v

1
Commonwealth Center FOR HIGH-PERFORMANCE ORGANIZA
TIONS, INC.
v
MODULE II EVOLUTION OF THE NATURE OF WORK
BUILDING HIGH-PERFORMANCE ORGANIZATIONS IN THE
TWENTY-FIRSTCENTURY
2
The Evolution of THE NATURE OF WORK
The illiterate of the Twenty-First Century
will not be the individual who cannot read and
write, but the one who cannot learn, unlearn, and
relearn. Alvin Toffler
3
The Evolution of THE NATURE OF WORK
before 1800
M
L

• Subsistence Farming CRAFTS PHASE

T
Work is Holistic
4
The Evolution of THE NATURE OF WORK
INDUSTRIAL ENGINEERS
SCIENTIFIC MANAGERS
1900
L
OWNERS EXECUTIVES
Upper Class
INDUSTRIAL PHASE
M
M
M
MANAGERS
FOREMEN
T
T
T
T
T

• Division of Labor
• Vertical
• Horizontal

LABOR
Working Class
5
The Evolution of THE NATURE OF WORK
CUSTOMER
L
LINE
M
TS
GS
Microbusiness
T
TOP MGT
6
The Evolution of THE NATURE OF WORK
Leadership Team
2000
NETWORKED TALENTMODEL
M
L
TS
T
M
L
M
L
TS
TS
T
T
M
L
M
L
TS
TS
T
T
Management Team
Task Team
7
Percent of Time Spent on Each Function at Each
Level of the Organization in the Networked Talent
Model
The Evolution of THE NATURE OF WORK
First Line
CUSTOMER
LINE
TS
GS
TOP MGT
Top Management
8
The New Employee Contract in the Networked Talent
Model
The Evolution of THE NATURE OF WORK

• Management Skills, Abilities, and Behaviors
• Causal Modeling/Systems Analysis
• Performance Planning
• Project Management and Execution
• People Development
• Plan Implementation, Monitoring, and
  Adjustment
  
• Outcome/Results Variance Analysis
• Open Communication

Leadership Skills, Abilities, and Behaviors
Strategic Customer Value Analysis
Vision/Values to Strategy/ Structure/Systems
Suprasystems Integration/ Stewardship
Learning/Thinking/Changing/ Renewing
Enabling/Empowering/ Energizing
M
L
TS
T
Task/Technical Skills, Abilities, and Behaviors
continuously broaden and deepen task/
technical skills and abilities
Team Skills, Abilities, and Behaviors see th
e following slide for these skills
9
Team Skills, Abilities and Behaviors
PROCEDURAL
PROBLEM-SOLVING

• types of meetings
• core values/ground rules
• charter
• content vs. process
• meeting management procedural rules, agenda,
  physical setup, evaluation, etc.
  
• process roles facilitator, recorder, time
  keeper
  
• setting climate
• large group design issues
• presentation skills

a guiding model theory and approaches
steps (opening up and closing down phases)
techniques appropriate in each step/phase
understanding assumptions and causes
using values to test outcomes bringing creativity
into problem-solving breaking paradigms
SURVIVAL KIT
BEHAVIORAL
PERSONAL LEVEL
INTERPERSONAL LEVEL
TEAM LEVEL
personal assessment (Golemans E.Q. vs I.Q.)
personal change(Coveys 7 Habits)
personality differences (MBTI)
individual management styles (Grid)
learning styles personal vs. organizational value
s time management
communication (style, ego states, non-verbal,
assumptions, obtaining information, listening)
feedback and coaching appreciating differences c
onflict management and negotiation
dealing with difficult people appreciating divers
ity dealing with feelings and emotion
what is a team? types of teams team dynamics and
stages of development team roles culture change
dealing with resistance team building characte
ristics of high-performance teams
10
Compensation Based On Value
M
L
TS
T
L
M
Journey-LevelPosition
TS
Value to the Organization
T
L
M
TS
T
T
L
M
TS
Entry-LevelPosition
T
Entry Filter
X

• Time in the Organization

X
X
X
11
Compensation Based On Value
Journey-LevelPosition 2
L
M
TS
T
L
M
TS
T
L
M
TS
T
T
L
M
TS
Journey-LevelPosition 1
T
L
M
TS
Entry-LevelPosition 2
Value to the Organization
T
L
M
TS
T
L
M
TS
T
T
Entry-LevelPosition 1
L
M
TS
Entry Filter
T
X
Time in the Position
X
X
X
12
The Evolution of THE NATURE OF WORK
FEDERAL SENIOR EXECUTIVE SERVICE CORE COMPETENCIES
The Executive Core Qualifications (ECQs) define
the competencies and the characteristics needed
to build a federal corporate culture that drives
for results, serves customers, and builds
successful teams and coalitions within and
outside the organization. The Executive Core
Qualifications are required for entry to the
Senior Executive Service and are used by many
departments and agencies for selection,
performance management, and leadership
development for management and executive
positions. They are
Leading Change continual learning,
creativity/innovation, external awareness,
flexibility, resilience, service motivation,
strategic thinking, vision Leading People confl
ict management, cultural awareness,
integrity/honesty, team building
Results Driven accountability, customer
service, decisiveness, entrepreneur-ship, problem
solving, technical credibility
Business Acumen financial management, human
resources, technology Building Coalitions/Communi
cations influencing/negotiating, interpersonal
skills, oral communications, partnering,
political savvy, written communications
From The US Office of Personnel Management
website (www.opm.gov)
13
The Evolution of THE NATURE OF WORK
TEN ESSENTIAL TRAITS FOR THE NEW MUNICIPAL
EMPLOYEE
In addition to having a baseline of expertise in
their field -- whether it be human relations,
engineering, or public relations -- municipal
employees of the 21st Century will need these
resources to succeed in the evolving municipal
environment

Change agent ability to foster change and
realize its benefits Customer service focus ass
essing needs and responding to them quickly and
efficiently Ability to understand the business
of municipal government and how their job affects
the bottom line Team player understanding the v
alue of shared resources and knowledge
Open-mindedness ability to move away from
traditional systems Respect for diversity as an e
nriching organizational value Self-directed abi
lity to work with less supervision as
organizations flatten Flexibility in juggling var
ying responsibilities Ability to manage stress I
nterpersonal skills ability to work with
diverse customers and employees at all levels of
the organization.
Katherine Jackson, A New Casting Call for Human
Resources Competency-Based Solutions for
Selection, Training, and Compensation, Virginia
Town City (March 1998), p. 7.
14
The Evolution of THE NATURE OF WORK
LEADERSHIP COMPETENCIES FROM A NAVAL SHIPYARD
External Awareness the ability to focus outside
the incumbent's own organization/unit and analyze
its environment and the forces in it that have
implications for the organization/unit
"political" savvy ability to do environmental
scanning awareness.   Customer/Stakeholder Focu
s the ability to cause the organization/unit to
answer the questions what are their wants, nee
ds, expectations, and requirements now and in the
future?  "who are/should be our organization's/u
nit's customers and stakeholders?
the ability to do sound market analyses, make
professional presentations, market effectively to
customers/stakeholders, and maintain positive
customer/stakeholder relationships/partnerships.
Visioning and Alignment the ability to cause
the organization to develop, articulate, and live
a clear, compelling shared vision for the future
and to cause units/individuals to align/"nest"
their visions within the vision of the whole
causes the shared vision to be used to guide all
actions/behaviors of individuals, units, and the
organization uses the organization's/unit's
vision to energize self and others the
organization/unit visioning process answers the
questions "how would we know if we were high-per
formance?" "according to whom are we high-perform
ance?"  what is high-performance for us? Org
anization Culture Creation through Values
Alignment the ability to cause the organization
and its members to define, articulate,
operationalize, and live a consistent set of
shared values in which units nest and shape their
day-to-day work culture causes the values to be
used to guide all actions/behaviors of
individuals, units, and the organization helps
the organization/unit understand the shared
values by making them actionable i.e., by
causing the values to be defined at all levels of
the organization in terms of the behaviors that
support the values and those that violate the
values sets a personal example by living the
values and expecting others to do the same the
organizational/unit values process answers the
questions "why do we want to be high-performan
ce in the first place and what is our higher
moral purpose? "what is our leadership philosoph
y/organizational paradigm? how are we going to
treat each other and our customers/stakeholders/p
artners/ suppliers?"
15
The Evolution of THE NATURE OF WORK
LEADERSHIP COMPETENCIES FROM A NAVAL SHIPYARD
(cont.)
Architect of the Business the ability to use
the organization's leadership philosophy/paradigm,
vision, and values to help guide the
establishment of a successful organization/unit
mission/niche and its implementing
"theory-of-the-business" causes the
organization/unit to be both (1) "effective" --
by delivering the right products and services to
the right customers/stakeholders, and (2)
"efficient" -- by ensuring that the
organization/unit has the right business
strategies, structures, and systems and that
these factors are "done right." Knowledge,
skills, and abilities useful to this competency
are strategic, tactical, and business thinking
and planning causal reasoning and systems
analysis/thinking ability to identify/examine
core assumptions/paradigms core competencies
analysis benchmarking and best practices review
creative/critical thinking key product/service
analysis customer requirement identification
quality principles (TQM), and financial
thinking/analysis.   Continuous Learning and Imp
rovement the ability to create a continuous
learning/ thinking/changing/renewing climate and
culture for the organization/unit seeks and
utilizes multiple sources of personal feedback
(peers, subordinates, superiors, customers/
stakeholders) to improve own behavior and
performance seeks and utilizes feedback from
multiple sources (other organizational
units/customers/stakeholders) to improve
organizational/unit performance ensures that all
organization members (including self) are
continuously learning and growing ensures that
self and organization/unit are on the cutting
edge ability to be a positive change agent for
organization/unit and a mentor and instructor to
members of the organization understands and
constructively uses motivation theory to enable
and empower organization members uses the
organizations/units shared vision and values to
energize self and members of the organization.
  Steward of the Organization serves as a stewa
rd of the whole organization causing the work of
individuals and units to be integrated toward the
vision/mission of the whole rather than the
suboptomization of the parts minimizes "turf" in
the organization behavior reflects the view that
the incumbent is an agent of the whole
organization (e.g., uses the term "our" in
reference to the programs/units/people/resources
for which he/she is a steward rather than the
term "my").