Perception%20Analysis%20Methodology

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Perception Analysis Methodology PAM
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Perception Analysis Methodology - PAM
Whats It Good For???
Avoiding
Expediting
Mitigating Risk
Validating
Early Warning
Productivity
Solving Real Problems not Symptoms of Problems
Communicating
Doing More with Less
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Perception Analysis Methodology
PLANNING

• IT Governance Initiatives
• IT Service Management Improvement
• I.T.I.L, CobiT Initiatives
• Balanced Scorecard, CMM Initiatives
• Cultural Assessments
• Change Management Initiatives
• Business Operations Reviews
• Technology Utilization Assessments
• Risk Mitigation Assessment
• Employee Satisfaction Assessments
• Information Technology Utilization
• Merger Acquisition Readiness
• Operability Maturity Model Initiatives
• Sales Force Automation Reviews
• Turnaround Management
• Customer Satisfaction Assessments
• Technology Implementation
• Day-to-Day Operations
• Market Readiness Assessments

• Vision Alignment
• Long Range Planning
• Sales Channel Effectiveness
• Supply Chain Improvement
• Distribution Effectiveness
• Process Reengineering
• R D Support
• Critical Project Effectiveness
• Corporate Renewal Initiatives
• Excellence Initiatives
• Executive Coaching
• Opinion Management
• SOX Initiatives
• Merger Management
• ERP Implementations
• New Business Initiatives
• Software Implementations
• Compliance Reviews
• Problem Management

EXECUTION
CONTROL
MEASUREMENT
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The Problem
Reaching Goals By Directing and Guiding Resources
Management Processes Include

• Determining the things that must be done

• Structuring the things into Actions

• Developing Directives to initiate Actions

• Determining the Gaps current vs. desired
  situations

• Developing further Directives to close the Gaps

• Disseminating the Directives for Actions

• Measuring and Managing the Actions and Directives

• Establishing, implementing, and validating the
  supporting policies, procedures, tools.

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The Barrier Information Dissemination
Collection Translation
Send three-and-fourpence, we're going to a
dance.
Send reinforcements, we're going to advance.
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The Translation Challenge
Locations
C E O
Suppliers
Sales Mktg
Finance
Sales Mktg
Sales Mktg
Manufacturing
Sales Team
Sales Team
Sales Team
Marketing
Distribution
Partners
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The Problem Translation
Considering What People Do

• Carry out directives as they understand the
  directives,

• Give out directives to others in accordance
  with what they understand must be done,

• Act according to their interpretation of what
  needs to be done (what they think),

• Constrain their activities in accordance with the
  rules they believe they must follow,

• Apply their skills in a manner they believe to be
  consistent with their own best interests which
  include reaching their goals, advancing in their
  job, pleasing management, looking good, and
  surviving,

• Solicit help and delegate activities to others.

Consistent Aligned Perceptions Are Critical
The Perceptions People Have (What They Think)
Is THE Driving Force Behind Their Actions.
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The Barrier Communications Things Are NOT As
They May Seem!
People Communicate Carefully

• They are NOT open and willing to share their real
  beliefs, understandings, and perceptions

• They fear looking stupid, getting into trouble,
  causing themselves problems with others, and
  losing respect and worse they fear NOT
  surviving

• Even the 'outspoken' and 'straight shooters' have
  carefully crafted their responses to be in
  concert with their goals and their perceptions of
  the situation

• Every communication they send is translated
  through their preconceived notions of the
  environment, the 'facts', the situation, and the
  nature of the 'receivers'.

Consistent Aligned Perceptions Are Critical
The Perceptions People Have (What They Think)
Is THE Driving Force Behind Their Actions.
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But, thats NOT what I said (meant)!!! Directive
We need to do more with less resources.
We need to improve productivity in our
Dept. (Lets make the problems and the solutions
everyones focus )
We need to cut costs. (Its too risky,
difficult, and expensive to change anything.)
We need to eliminate useless activities. (Need
to protect my staff but, Sally has a lot of )
We need to cut back. (There are many things
unimportant )
Im going to lose my job!. (Becomes
dysfunctional )
Lets show how important we are! (Creates some
problems to solve )
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But, thats NOT what they meant
(said)!!! Feedback Productivity improvement
Directives
We are making good progress on our productivity
program!(I think??!!...)
We have directed employees to its going
well (Wonder how Customers will react, how it
supports bonus plan )
My staff is moving fast on initiatives ! (This
is the wrong focus, but its what Frank wants )
We are taking steps in the following areas
..! (Ralph will never buy the real changes
needed )
We are shaking down the new process ! (This is
nuts . We need to )
Interesting new approach (Doesnt work, Ill
develop some workarounds look good )
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But, thats NOT what the real USER said
(meant)!!! Feedback IT utilization blind
siding
Our IT Systems are totally inadequate! (Were
always having conflicts here! New CIO needed??!!
)
IT Systems arent working we cant meet plan
! (Nothing ever works from those guys )
IT is not supporting us or fixing
problems! (Ralph is always making excuses !)
The System is slowing down my people! (This is
an excellent reason - excuse - for )
You can work around this by .!! (Mary wouldnt
approve this fix, so Ill just )
System hangs up with special characters! (I
cant do my job with this Ill just call Bob )
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The Solution Control Translation - Measure What
People Think Manage Their Perceptions
Perception Measurement Features

• Provide an electronic collection mechanism
  involve ALL stakeholders

• Address 'Issues' that drive results

• Allow for anonymous responses for more open and
  'real' communications

• Identify respondents only by demographic groups
  (i.e., organization elements, locations, titles,
  responsibilities, ...) for developing effective
  action plans

• Measure perceived status of the 'Issues' and the
  perceived importance of the 'Issues'

• Allow respondents to make detailed
  comments/explanations on the 'Issues'

• Provide a 'dash board' presentation for summary
  status and detailed 'drill down' capabilities.

If You Can't Measure It - You Can't Manage It
The Perceptions People Have (What They Think)
Is THE Driving Force Behind Their Actions.
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The Translation Challenge
Locations
C E O
Suppliers
Sales Mktg
Finance
Sales Mktg
Sales Mktg
Manufacturing
Sales Team
Sales Team
Sales Team
Marketing
Distribution
Partners
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The PAM Value Proposition
Locations
C E O
Decisions
Suppliers
Suppliers
Suppliers
Sales Mktg
Manufacturing
Finance
Marketing
Sales Team
Sales Team
Sales Team
Distribution
Partners
Partners
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Getting Clear Vision Supporting Analysis with
PAM
Mgmt Teams
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Satisfaction and Importance Measurements
Satisfaction
Importance
Attitudes Benefits Career Development Change Clien
t Services Coaching Communication Compensation Com
petency-Based Practice Competency
Development Continuous Workforce
Innovation Credibility Culture Diversity Human
Resources Infrastructure Innovation Job
Satisfaction Management Meetings Mentoring Marketi
ng Support Morale Organization Competency Mgmt
Participatory culture Pay Performance
Mgmt Personal Competency Mgmt Quality Recruiting S
ales Stress Supervision Team Building Tools
Hardware Tools Software Training Working
conditions
Projects To Improve Processes Tools Beliefs -
Execution
Highly Effective Strategy Implementation
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Knowledge Bank Explorer
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Critical Success Factors The Need For Metrics
(Issues)
How Goes the Help Desk?

• What are the components that measure Help Desk
  Success?

• What is the status (condition) of these success
  components from
• the perspective of the customers?

• How important are these components to the Help
  Desk
• customers?

• Do those accountable for Help Desk performance
  understand
• the needs of their customers?

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Critical Success Factors (CSFs) Issues

• My level of satisfaction with the
  responsiveness of the Help Desk in terms of
  answering my initial call.

• My satisfaction with the length of time it
  takes the Help Desk to understand what my
  problem is and begin fixing it.

• The level of knowledge and skill of the Help
  Desk in solving problems for me.

• The extent to which the Help Desk keeps me
  informed on the status of problems that they
  are working on for me.

• The attitude and customer orientation of the
  Help Desk support staff.

• The degree to which I believe the Help Desk is
  adequately staffed.

• My overall satisfaction in securing assistance
  from the Help Desk.

• The extent to which I use the Help Desk.

CSF Help Desk
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• Status
• Satisfaction Quality / Time /
• Value
• Importance / Rank / Priority /

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Stakeholder Perceptions
Two Responses To Each Issue

1. Level of Satisfaction

1. Degree of Importance

Current Needs ------------------------------------
Future Needs
Before -------------------------------------------
---- After
Time Spent ---------------------------------------
-- Importance
Current Benefits ---------------------------------
- Future Benefits
Efficiency ---------------------------------------
---- Effectiveness
A vs. B (Culture Assessment) ------------------
Importance, Desired, Required

1. Confidential Comments

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The Electronic Interview (Survey) Introduction
Screen

• Customized LOGO.
• Customized Text.

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The Electronic Interview (Survey) Demographic
Selections

• Demographic selections can be required or
  optional.
• Any number of demographic questions can be
  included.
• Demographic questions can be placed anywhere in
  the survey.
• Single selection or multi-selections can be
  included.
• Write-In options can be used.

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Response Conversions for Analysis
Comments
Extremely Important 100
Very Important 83
Slightly Important 66
Neutral 50
Slightly Unimportant 33
Mostly Unimportant 16
Extremely Unimportant 1
Completely Agree 100
Mostly Agree 83
Slightly Agree 66
Neutral 50
Slightly Disagree 33
Mostly Disagree 16
Completely Disagree 1
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Knowledge Bank Explorer (Analysis Engine)
Data Structure
The Knowledge Bank Explorer (KBE) Analysis
Engine Enables An Examination Of Critical Success
Factors and Issues From Summary To Detailed
Perspectives - Drives Cause Effect Analyses -
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KBE - Visually Identify Gaps in Execution
Gaps
Stakeholders Can Drill Deeper Into Any
Specific Area With Gaps To Uncover The Reasons
And Comments For Such Ratings
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Senior Management
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Producers
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Issue Analysis
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Confidential Comments
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Senior Managers
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Production Control Analysts
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Use Of Software Tools
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Use Of Software Tools - Time Spent -
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Implementing Change - Before -
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Implementing Change - After -
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detail