ve
Mo�va�eperspec�ef
Ervaringperspec�ef
Emo�eperspec�ef
Mentaalperspec�ef
Context
Mo�va�onperspec�ve
Experience perspec�ve
Emo�onperspec�ve
Mentalperspec�ve
tContent
Mental
Emo�on
Experience
Mo�va�on
Alignment
Mindset
Safety/trust
Feedback
Mo�vators/Energy
9
← 9 / 12 →
delta 5 – improvement approach (1/2)
↓ Realizing higher performance levels
The change process always starts from the in-depth diagnosis of the current situation and (if applicable) connects to running change initiatives in the organization.
delta 5 uses the analysis model with the 5 perspectives (see page 8) to define the impact of the unwritten rules and also to design powerful interventions. The steps of delta 5 are visualized in the model below.
The improvement program is tailor made, but always follows a number of proven change principles.
Change principles
Every change program that does not break through the underlying
patterns, will NOT effectuate change
Higher management strongly defines the force field for lower echelons: a change process therefore starts high in the organization and works from there, layer by layer, towards the work floor.
In a change process, every hierarchical layer goes through 3 phases:
1. Awareness Only when we are aware of behavior, we can choose to act differently.
2. Behavioral adjustment Learning new behavior. This is not about unlearning behavior, since this has a negative connotation; condemnation secures old behavior.
3. Embedding Being able to show the new behavior is not good enough: the process is not finished until the desired behavior has become new routine. Only then performance will improve.
4
Here are the main models of delta 5 and their mutual relationships which are introduced in this book. Tip: start with chapter 1 and use this page when you need an overview of the models.
Leercyclus
Ac�on and performing
Learning efficiency
Ideas and discoveries
Idea capacity
Adjus�ng and tuning
Learning effec�veness
Carrying further
Use of scaleSynergy
Tes�ng and deciding
Goal orienta�on of learning
Carrying outMigra�on of ideas, knowledge and informa�on
Evalua�ng
Ac�on/Reflec�on ra�o
Learning cycle
1.1. ExcellerendExcellerend
2.2. Genera�efGenera�ef
3.3. Proac�efProac�ef
4.4. Calcula�efCalcula�ef
6.6. PathologischPathologisch
5.5. Reac�efReac�ef
1.1. ExcellerendExcellerend
2.2. Genera�efGenera�ef
3.3. Proac�efProac�ef
4.4. Calcula�efCalcula�ef
6.6. PathologischPathologisch
5.5. Reac�efReac�ef
1.1. ExcellingExcelling
2.2. Genera�veGenera�ve
3.3. Proac�veProac�ve
4.4. Calcula�veCalcula�ve
6.6. PathologicalPathological
5.5. Reac�efReac�ef5.5. Reac�veReac�ve
LeercyclusLearning cycle
Ac�on and performing
Learning efficiency
Ideas and discoveries
Idea capacity
Adjus�ng and tuning
Learning effec�veness
Carrying further
Use of scaleSynergy
Tes�ng and deciding
Goal orienta�on of learning
Carrying outMigra�on of ideas, knowledge and informa�on
Evalua�ng
Ac�on/Reflec�on ra�o
ExcellenceExcellence
Genera�veGenera�ve
Pro-ac�vePro-ac�ve
Calcula�veCalcula�ve
Reac�veReac�ve
PathologicalPathological
CorporateOpera�onal Company
Idea capacity
Learning effec�veness
Ac�on/reflec�on
ra�o
Migra�on of ideas
Migra�on of knowledge
and informa�on
Goal orienta�onof learning
Synergy effect
Use of scale Learning efficiency
Learning cycle with a key indicator at each phase
Learning elevator that identifies levels in learning capacity
With the learning elevator, the weak chains in the learning cycle become quickly visible
The graph clearly shows the benchmark
Step 1
Unwri�enrules
Enabler Trigger
Context
Ongeschreven regels
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rules
Ideas and discoveries
Context
Ongeschreven regels
Ac�on and performing
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rules
Context
Ongeschreven regels
Carrying further
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rules
Context
Ongeschreven regels
Tes�ng and deciding
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rulesContext
Ongeschreven regels
Carrying out
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rules
Context
Ongeschreven regels
Evalua�ng
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rules
Context
Ongeschreven regels
Adjus�ng and tuning
Context
Ongeschreven regels
Context
Ongeschreven regelsll
Context
Unwri�en rules
Contextperspec�ve
Mo�va�eperspec�ef
Ervaringperspec�ef
Emo�eperspec�ef
Mentaalperspec�ef
Context
Mo�va�onperspec�ve
Experience perspec�ve
Emo�onperspec�ve
Mentalperspec�ve
Method which reveals unwritten rules
In each phase, the written and unwritten rules are identified
The model by which unwritten rules and their effects are analyzed
Step 2
Experience
Mental
StructuresRulesSystems
Unwri�en rules
Keyindicator
What has been started already?
Context
step 1 step 2 step 3
Measure Analyse Improve
delta 5
Emo�on
Mo�va�on
Relationship between steps 1, 2 and 3: the 5 elements by which interventions can be done
The 5 buttons you can turn to embed learning capacity into the organization
Step 3
Contextperspec�ve
Mo�va�eperspec�ef
Ervaringperspec�ef
Emo�eperspec�ef
Mentaalperspec�ef
Context
Mo�va�onperspec�ve
Experience perspec�ve
Emo�onperspec�ve
Mentalperspec�ve
tContent
Mental
Emo�on
Experience
Mo�va�on
Alignment
Mindset
Safety/trust
Feedback
Mo�vators/Energy
10
← 10 / 12 →
↓ The improvement process follows several steps from strategy to behavior on the work floor with concrete work formats and professional supervision when necessary. Co-creation and tailor made interventions are always leading.
delta 5 – improvement approach (2/2)
• Concrete approach• Work formats• Professional supervision
Why Goals
Actual behavior: unwritten rulesGap analysis
Change program
Desired behaviorAligning:• leadership• procedures• systems• structures• positions• competences• skills• behavioral repertoire
Values Strategy
Work Format: Articulating desired behavior. What kind of behavior fits our values?
Value 1Value 2Value 3Value 4Value 5Value 6
EXAMPLE
11
← 11 / 12 →
↓ delta 5 researchers, trainers and advisors have a track record of successfully supervising top organizations in the Dutch national and international context
Currently exploring the African market
USA EUAsia
aviation industryAIR FRANCE-KLMAir traffic control Netherlands
foodFrieslandCampina
industryCORUS SteelPhilips
leading dutch banksABN-AMRORabobank
(semi-)governmentDutch tax authorityDutch social welfare authorityDutch rail traffic controlDutch provinces
otherSeveral health care institutes (international) and housing corporations
delta 5 – the organization
delta 5 is successfully implemented in the commercial and public sector.
A selection of our clients:
12
← 12 / 12 →
delta 5 – more information
↓ A change process must always hit the core: ‘do what it�s about’
More information on delta 5 can be found in the book:
delta 5 – unwritten rules as the key to a learning organization and sustainable success
dr. Johan Boudewijns isbn 978-14681188411st edition, 2011
Auteur: Johan Boudewijns
Het doorgeven van (delen uit) het boek wordt aangemoedigd, mits onder de volgende
voorwaarden:
De gebruiker mag het werk kopiëren, verspreiden en doorgeven op voorwaarde van het vermelden
van de naam van de auteur. Het werk mag niet voor commerciële doeleinden gebruikt worden.
Het werk mag alleen in onbewerkte staat worden gebruikt.
Dit boek is ook verkrijgbaar in het Engels.
Layout: Anneke Boringa
Grafisch Service Bureau, FrieslandCampina
ISBN: 978-90-810641-3-2
1e druk, 2010
w www.delta5.nl
t +31 24 350 2101
p Prins Bernhardstraat 7 6521 AA Nijmegen The Netherlands
Alice in organizationlandIn addition to the delta 5 book, you can read more on unwritten rules in the book ‘Alice in Organizationland’ by the same author. In this book unwritten rules in organizations are exposed in the style of the well-known fairytale. Thousands of copies have been sold already.
isbn 978-14802624782nd edition
Both books are also available through Amazon.
dr. Johan Boudewijns
Alice inOrganization- land
Alice learns
about
unwritten rules
and discovers
organizations
‘Refresh your management style by reading
this book of Johan Boudewijns’, Carl Sinnige,
Vice President KLM-AirFrance
‘This book belongs in the top-ten management
books’, Walter Annink, Director Rabobank
‘This book is characterized by the power of
simplicity’, Bernard Sluis, Consultant
The most enjoyable way to learn, is
learning how to wonder again...
In this book, Alice takes the reader on a voyage
of discovery. In a playful way, she discovers ‘the
system beneath the system’, or in other words,
the unwritten rules. Alice’s voyage will give you
deep insight into behavior in organizations.
Joh
an
Bo
ud
ew
ijns A
lice in
Org
an
izatio
nla
nd
‘The strength of delta 5 is that this
tool makes ‘culture’ manageable: it
works from a diagnosis that enables
the design of practi cal interventi ons
resulti ng in an upgrade of the
company’s learning capability’
Thom Albers, Corporate Strategy
Director FrieslandCampina
‘I read over a 1000 managementbooks; this
one stands out! It combines strong concepts
with clear examples, practi cal insights and a
clear case to show how delta 5 works with
clear results. This is a must read for everyone
that is busy improving organizati ons’
Ton Mulders, Vice President of the bank
that invented stocks in 1602
Johan Boudewijns
Why you should read this book
You will learn how to upgrade your company’s learning capability with a practi cal
tool. Learn from the Dutch: the Dutch are very capable of building an economy:
it has been one of the richest countries for over 500 years with very litt le natural
resources. Holland was and sti ll is therefore very dependent on knowledge and
learning. This book shows us how a typical company of Dutch heritage seeks
to improve its learning capability by giving the reader a full insight in their
delta 5 methodology. This methodology is science based and developed by dr.
Johan Boudewijns. FrieslandCampina, at the root of the famous Dutch cheese
(to date 130 years of sustainable diary) and brands like Dutch lady, Foremost
(Asia), Milner, Mona and many others and delivering ingredients to McDonalds,
Starbucks but also pharmacy, may inspire companies all over the world with
high aspirati ons. delta 5 is used to measure the worldwide learning capability
in regard to innovati on and is used to improve operati onal environments. delta
5 is diff erent form other tools since it focuses on the ‘soft side’ of the organiza-
ti on: the organizati on’s unwritt en rules. It builds on the best selling work of Peter
Scott -Morgan. The book is very practi cal with many examples of the fi eld and a
delta 5 case of one of FrieslandCampina’s largest producti on sites.
dr. Johan Boudewijns
In co-makership with Royal FrieslandCampina
There is no gain in the obvious
How long will your organization repeat the sub-optimal?
Do the unwritten rules in your organization allow your
organization te learn?
as the key to a learning
organizationand sustainable
success
unwritten rules