Follow our conversation between a Task Leader and Facilitator, which discusses designing a workshop and reflects on how important it is to define your business strategy
The previous article related the conversation between the Task Leader and the Facilitator and how the ‘team-building’ day had transformed into a (‘strategic’) workshop. This article reflects the follow-on conversation carried out face to face over Microsoft Teams Meeting after the initial salutations.
Task Leader: I’ve been approached by one of our internal client departments asking if we can have a joint ‘team day’ and focus on ‘communications’. I wasn’t sure whether to combine what we discussed with their idea and have a joint day?
Facilitator: Oh! Based on our last conversation, your workshop is going to focus on the strategic direction guided by what your external clients want and need from you – is that right?
Task Leader: Yep, it was but this internal client is keen to improve the working relationship between us.
Facilitator: Mmmm! I think it would help if I put up a slide1 (on the screen) to help us focus our discussion.
Process Iceberg® Organisation Model
First let me explain the model. The Process Iceberg® Organisation Model is:
- Hierarchical – each level has to be in place before the next one comes into play
- Sequential – each layer follows on from the previous one
- Inter-dependent – each level relies on the level above
Can you see how the strategic focus sets the context for everything else?
Task Leader: So, are you saying that you can’t discuss ‘communications’ without discussing the strategy?
Facilitator: No, not exactly, it’s more that, IF the strategy is in ‘flux’ then everything else below that will potentially be likely to change. Let me explain. The Process Iceberg® Organisation Model is Hierarchical.
The organisation needs to know, or be able to determine, its strategic focus and values. Once it has, then the structure and high-level processes will follow consequently. The strategy and the structure/processes are symbiotic. The structure and processes must ‘fit’ the strategic intent and the senior management must ensure that it will deliver the expected outcomes. IF the strategy is defined and the structure and processes have been designed to match the focus then (in Pareto terms) 80% of the difficulties of managing an organisation’s change agenda will have been overcome. Can you see the next slide, that I’ve put up?
Process Iceberg Organisation Model
Task Leader: Yes
Facilitator: Put another way, only 20% of the issues which arise in organisations are caused by factors beyond this. Think about that concept for a moment: “IF the strategy is defined and the structure and processes have been designed to match the need then (in Pareto terms) 80% of the difficulties of managing change will have been absorbed”. The inference here is that most of the problems in organisations are caused by the failure to clearly identify and clarify the strategic focus and the failure to have an appropriate structure and high-level process(es). Therefore, the first and foremost need is for the organisation to define the strategic direction and clarify the strategic focus.
Task Leader: I can see that! Because our clients are changing their demands and expectations we are in a state of flux. What we’re doing now may not suit what the clients want in the future. And you’re right, it could require a change of structure – departments merging for instance and our processes may need huge adjustments.
Facilitator: Exactly! It’s also Sequential. The organisation and in particular the senior management should focus their efforts on each subsequent level of the Process Iceberg®. If the strategy is well defined and the structure and high-level process ‘fit’ the strategic focus and match it then there will be much less pressure on the systems and processes and by inference ‘communications’ is; first and foremost a ‘system’. If everyone understands the strategy and recognises that the high-level processes are fit for purpose and will deliver the corporate goals, then the systems can be created to service the business.
The systems should be purpose-designed to suit the organisation’s needs and that includes communication needs. The systems should be used to report on activities such as key performance indicators (KPIs) and to enable information to be passed between departments and people, collated and assessed, performance to be measured (and rewarded), and recruitment and development to be undertaken.
So, you can see that ‘communication’ is a consequence and outcome of the higher levels of the Process Iceberg that we shouldn’t be tackling until the work’s been done on the ‘strategy’ and structure/processes.
Task Leader: Wow – a lot to take in but what you’re saying is that focussing on communication itself is a distraction at this point?
Facilitator: Yes, I am. You went out to identify the external client needs and it has thrown up a disconnect with your current strategy.
Task Leader: OK! But I would like to involve the internal client department in some way.
Facilitator: Well, you could… and we can explore that as we look at the process for the workshop. Let’s go back then, to our initial discussion. I know we went to see one client together and we used the Personal Construct Psychology model. As you said afterwards the client seemed to like the approach and it gave you some very useful information. How did the other three visits go?
Task Leader: Well, somewhat shocking!
Facilitator: In what way?
Task Leader: Whilst the first client saw the future as only slightly different to the status quo the other three saw things changing quite dramatically. In fact, their view of the future would require us to change what we do and how we do quite considerably!
Facilitator: So, what you discovered is that the first two levels of the Process Iceberg might see some considerably changes if you are to keep these clients? Which might in turn affect the other levels below.
Task Leader: Exactly! We’ve had a serious discussion at Director level, and I’ve been tasked with exploring the implications. So, this workshop, is definitely ‘strategic’!
Facilitator: Ok, that’s fine. So, if I understand you correctly, what you’re saying is that three of the external clients see big changes in what they require and how they need in terms of service delivery and the fourth may not require such dramatic change?
Task Leader: Yes, and we’ve discussed this, and that particular client is so significant in terms of revenue and volume that we can’t ignore them, nor can we risk alienating the other three who probably represent the bulk of our other clients.
Facilitator: (Preparing to try their first SPO with the ‘S’)2. OK, so it seems to me that you have to recognise BOTH the other clients’ needs AND at the same time reflect the significant client in exploring your strategic intent in order to inform you strategy. Then you will have to examine the consequences for your structure and processes (waits for the TL to acknowledge this).
Task Leader: Yes, I see the logic in that.
Facilitator: So, IF you involve the internal client, might it be insightful for them to see what’s having to change. Might it bring them along as well?
Task Leader: Yes, I think that’s possible. I’ll have to ‘sell’ it to the manager and get their buy-in. I will let you know how this conversation goes.
Facilitator: Great then we can get down to planning the process for the workshop. Speak next week.
To be continued...
Tony Mann
Tony Mann is the Facilitation Chief Examiner. He developed the Process IcebergTM facilitation methodology which has gained widespread acceptance across a wide range of sectors in the business, commercial, not for profit and public sectors. In his professional career he has worked in a number of countries across the world, applying his facilitation methods to a wide scope of issues including decision making, strategic planning, project planning, workforce engagement and problem solving. His training methods, introducing facilitation into organisations has been a key reason for its adoption into organisations like: food sector, government departments, social services, local government and telecommunications.
For more information
1. See ‘Facilitation – Develop your expertise’, Section C, 19, page 185 -189 Process Iceberg® Organisation Model.
2. SPO – Section 2.4
