Onderwerp Boek- Artikel Onderwerp artikel Eventuele
hoofdstuk lecture
Intro, messy CH 1 – 4 1. Franco 1. Wicked problems: 5 key criteria, 4 ways to cope Geerten peek
problems, 2. Camillus with them Client
intervention, 2. Facilitated modelling: group level, 4 skills interaction in
roles, DOVE interventions
Kathya Pozo
Facilitation
expertise
Brainstorming CH 6 Stroebe Difference groups – NGT, interaction aspects, ….
creativity, advice
GMB CH 7 Rouwette GMB case with 3 main outcomes (open Monic Lansu
communication, changes insight, quality solutions) GMB + MSD
MSD CH 8 Hodgkinson Cognitive/strategic inertia > MCDA > essential
elements. Also, coping mechanisms; defensive
avoidance.
MCDA CH 9 1. Baltussen 1. Need for MCDA, performance matrix, more rational Henk
2. Barcus process Broekhuizen
2. MCDA case in software development MCDA in
Healthcare
Evaluation CH 10 Schilling Effectiveness of decision analyses. 1) Process Rouwette
effectiveness (competing value framework, 2) Output Evaluation
effectiveness (attitude surveys), 3) outcome
effectiveness
,Lectures Intervention methodology
Lecture 1 – Client interaction in interventions (Geerten Peek – Supply Value)
Building relationships is one of the most important things you can do within an intervention. The
trust formula is: Trust = (Credibility * Intimacy) / Risk
- Credibility: demonstrate core skills
- Intimacy: emotional support with a safe distance
- Risk: is more difficult to influence. It must be acceptable/manageable for the client.
→ zie afbeelding pagina 18 Athena
About the company he works
- Experts in network optimization
- Mainly about the implementation of strategy (strategic improvement)
1. Smart formulated goals (Specific, Measurable, Achievable, Relevant, Time-bound)
2. Monthly report
3. Evaluate and adjust
4. Satisfaction research
5. Improvement plan
Important for writing a proposal:
- Who is client?
- When is intervention successful?
- What happens if intervention fails? (risks)
- Quality, time or money?
Basis: Advisory skills
Key question for successful client interaction: Do you
qualify to be the advisor? An advisor takes different forms:
coach, expert, guru, open ear, leader, guide, catalyst,
facilitator, change manager, confidential actor.
Remember: there are very different kinds of advising. 1)
Expert approach, 2) Facilitator approach.
Image: the advisory model. Advisor and client work
together.
Image: Learning Cycle from David Kolb for advisory skills.
, Example ING
Analyze & Advise
ING labels are ‘centralizing’ parts of their processes in shared service centres. The assignment is to
find out how the new processes should be run:
- Find out current situation
- Key success factors, key controls
- Design new situation (process outline, service levels, meeting structure)
- Advise label CEO on proposed new ways of working
Lead/facilitate the process
- Learn about issue in outsourced RVS claims process: backlog in mail
- Designed a project proposal to clear this backlog
- Presented it to manager/CEO
- Set up project team:
> create and day-to-day manage special team alongside claims department
> first time right communication, can we close the claim with one decision
> guide the claims MT on new approach
- Successful transformation in 13 weeks = all services within agreed service levels
Hybrid example Bayer – advice and implementation project
To implement a CRM system with which more value can be provided to the client
Questions: who are our clients? What are they doing? When do they call us and when do we call
them? What will then be the point of interest that is valuable? What is needed to provide said value?
How do we obtain the required knowledge and information, and how can we effectively retain and
share it? What is an acceptable first project to be able to deliver the value within a normal
timeframe? How does the roadmap towards the future take shape?
Challenges guiding change in the Bayer case
- Focus group members > ambassadors, still it is hard to convince your peers
- Translating a first step into a system implementation with a ‘new team’ from a new supplier →
challenge to share the outcome of the analysis phase in enough detail > Strengthened by
competitive approach by other consultant
- Solution comes in small pieces → hard to convince of the value of a small value step that does
require ‘change’
- Language: Now very practical, people from UK and US, but also India and China. Business in English,
but it’s another ‘slang’ to discuss the details of your approach in English as well AND recognize where
similarities and differences lie
Phases: analysis – selection –
implementation. Role
(expert/facilitator) differs per
phase.
In the analysis/selection phase:
more expert. Implementation
phase was hybrid.
hoofdstuk lecture
Intro, messy CH 1 – 4 1. Franco 1. Wicked problems: 5 key criteria, 4 ways to cope Geerten peek
problems, 2. Camillus with them Client
intervention, 2. Facilitated modelling: group level, 4 skills interaction in
roles, DOVE interventions
Kathya Pozo
Facilitation
expertise
Brainstorming CH 6 Stroebe Difference groups – NGT, interaction aspects, ….
creativity, advice
GMB CH 7 Rouwette GMB case with 3 main outcomes (open Monic Lansu
communication, changes insight, quality solutions) GMB + MSD
MSD CH 8 Hodgkinson Cognitive/strategic inertia > MCDA > essential
elements. Also, coping mechanisms; defensive
avoidance.
MCDA CH 9 1. Baltussen 1. Need for MCDA, performance matrix, more rational Henk
2. Barcus process Broekhuizen
2. MCDA case in software development MCDA in
Healthcare
Evaluation CH 10 Schilling Effectiveness of decision analyses. 1) Process Rouwette
effectiveness (competing value framework, 2) Output Evaluation
effectiveness (attitude surveys), 3) outcome
effectiveness
,Lectures Intervention methodology
Lecture 1 – Client interaction in interventions (Geerten Peek – Supply Value)
Building relationships is one of the most important things you can do within an intervention. The
trust formula is: Trust = (Credibility * Intimacy) / Risk
- Credibility: demonstrate core skills
- Intimacy: emotional support with a safe distance
- Risk: is more difficult to influence. It must be acceptable/manageable for the client.
→ zie afbeelding pagina 18 Athena
About the company he works
- Experts in network optimization
- Mainly about the implementation of strategy (strategic improvement)
1. Smart formulated goals (Specific, Measurable, Achievable, Relevant, Time-bound)
2. Monthly report
3. Evaluate and adjust
4. Satisfaction research
5. Improvement plan
Important for writing a proposal:
- Who is client?
- When is intervention successful?
- What happens if intervention fails? (risks)
- Quality, time or money?
Basis: Advisory skills
Key question for successful client interaction: Do you
qualify to be the advisor? An advisor takes different forms:
coach, expert, guru, open ear, leader, guide, catalyst,
facilitator, change manager, confidential actor.
Remember: there are very different kinds of advising. 1)
Expert approach, 2) Facilitator approach.
Image: the advisory model. Advisor and client work
together.
Image: Learning Cycle from David Kolb for advisory skills.
, Example ING
Analyze & Advise
ING labels are ‘centralizing’ parts of their processes in shared service centres. The assignment is to
find out how the new processes should be run:
- Find out current situation
- Key success factors, key controls
- Design new situation (process outline, service levels, meeting structure)
- Advise label CEO on proposed new ways of working
Lead/facilitate the process
- Learn about issue in outsourced RVS claims process: backlog in mail
- Designed a project proposal to clear this backlog
- Presented it to manager/CEO
- Set up project team:
> create and day-to-day manage special team alongside claims department
> first time right communication, can we close the claim with one decision
> guide the claims MT on new approach
- Successful transformation in 13 weeks = all services within agreed service levels
Hybrid example Bayer – advice and implementation project
To implement a CRM system with which more value can be provided to the client
Questions: who are our clients? What are they doing? When do they call us and when do we call
them? What will then be the point of interest that is valuable? What is needed to provide said value?
How do we obtain the required knowledge and information, and how can we effectively retain and
share it? What is an acceptable first project to be able to deliver the value within a normal
timeframe? How does the roadmap towards the future take shape?
Challenges guiding change in the Bayer case
- Focus group members > ambassadors, still it is hard to convince your peers
- Translating a first step into a system implementation with a ‘new team’ from a new supplier →
challenge to share the outcome of the analysis phase in enough detail > Strengthened by
competitive approach by other consultant
- Solution comes in small pieces → hard to convince of the value of a small value step that does
require ‘change’
- Language: Now very practical, people from UK and US, but also India and China. Business in English,
but it’s another ‘slang’ to discuss the details of your approach in English as well AND recognize where
similarities and differences lie
Phases: analysis – selection –
implementation. Role
(expert/facilitator) differs per
phase.
In the analysis/selection phase:
more expert. Implementation
phase was hybrid.
