flow Optimization
Optimize My Workplace
Principle: The whole is greater than the sum of its parts.
The way that the organization is put together is more important than the specific functioning of one individual member. Developing skills in how the members of the organization interact with each other boosts the talents of each specific member.
The actual problem is the paradigm shift from the old method of interaction to a new one by modifying the interactions between colleagues. When people in positions of power model effective leadership they change the overall effectiveness of the group and the satisfaction of each individual.
Create Star Performers
Technical skills being equal, emotional intelligence is the largest determining factor for success in the workplace. In every industry, all star employees display at least 6 competencies at the mastery level which interact with each other to produce exceptional quality performance.
Only through repeated practice and training will any skill be its best. To facilitate that training, a discussion-based workshop/class is provided to employees where they will refine the skills needed for the job and life in general.
Emotional Intelligence expert, Daniel Goleman, defines a ‘Star Performer’ as one that is one standard deviation above the average worker in terms of variables like productivity, sales, customer satisfaction, reduction of turnover, etc. To say that an employee is at least 1 standard deviation from the average worker means that their performance is something beyond expectation for the average worker. To optimize the workplace is to train all employees the skills that lead people to perform beyond average expectations.
What is Emotional Intelligence?
Emotional intelligence is one’s ability to recognize and regulate emotions in oneself and others. According to Goleman; EI is composed of self-awareness, self-regulation, motivation, empathy and social skills.
New vs. Old Methods
Existing Corporate Culture
Power and influence usually determined through a vertical corporate structure where supervisors veto opinions of others or no foster creative environment. Employees left to fend for themselves in a social climate with no regard for the internal state of the worker. Conflict resolution strategies subject to biases and distortions at individual and group levels regardless of rank within corporate hierarchy. See Appendix B: Flow Optimization vs Existing Culture
Learning Objectives
Determine leader’s willingness to grow and change. If leaders have the motivation to grow themselves they also open the opportunity to create lasting change for their organization. Understanding accurately where growth is most influential starts with a couple questions:
What goals or problems do you have?
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Employee Retention
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Teamwork
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Productivity
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Quality
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Efficiency
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Climate
What actions are you prepared to make in pursuit of change?
Pareto Principle: 80% of results from 20% of effort.
Flow Optimization is the most effective means to focus our efforts, to produce the greatest results.
Flow Optimization Consulting Program
Step 1: Observational Assessment Period
A) Social Map Assessment
I) Relationships between members of the organization
II) Job Demands
B) Begin Leadership Training
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Step 2: Individual Assessment
Part 1: One on One Philosophical Counselling
A) Determine the person's goals and life situation.
B) How does that person find meaning in work?
C) How does that person fit within the social network?
Part 2: Testing
Series of tests to determine qualities of an individual and where improvement would offer the greatest growth. Allows to track progress and have quantitative measures for people. Increases individual self-awareness.
Step 3: Introduction to New Climate
Seminar to the group about the new direction of training based on observations and one on one sessions. The structure that supports a healthy climate will vary depending on the social situation and specific job. Presentation by management as soon as leadership team is ready to train others, after demonstrating effective use of tactics themselves.
Step 4: Training
Part 1: A) Weekly Workshop Classes
25 EI competences
Philosophy of Burns CBT
Critical Thinking
Meditation and Mindfulness
B) In Field Training
Track employee progress
Social Reports
Reflective Mind Map
Means to have a measurement for the individuals progress
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Part 2: Personal Development by Learning Content
(Course Reading list)
- train skilled EI competencies
- discussion training
Part 3: Social Forum
WebApp used as medium to discuss specific issues, network, track progress and communicate.
Step 5: In Field Training
Part 1: New Protocol
If necessary, management determines new method which is line with Flow Optimization.
Part 2: Reports
In the field 5 mins
Increases individual and social awareness
Measurement and tracking system
Used for data collection throughout course of program to compare results and direct and modify
Affection person’s perspective
Support person’s perspective: How did the social support help?
What was the situation: summarize , empathize, check in: “Are you okay?”
Part 6: Certification
Based on the results of training and passing performance tests.
Appendix A:
Emotional Competencies
Personal Competence
Self-Awareness
Emotional Awareness
Accurate Self-Assessment
Self-Confidence
Self-Regulation
Self-Control
Trustworthiness
Adaptability
Innovation
Motivation
Achievement Drive
Commitment
Initiative
Optimism
Social Competence
Social Skills
Influence
Communication
Leadership
Change Catalyst
Building Bonds
Collaboration and Cooperation
Team Capabilities
Empathy
Understanding Others
Developing Others
Service Orientation
Leveraging Diversity
Political Awareness
Goleman 26-27, 1998
Appendix B:
Flow Optimization vs Existing Culture
Appendix C:
Goleman’s ‘Guidelines for Emotional Intelligence Competence Training’
Appendix D:
Calculating Flow Optimization Investment
Goleman pg. 38, 2001
Appendix E:
references
Goleman, Daniel. “Working with Emotional Intelligence.” Bantem Dell, New York. 1998.
Goleman, Daniel. “The Emotionally Intelligent Workplace.” Jossey-Bass. San Francisco, 2001.
Goleman, Daniel. “Primal Leadership.” Harvard Business Review Press. Boston, 2013.
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