Accelerated Model for Improvement (AmiTM) Workshop
PKP, Inc., is dedicated to providing workshops where we all continuously learn, collaborate, and share knowledge - this is an ongoing effort to continually develop, improve skills and knowledge in order to adapt and therefore perform effectively. We promote best practices where clients learn to work productively with each other by sharing knowledge, skills, experience, and expertise. Below are a few of the standard workshops that we offer. We also customize workshops to meet specific needs of our clients.
The Improvement Professional Workshop is focused on developing people with the capability to define, develop, test and implement improvement efforts using the science of improvement. These people go through a development program that is stretched over nine months. They also complete two projects, either as individuals or as facilitators of AmiTM teams. The people selected for this position should be viewed as future leaders. The following are some attributes for the people who are effective in this work:
Curiosity. To achieve results at the system level requires system - level change. No easy answers are available. A successful leader of large - scale execution must be open to finding and translating ideas both from within outside the organization.
Capability to move between conceptual thinking and execution. Integrating a portfolio of improvement projects and learning about what changes are producing system - level results requires conceptual thinking skills. It also takes disciplined project management skills. Leaderswho are effective at execution have both.
Quantitative and related computer skills. Effective improvement almost always requires measurement. The measurement and learning challenge increases as the size and ambition of the portfolio of projects increase.
Ability to work well with all levels of the workforce and professional disciplines. To achieve system - level results requires contributions from all levels of the organization and also requires cooperation among them.
The confidence to link with senior executives. Senior executives play a vital role in ensuring that the overall strategic improvement aims are achieved. Leaders will require cooperative interaction with executives as peers to effectively execute projects that achieve system - level results.
Ability to be a good communicator. When the organization sets system - level aims and makes fundamental changes to accomplish them, people in the organization will want to know,
"What are we going to do?" and "Why are we doing it?" One successful executive said he was not confident that his message was understood until he communicated the message "eight times, eight ways."
Leaders with these attributes should become effective leaders in the organization. As they learn the science of improvement, acquire personality intelligence, and learn the tools and methods necessary
to cause improvement, they can become very effective leaders for the organization. We have also discovered that if they cannot lead the improvement effort they probably won't be effective managers or leaders. Usually this is discovered in the work with the AmiTM teams. Also discovered in the Ami™ are people who are very effective, but not yet on the radar screen for development.
Leadership Lessons from Gettysburg
Several topics of discussion related to leadership are taken from real-life examples of those who led the Civil War, in particular, the Battle of Gettysburg.
Purpose/Practical Values Strategic Intelligence Personality Intelligence.
Types of Leaders; Motivation; Partnering; Leadership Philosophy; Ethical & Moral Reasoning.
Physical Courage versus Moral Courage; Personality Intelligence; Leadership Style; Roles & System Thinking.
Wayne Motts, CEO, National Civil War Museum, Licensed Gettysburg Battlefield Guide (the best!)
Cliff & Jane Norman; Authors of Transforming HC Leadership, Helping Individuals & Organizations Deal with Change; Improvement Guide (Cliff only)
Analytic Design of Experiments Workshop
The Analytic Design of Experiment Workshop is a total of five days, delivered at one time or split into three days followed by a break of 2-4 weeks and 2 additional days. The first three days employs a real time computer simulation to teach and apply planned experiments in a dynamic environment. This workshop translates directly to applications and defined student projects. For adult learners we find it best when adults are applying what they are learning to real world projects. We have found it useful to have participants organized into 3-5 member teams to work the simulation and later apply what they have learned to organizational challenges and opportunities.
The last two days of this workshop considers what has been learned in the first three days in contrast with traditional statistical methods approaches. Dr. W. Edwards Deming contrasted these approaches with the terms, Enumerative and Analytic Studies in Statistics. We have found it useful that engineers and other professionals understand the benefits and limitations of both approaches. This last two-days focuses on this goal as well as continued application to students’ project applications.
Analytic Design of Experiments Workshop
(3 days) Using an interactive computer simulation program, the participant learns to understand variation and special causes using control charts
Analytic Versus Enumerative (Traditional) Statistics
The Accelerated Model for Improvement (AmiTM), is a proven, and reliable, approach to making improvements. It will save your organization time and money. Click <<HERE>> to learn more about Ami.
Traditional approaches to improvement typically waste 21 weeks during the process. Why?
Nearly six weeks lost due to team members being unable to dedicate sufficient time to the project.
Senior executives added another five-and-a-half weeks of delay by failing to confront resistance to changes implied by the solution or even resistance in providing data, analysis time, and access to needed information.
The lack of preexisting measurement criteria added another five weeks.
Many teams were forced to develop the needed measures first and then collect the required data. Often, they then had to “sell” the measurement to the management team.
On average, teams wasted another four-and-a-half weeks by starting out with a vague, debatable mission. They frequently had to rewrite the missionstatement and meet with the senior management team again and again until they had a specific, measurable, acceptable mission.
Many teams wandered off course rather than focusing on vital symptoms, causes, and solutions.
s: A. Blanton Godfrey, Blitz Teams
Don't let this happen to your organization. Ami will step you through the improvement process quickly and efficiently.
Click here to see what our 3-day Ami workshop entails.
PKP is certified by PersonalStrengths to administer and facilitate the
Strength Deployment Inventory (SDI). Used in conjuntion with PKP workshops, it provides the team member the ability to see herself and others in terms of motives under two conditions: when things are going well and when there is conflict. PKP will guide you through this and show you how it empowers you to make better decisions and to improve the quality of interaction with others.
The SDI will identify your Motivational Value System (MVS) which will guide you in assessing issues related to People, Performance, and Process.
The Foundation of the SDI is Relationship Awareness Theory originally developed by D. Elias Porter. Click <<HERE>> to learn more.
Once you complete this assessment, and the subsequent training, you will wonder how you ever got along without it.
Creating a Learning Organization
PKP offers workshops on creating and leading a learning organization. We can guide you though the process of developing and establishing a system for continuous study and learning.
The leadership needed to make an organization a learning organization requires collaboration among leaders throughout the organization. This collaboration will be most productive when leaders share a common understanding of purpose and practical values, create a systemic vision of the organization, are able to design the processes and motivate people to implement the vision, and model learning from the organization’s results. To achieve these aims, leaders at the top of the organization where strategy is crafted and a vision is designed are especially in need of the qualities of mind and heart that we term Strategic Intelligence.
PKP has battle-tested methods that will lead you down the right path and that will allow you to ultimately achieve your goal of a productive learning organization.
The idea of viewing the organization as a system provides a method to focus the entire organization on the improvement and learning.
PKP will guide you through the process of viewing your organization as a system. We will collaborate to create a graphic system map that describes the organization and work processes within your organization, and how these processes are linked together. This is fundamental to mastering improvement. Invariably, as we walk through the process, many will have questions as to why a particular process is defined in a certain way. A visual representation makes it easy to see where time and effort are being effectively spent, or wasted.
Individuals and departments then can work together toward improving their system. To develop this view, people in the organization first must have a common understanding of the purpose of the organization and then understand how they can work together to accomplish this purpose. A learning organization requires a transformation from viewing the organization as a bureaucratic hierarchy of people reporting to each other to a system where the customer is the focus of the system instead of the boss. A "System Map" is a useful system thinking method to help people view the processes within their organizations and how they link together (interdependently) to achieve the Purpose of the organization. Leaders design, integrate, and align these diverse components so that they serve the Purpose. Ultimately, the success of an organization will depend on this interaction rather than the performance of the individual components.