1. BUILDING HIGH-PERFORMANCE THE TWENTY-FIRST CENTURY
Commonwealth Centers
FOR HIGH-PERFORMANCE ORGANIZATIONS
INTRODUCTION TO
AND OVERVIEW OF THE
HPO DIAGNOSTIC/
CHANGE MODEL
BUILDING HIGH-PERFORMANCE
ORGANIZATIONS IN
THE TWENTY-FIRST CENTURY

2. What Do We Need to Do to Build a High-Performance Organization?
THE HPO CHANGE MODEL
VISION
STRATEGY
STRUCTURE
SYSTEMS
LEADERSHIP
Philosophy
Functions
Form
ENV HP
VALUES

3. 7 Key Diagnostic Questions For Exploring Organizations
What is High-Performance for us?
How would we know if we were?
According to whom are we?
Why be High-Performance?
Are we doing the right “what?”
How good are we at it?
How are we treating each other and our customers?

4. LIKERT’S ORGANIZATIONAL “SYSTEMS”*
SYSTEM 1 (Exploitative Autocratic)
Security Money
None
Down Only
Boss Alone
Top Down
Hostile
Mediocre
SYSTEM 2 (Benevolent Autocratic)
Status
Little
Mostly Down
Boss Mostly, Some Technical at 1st Level
Top Down
Mixed (toward negative)
Fair to Good
SYSTEM 3 (Consultative)
Growth Recognition
Some
Up and Down
Boss Focused: Asks, Decides, Explains
At Top, with Consultation
Mixed (toward positive)
Good to Excellent
SYSTEM 4 (Participative)
Identity Achievement Influence
Much
Up, Down,
and Sideways
Team Based
Group Participation
Favorable
Excellent
SYSTEM “ZERO”** (Laissez Faire)
Higher Level (comes from outside org.)
Mixed (but mostly within tech. areas)
Mixed (but mostly on technical issues)
Mixed (often avoided)
Mixed (sometimes not set at all)
Mixed
(positive toward job but not org.) Mixed (poor to good)
EMPLOYEE MOTIVATION
TEAMWORK
COMMUNI-CATION
DECISION
MAKING
GOALS SET
EMPLOYEE ATTITUDES
OUTPUT
* Adapted from Rensis Likert, The Human Organization, (New York: McGraw-Hill, 1967)
** Adapted from Marvin Weisbord, “Why Organizational Development Hasn’t Worked (So Far) in Medical Centers” Health Care Management Review (Spring, 1976).

5. The Evolution of “THE NATURE OF WORK”
INDUSTRIAL ENGINEERS
“SCIENTIFIC MANAGERS”
1900 L
OWNERS
EXECUTIVES
Upper Class
INDUSTRIAL PHASE M M M
MANAGERS
FOREMEN
Division of Labor
Vertical
Horizontal T T T T T 2B
LABOR
Working Class

6. The Evolution of “THE NATURE OF WORK”
Leadership
Team
2000
NETWORKED TALENT MODEL M L TS T M L M L TS TS T T M L M L TS TS T T
Management
Team
Task
Team

7. “WORK” IS HOLISTIC IN THE NETWORKED TALENT MODEL
IV-7
The Evolution of “THE NATURE OF WORK”
“WORK” IS HOLISTIC IN THE NETWORKED TALENT MODEL
Management Skills, Abilities, and Behaviors
Causal Modeling/Systems Analysis
Performance Planning
Project Management and Execution
People Development
Plan Implementation, Monitoring, and Adjustment
Outcome/Results Variance Analysis
Open Communication
Leadership Skills, Abilities, and Behaviors
Strategic Customer Value Analysis
Vision/Values to Strategy/ Structure/Systems
Suprasystems Integration/
Stewardship
Learning/Thinking/Changing/ Renewing
Enabling/Empowering/ Energizing M L TS T
Task/Technical Skills, Abilities, and Behaviors
continuously broaden and deepen task/ technical skills and abilities
Team Skills,
Abilities, and Behaviors
see slide I-9 for these skills

8. The Evolution of “THE NATURE OF WORK”
PERCENT OF TIME SPENT ON EACH FUNCTION AT EACH LEVEL OF THE ORGANIZATION IN THE NETWORKED TALENT MODEL
First Line L
CUSTOMER M TS T
LINE
TECHNICAL SUPPORT TS GS
GENERALSUPPORT T M
TOP MANAGE- MENT TS L
Top Management

9. PUTTING IT ALL TOGETHER 4. Why do we need to be high performance?
THE HPO CHANGE MODEL
PUTTING IT ALL TOGETHER
3. According to whom?
5. Right
“what?”
STRATEGY
STRUCTURE
SYSTEMS
VISION
1. What is it?
6. How
good?
LEADERSHIP
Philosophy
Functions
Form
ENV HP
WORK
CULTURE
VALUES
7. How
treat?
Quality
Customer “Value”
Financial Performance
Compe-tition
Other
Stake-
holders
Environ-mental Scan
4. Why do we need to be high performance?
Higher Moral Purpose
Self Pride
Survival
2. How would we know?
Food Chain
Beneficiary Chain
Marketing HP
Partners P P US
“PICK 3+” P