Strategic Organizational Alignment Authority, Power, Results Chris Crosby EBOOKS FOR BUSINESS STUDENTS “Strategic Organizational Alignment is an important book that every Curriculum-oriented, borndigital books for advanced business students, written by academic thought leaders who translate realworld business experience into course readings and reference materials for students expecting to tackle management and leadership challenges during their professional careers model, Crosby recognizes that sustained performance is only achieved • Unlimited simultaneous usage • Unrestricted downloading and printing • Perpetual access for a one-time fee • No platform or maintenance fees • Free MARC records • No license to execute The Digital Libraries are a comprehensive, cost-effective way to deliver practical treatments of important business issues to every student and faculty member leader should read Rather than giving simple solutions or a fancy new then provides detailed actions that can truly align the organization This is not for the faint-hearted, but for the leader who truly seeks excellence.” —David L Bradford, the Eugene D O’Kelly II Senior Lecturer in Leadership, Emeritus at the Stanford University Graduate School of Business and co-author (with Allan R Cohen) of the best- selling book, Power Up: Transforming Organizations through Shared Leadership “The book outlines critical principles I use to lead my organizations It is effective, practical, and balanced An important contribution to any leader, manager, or change agent” —Brian Bauerbach, President & CEO, Mold Rite Plastics “Powerful, practical, and most importantly, what I did to help each business that I was in charge of to succeed!” —John Nicol, Partner and General Manager, Microsoft Business results, major change, project initiatives can be achieved more easily than imagined Strategic Organizational Alignment shows you how and points out the reasons why most excuses businesses make for inadequate implementations are wrong Through stories, illustrations, and step-by-step guides, Crosby shows you a simple, profound, and repeatable way to ensure your business aligns its employees and has a clear path to success This book will help you to learn how to focus your workplace on the dynamics critical to achieving greater productivity Chris Crosby began his Organization Development career in 1993 His focus on workplace alignment has yielded repeated success with public, private, and non-profit industries on five continents He is an expert in creating implementation structures and people For further information, a free trial, or to order, contact: sales@businessexpertpress.com www.businessexpertpress.com/librarians processes for organization change including mergers, large crossfunctional projects, and whole system transformations Strategic Management Collection Strategic Management Collection Strategic Organizational Alignment by diligent attention to the basics He shows how challenging that is and STRATEGIC ORGANIZATIONAL ALIGNMENT POLICIES BUILT BY LIBRARIANS CROSBY THE BUSINESS EXPERT PRESS DIGITAL LIBRARIES Authority, Power, Results Chris Crosby Strategic Organizational Alignment Strategic Organizational Alignment Authority, Power, Results Chris Crosby Strategic Organizational Alignment: Authority, Power, Results Copyright © Business Expert Press, LLC, 2017 All rights reserved No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means—electronic, mechanical, photocopy, recording, or any other except for brief quotations, not to exceed 250 words, without the prior permission of the publisher First published in 2017 by Business Expert Press, LLC 222 East 46th Street, New York, NY 10017 www.businessexpertpress.com ISBN-13: 978-1-63157-660-7 (print) ISBN-13: 978-1-63157-661-4 (e-book) Business Expert Press Strategic Management Collection Collection ISSN: 2150-9611 (print) Collection ISSN: 2150-9646 (electronic) Cover and interior design by S4Carlisle Publishing Services Private Ltd., Chennai, India First edition: 2017 10 Printed in the United States of America To John, Robert, Gilmore, and Merlyn Thank you for your love and support! Abstract Business results, major change, project initiatives—can be achieved more easily than imagined Strategic Organizational Alignment shows you how and points out the reasons why most excuses businesses make for inadequate implementations are wrong Through stories, illustrations, and step-by-step guides Crosby shows you a simple, profound, and repeatable way to ensure your business aligns its employees and has a clear path to success Keywords alignment, business results, change, change management, cross-functional, leadership, MBA, organization development, organizational development, productivity, project management, stanford, workplace Advanced Quotes for Strategic Organizational Alignment: Authority, Power, Results “Using the principles outlined here, Mr Crosby helped us to successfully implement Oracle in six locations, spanning four countries, Korea, The Philippines, China, and Hong Kong, by all measures, a very successful implementation.” —Sunny Liu Finance Director, APAC, CSI “Mr Crosby helped us utilize the theory outlined in Strategic Organizational Alignment allowing us to launch six major new products compared with zero in the prior year We have since repeated the success and now have a consistent stream of new products being launched, thanks to this new approach.” —Clive Copsey, V.P New Product Development and R&D—Sabert Corp “ A very good hands-on reference for those involved in change” “ a good solid nuts-and-bolts explanation of the key roles in successful change efforts from a professional with hands on experience It is simple, relevant, and most importantly, it just works I like it a lot.” —Matt Minahan 2015 Chair, Board of Trustees Organization Development Network “The book outlines critical principles I use to lead my organizations It is effective, practical, and balanced An important contribution to any leader, manager, or change agent” —Brian Bauerbach President & CEO, Mold Rite Plastics “Powerful, practical, and most importantly, what I did to help each business that I was in charge of to succeed!” —John Nicol Partner and General Manager, Microsoft “Chris created the change structures and processes we used for our global Oracle v11i implementation (26 modules) to engage the business and effectively work through all project issues He then led the effort that helped us transition from region to region, plant to plant, and culture to culture with ease The result: zero-missed shipments in a project that 246 APPENDIX E education built on high structure, teacher guidance, and active participation by the students He criticized the progressive education movement in the United States as one that often moved too far towards permissiveness In Experience & Education, Dewey outlined a theory called “collateral learning,” i.e , What are you learning while you are learning? Compliance? Engagement? Something else? Dewey postured that part of the teacher’s role is to develop students who are in love with learning To that, teachers must provide structured experiences which captivate and engage the learner Dewey, like Lewin, believed that democracy (managing from the middle between the extremes of autocracy and permissiveness) must be learned anew by each generation Dewey was a contemporary of Harrison Sacket Elliott Harrison Sacket Elliott—A major influence in the development of Walter Holcomb Holcomb got his Ph.D studying under Elliot In 1918, at age 36, Elliott published The Leadership of Red Triangle Groups In 1928, Elliott published The Process of Group Thinking Both books represent his lifelong interests in group process, including its application to sociopsychological behavior, democratic principles, and scientific thinking Goodwin Watson—Goodwin was the first editor of the Journal of Applied Behavioral Sciences from 1965 to 1970 When Crosby needed a T-Group leader, he hired Goodwin Watson following a recommendation from a trusted colleague After two trainings with Goodwin, he told Robert about the first training in Organization Development at NTL and pulled strings to enroll him Crosby became an NTL associate in 1966 Walter Holcomb—Led Robert Crosby’s first T-Group experience in 1953 Crosby came to Boston University because they had courses in outdoor education When Robert met Walter Holcomb and told him how little outdoor educators knew about group process, Holcomb invited him to his course IN group dynamics which was Robert’s first T-Group After that Crosby took or audited all the courses Holcomb offered Holcomb also was a scholar of Kurt Lewin and John Dewey and first introduced Robert to both men Once his students indicated interest, he took the APPENDIX E 247 entire class to New York to visit Dewey’s famous “little red school house.” The push for students to experience first-hand what they were learning about opened Crosby’s eyes to a new style of education Other Key Influences John Wallen—Creator of the “Interpersonal Gap” which highlights several core emotional intelligence skills For example, he emphasized the role of the receiver when communicating rather than just the sender which is counter to what popular culture continues to maintain to this day Perhaps his greatest contribution to the field of interpersonal skills and emotional intelligence is the skill of being able to distinguish between a judgment and a behavior (this skill he termed Behavior Description) John combined four key skills (Behavior Description, Feeling Description, Perception Check, and Paraphrase) into a systemic theory of interpersonal communication that became the cornerstone of the experiential training developed by Crosby called “Tough Stuff” and later named “Emotional Intelligence in the Workplace.” According to Wallen, the ability to separate behavior specifics from a judgment, when there is tension, is the toughest of all human communication skills Robert Crosby worked with John Wallen from 1968 to 1977 Both thought of the other as mentors Howard Thurman—In 1953, Thurman was rated one of the top 12 most influential religious people in America He was the first black, as well as first non-Methodist, Dean of the Chapel at Boston University Robert and his wife, Ruth, went to church at the Chapel their first weekend in Boston and found Howard Thurman delivering the sermon Over the next year Robert went to every Sunday evening discussion Martin Luther King was finishing his Ph.D at the same time and claimed Thurman as his mentor In 1936, Thurman had led a black delegation to Asia Gandhi heard of this and asked to speak to the leader Gandhi told Thurman that even greater change could be done in America but those trying to make the change would have to give up “hate and violence.” Those trying to evoke change must love those in power People in power know how to stop an uprising based on hate and violence but not know what to when faced with a crowd of nonviolent protesters 248 APPENDIX E exhibiting love towards those they are trying to change Howard Thurman is considered the godfather of the civil rights movement Will Schutz—Creator of FIRO B which stands for Fundamental Interpersonal Relationship Orientation The B stands for Behavior It measures your preferences on three dimensions: Inclusion, Control, and Affection (Affection means: “How much I share my thoughts and feelings?”) Roberts first session with Schutz was in 1965 Robert became an expert in FIRO B and its application to groups and systems Leland Bradford—Founding Executive Director of the National Training Laboratory (NTL), which was at the center of the Organization Development movement in the United States Dr Bradford was an internationally recognized educator and a US delegate to many postwar international conferences, including the first United Nations Conference on the Elimination of Prejudice He was a colleague of Kurt Lewin and, in 1946, took part of the famous Connecticut workshop on race relations that led to the social invention called the T-Group Dr Bradford co-edited, T-Group Theory and Laboratory Method: Innovation in Reeducation, published in 1964 and considered to be the definitive work about T-Groups That book was Robert Crosby’s primary guide during his early days of leading T-Groups Bradford wrote or edited six books and more than 150 articles Ken Benne—Ken Benne was one of the three founders of NTL He was a philosopher of education and the head of the Human Relations Center at Boston University where Robert attended his first T-Groups in 1953 and 1954 In 1958, Robert attended the National Training Laboratory’s “Train the Trainer” event As part of the training, he was able to observe each founder (Ken Benne, Ronald Lippitt, and Leland Bradford) leading T-Groups Honorable Mentions Carl Rogers—Client-Centered Therapy was Roger’s groundbreaking book outlining his unique way of “holding clients” in therapy and tuning into them Rogers believed that you help clients by creating a structure APPENDIX E 249 in which they are able to solve their own problems Robert Carkhuff helped break down Roger’s work into eight distinct skills which enable practitioners to develop a helping relationship Essentially, Carkhuff skills are a form of “deep listening,” the basis of helping therapy clients and coaching business leaders Crosby first read Client-Centered Therapy in 1952, a year after its publication Five years earlier, Rogers, with John Wallen, published Counseling with Returning Servicemen The principle that “If I hold the structure, the client can heal himself ” is part-and-parcel of Crosby’s consulting practice Roger’s famous teachings in Client-Centered Therapy and Carkhuff skills were a major part of the graduate program Robert Crosby started in 1973 Carl Whitaker—Whitaker was a family systems therapist who worked with hospitalized schizophrenics early in his career He began to notice that patients would make great strides through treatments received in isolation in the hospital, only to completely relapse when exposed again to their families Out of this, he developed a Systems Theory and eventually only treated whole families at the same time Along the way he developed a unique style that highlighted playfulness in the therapist’s role Whitaker’s “Win the battle of structure but lose the battle of initiative” is foundational for group development By structure he meant the process flow of the session, the actual steps taken, and in what order Initiative is what people want to work on Robert Crosby and Whitaker met at Crosby’s graduate school Carl Whitaker wanted to work more there; unfortunately, he passed in 1995 before he could Edwin Friedman—A student and colleague of Murray Bowen Friedman’s theory of self-differentiated leadership became a cornerstone of Robert Crosby’s leadership development The concept, translated into a way of being as the leader, is integrated into all of Crosby’s books and trainings Friedman was a frequent visitor to Crosby’s master’s program until his death in 1996 His book Generation to Generation is perhaps the top book on Systems Theory related to self-differentiation ever written Salvador Minuchin—The creator of “Structural Family Therapy.” Minuchin was a family-systems therapist who focused on boundaries 250 APPENDIX E within the family and on how well those in different roles were doing their jobs He broke the family down into the Parental Subsystem and the Siblings’ Subsystem, determining whether the boundaries were healthy, too strict, or too diffused All family systems practitioners see the presenting problem as a symptom of a greater systemic dysfunction and treat the system as a whole, rather than treating the symptom and missing the root of the problem One of the three original faculty members at the Leadership Institute of Seattle/Saybrook University, Dr Ron Short, after a sabbatical with Minuchin, first introduced Robert to these concepts in the 1970s Chapter Index Chapter Authority Crosby Theory of Authority in Systems Chapter Goals 21 What Is a Goal? 22 Types of Workplace Goals 23 Bottom-Line Goals 23 Work Processes 23 Outcome Goals Versus Work Processes 24 Human Factors 25 Finite Resources and Priorities 26 The Importance of Balance .27 Which Goals Are Appropriate for Which Level? .27 CEO Level Goals .29 Department Goals .29 Work Team Goals 29 How Many Goals Are Appropriate? 29 Major Projects and Initiatives 29 Software Development Goals 31 The Time Frame 32 Quality and Requirements 32 Resources 33 Aligning Projects and Initiatives .34 The Importance of Understanding “The Big Picture” 35 Tracking As a Form of Listening .36 Goal Alignment .37 Chapter Sponsor/Agent/Target/Advocate .47 The Four Key Roles 48 The Sponsor 48 Two Types of Sponsors 49 Learn How to Drive Sponsorship 50 252 CHAPTER INDEX The Change Agent .51 The Target 51 The Advocate .54 What Is an Advocate to Do? 54 Responsibilities of Each SATA Role 55 Chapter Power .71 Generative Power 71 Types of Power .73 Legitimate Authority 73 Interpersonal .74 Expertise 74 Referent .74 Personal Authority .75 The Power of the Purse 76 Legal 76 Ownership 77 Positional 77 Informal 78 Access 78 Coercive 78 Reward 78 Chapter SATA Analysis Workplace Examples .85 The Initial Analysis for Every Situation 85 Maintenance to the Floor 85 Implementing a Daily Floor Walk .88 Software Development Integrated Billing 91 Employees can be in multiple SATA roles! .93 Chapter SATA Analysis 99 Basic Guidelines to Chart Any Scenario 99 Review of Key Principles 103 Keys for Sponsors .103 Keys for Change Agents 104 Learn How to Leverage Change .104 Coaching Your Sponsors 106 A Special Note for External Consultants 108 CHAPTER INDEX 253 Key for Targets 109 Keys for Advocates .109 Conclusion 110 Boundary Issues Related to but not the Same as SATA 111 Overworking 111 Micro-managing 112 Managing 112 Chapter Accountability 117 Introduction 117 Task Component Clarity/Clear Expectations 118 Single Point of Accountability (SPA) .118 By-Whens 118 Consequence Management 118 Role of Leader in Conflict Management 119 Chapter Structure 123 Introduction 123 Freedom and Structure 123 The Role of Structure 124 Structure Continuum 125 Meetings 126 Number and length ���������������������������������������������������127 Meeting effectiveness 127 Shift-change meetings 127 Clear Single Point of Accountability (SPA) 129 SPA for Initiatives .129 Clear Goals 129 Decision Clarity 130 Expectations/Role Clarity 130 Methods 131 Follow-Up .132 Clarity of Authority 133 Conflict Management 133 By-Whens 133 Choosing to Add or Delete Structure .134 254 CHAPTER INDEX Chapter Workplace Knowledge 139 Manager Knowledge 139 Technical Expertise Knowledge 139 Worker Knowledge 140 Chapter 10 Follow-Up 147 The Arc of Follow-Up 147 Dysfunctional Cycle of Follow-Up .148 Fundamentals of Follow-Up Check List .149 Example Action List .150 Formal Follow-Up 150 Ongoing Follow-Up 151 Long Term Follow-Up .151 Components of Effective Follow-Up 152 Chapter 11 Common Mistakes in Utilizing SATA 159 The Project Chart ≠ Map of Legitimate Authority 160 Thinking SATA is a Top-Down Theory 163 Over-Functioning 167 Under-Functioning 170 Interplay Between Over- and Under-Functioning 172 The Black Hole of Sponsorship 173 When the Change Comes from the Top .175 Distinction Between the Sponsor and Sponsoring 177 Chapter 12 Decision Making 183 Introduction 183 Intact Work Groups .184 Too Autocratic–Too Permissive 186 Authority Continuum 186 Leadership and The Authority Continuum 187 Robert Crosby’s Decision-Making Styles 187 Independent Decision Making 188 Consultative Decision Making 189 Delegation .190 Group-Oriented Decision Making 191 Leadership and Decision Making 192 CHAPTER INDEX 255 The Role of Clarity .193 Matrixes .193 Chapter 13 Employee Empowerment .201 The Integration of Decision Making and SATA 202 Empowerment/Decision Making: Current 202 Empowerment/Decision Making: Future .203 Clarify Authority Throughout Your Organization 204 Cross-Functional Decision Making 207 Decision Making and Project Governance 208 Decision Governance Process Example 210 Chapter 14 Adult Development 217 The Capability to Use Your Authority 218 Destructive Entitlement .219 APPENDIX INDEX Appendix A: SATA Assessments .223 Sponsor Assessment 223 Change Agent Assessment 224 Target Assessment 225 Advocate Assessment 225 Appendix B: Project Manager SATA Assessment 227 Appendix C: Structure Assessment 229 Appendix D Additional SATA Example 231 Appendix E My Organization Development (OD) Roots 241 Chapter Index 251 Bibliography 257 Bibliography Boszormenyi-Nagy, I., and Spark, G (1973) Invisible Loyalties: Reciprocity in Intergenerational Family Therapy New York: Harper & Row Bowen, M., and Kerr, M.E (1988) Family Evaluation New York: W.W Norton & Company Conner, D (1993) Managing at the Speed of Change New York: Villard Books Crosby, G.L (2015) Fight, Flight, Freeze Wilmington DE: CrosbyOD Publishing Crosby, R.P (1992) Walking the Empowerment Tightrope King of Prussia, PA: Organization Design and Development, Inc Crosby, R.P (2011) Culture Change in Organizations Seattle, WA: CrosbyOD Publishing Crosby, R.P (2015) The Cross-Functional Workplace Seattle, WA: CrosbyOD Publishing Dewey, J (1938) Experience & Education New York, NY: Simon & Schuster Friedman, E (1985) Generation to Generation New York, NY: Guilford Press Kahane, A (2010) Power and Love Oakland, CA: Berrett-Koehler Lewin, K (1997) Resolving Social Conflicts & Field Theory in Social Science American Psychological Associates Lippitt, G., and Lippitt, R (1986) The Consulting Process in Action (2nd ed.) San Diego: University Associates Merrill, D.W., and Reid, R.H (1981) Personal Style and Effective Performance Radner, PA: Chilton Minuchin, S (1974) Families and Family Therapy Cambridge, MA: Harvard University Press Rogers, C (1951) Client-centered Therapy Boston, MA: Houghton Mifflin Schmuck, R.A., and Bell, S.E., and Bell, W.E (2012) The Handbook of Organization Development in Schools and Colleges Santa Cruz, CA: Exchange Point International Tannenbuam, R., and Schmidt, W.H (1958) How to Choose a Leadership Pattern Harvard Business Review, March-April 1958, 36, 2, 95-101 Whitaker, C.A., and Bumberry, W.M (1988) Dancing with the Family New York: Brunner/Mazel Publishers White, R., Lippitt, R (1960) Autocracy and Democracy New York, NY: Harpers and Brothers Publishers Williamson, D (1991) The Intimacy Paradox New York, NY: Guilford Press I choose to show real leadership in the situations that I am suddenly thrust into in life and to hold no resentment for being in them Instead, I relish the opportunities, put forth my best effort, and thrive! OTHER TITLES IN STRATEGIC MANAGEMENT COLLECTION • The Chinese Entrepreneurship Way: A Case Study Approach by Julia Pérez-Cerezo • Strategic Management: An Executive Perspective by Cornelius de Kluyver and John A Pearce • Strategies for University Management by J Mark Munoz and Neal King • Strategies for University Management, Volume II by J Mark Munoz and Neal King • First and Fast: Outpace Your Competitors, Lead Your Markets, and Accelerate Growth by Stuart Cross • The Business Wealth Builders: Accelerating Business Growth, Maximizing Profits, and Creating Wealth by Phil Symchych and Alan Weiss Announcing the Business Expert Press Digital Library Concise e-books business students need for classroom and research This book can also be purchased in an e-book collection by your library as • • • • • a one-time purchase, that is owned forever, allows for simultaneous readers, has no restrictions on printing, and can be downloaded as PDFs from within the library community Our digital library collections are a great solution to beat the rising cost of textbooks E-books can be loaded into their course management systems or onto students’ e-book readers The Business Expert Press digital libraries are very affordable, with no obligation to buy in future years For more information, please visit www.businessexpertpress.com/librarians To set up a trial in the United States, please email sales@businessexpertpress.com Strategic Organizational Alignment Authority, Power, Results Chris Crosby EBOOKS FOR BUSINESS STUDENTS “Strategic Organizational Alignment is an important book that every Curriculum-oriented, borndigital books for advanced business students, written by academic thought leaders who translate realworld business experience into course readings and reference materials for students expecting to tackle management and leadership challenges during their professional careers model, Crosby recognizes that sustained performance is only achieved • Unlimited simultaneous usage • Unrestricted downloading and printing • Perpetual access for a one-time fee • No platform or maintenance fees • Free MARC records • No license to execute The Digital Libraries are a comprehensive, cost-effective way to deliver practical treatments of important business issues to every student and faculty member leader should read Rather than giving simple solutions or a fancy new then provides detailed actions that can truly align the organization This is not for the faint-hearted, but for the leader who truly seeks excellence.” —David L Bradford, the Eugene D O’Kelly II Senior Lecturer in Leadership, Emeritus at the Stanford University Graduate School of Business and co-author (with Allan R Cohen) of the best- selling book, Power Up: Transforming Organizations through Shared Leadership “The book outlines critical principles I use to lead my organizations It is effective, practical, and balanced An important contribution to any leader, manager, or change agent” —Brian Bauerbach, President & CEO, Mold Rite Plastics “Powerful, practical, and most importantly, what I did to help each business that I was in charge of to succeed!” —John Nicol, Partner and General Manager, Microsoft Business results, major change, project initiatives can be achieved more easily than imagined Strategic Organizational Alignment shows you how and points out the reasons why most excuses businesses make for inadequate implementations are wrong Through stories, illustrations, and step-by-step guides, Crosby shows you a simple, profound, and repeatable way to ensure your business aligns its employees and has a clear path to success This book will help you to learn how to focus your workplace on the dynamics critical to achieving greater productivity Chris Crosby began his Organization Development career in 1993 His focus on workplace alignment has yielded repeated success with public, private, and non-profit industries on five continents He is an expert in creating implementation structures and people For further information, a free trial, or to order, contact: sales@businessexpertpress.com www.businessexpertpress.com/librarians processes for organization change including mergers, large crossfunctional projects, and whole system transformations Strategic Management Collection Strategic Management Collection Strategic Organizational Alignment by diligent attention to the basics He shows how challenging that is and STRATEGIC ORGANIZATIONAL ALIGNMENT POLICIES BUILT BY LIBRARIANS CROSBY THE BUSINESS EXPERT PRESS DIGITAL LIBRARIES Authority, Power, Results Chris Crosby .. .Strategic Organizational Alignment Strategic Organizational Alignment Authority, Power, Results Chris Crosby Strategic Organizational Alignment: Authority, Power, Results Copyright... productivity, project management, stanford, workplace Advanced Quotes for Strategic Organizational Alignment: Authority, Power, Results “Using the principles outlined here, Mr Crosby helped us to successfully ... alarming rates Understanding how to use your authority and power to truly align your organization is the solution to such failures Strategic Organizational Alignment is built on this and uses as its