Culture & Consequences
In part 12 in this monthly series – we will focus on the enabling Environmental Asset Attribute of:
Culture & Consequences
The Culture & Consequence Systems communicates and reinforces Enterprise cultural norms, and ensures that all of the management policies and practices are the reinforcers and extinguishers needed to encourage or discourage, and enable performers to perform, at a level of Performance Competence mastery.
This Environmental Asset Management System responds to needs of the Process, reflected in the analysis data, by providing “culture” and “consequence” assets, perhaps via formal policies and formal and informal practices of the following type/ nature:
- Open or Closed Door Policy/Practice
- Customer and Supplier or Self Orientation
- People First or Business First practices
- Punishing good performance with more work or providing real incentives
- Rewarding everyone equally or differentiating based on an equitable approach
- Environmental Asset Management System and/ or individual incentives and combinations as needed
For the individual performer “culture” is established by the consequences applied by and from “above and laterally.”
Not by the words from the entity’s internal Stakeholders, but by their deeds – and the consequences that follow. Hollow words don’t get paid attention to after the discovery that they are indeed hollow words.
Enterprise leaders and management have a responsibility to establish the appropriate internal culture via a balance of consequences, positive and negative, large and small, guided by the probability and severity of ALL of the risks and rewards involved for the Enterprise related to the targeted Process.
Consequences are the rewards and punishments – the reinforcers or extinguishers of behaviors and cognition, whether stated or not, whether formal or not.
Of course, the more immediate and sure the consequence, the more effective. Hence, the hot–stove–top lesson’s effectiveness. And the lesser effectiveness for many young and old people, of the Surgeon General’s warnings regarding the perils of smoking.
The reality of the culture of a society or an Enterprise lies in what is really rewarded and punished; accepted and not accepted.
To turn–a–phrase from the late W. Edwards Deming: “80% of the solution is within management’s control…for they control the consequences.” As well as all of the resources/ assets.
- Is this enabling system itself currently Performance Competent?
- Might this enabling system be an area for Targeted Improvement?
- Do we understand well enough how this system is or is not enabling our Processes and meeting the Requirements of our Customers and Stakeholders?
- What would I look at and where would I go and who would I talk with to determine the answers to these questions?
- What is the Return value of addressing this issue for some level of Investment – as in ROI?
Back to The Big Picture of EPPI’s Performance Enablers
Here are the 12 Boxes of the EPPI approach … in non-Box form …
…start on the left with the Process itself… and then on to the enablers… of Process Performance…
Frames … Boxes … Buckets … Accomplishments … Areas of Performance … Key Results Areas … Major Duties … Responsibilities …. whatever ….
It’s complex. It’s a system.
Within a system of course….
Culture & Consequences
The appropriate items in this category are just one set of enablers of a Process or set of Processes.
And it’s important to understand the difference between all data and key data – that are the key Data/Information that really enable Performance Competence. And what’s really critical versus necessary versus superfluous.
And what is your definition of Performance Competence – or the end goal – and then … how do you measure that?
How you measure that is unique to each situation – except for the bottom line, accepted financial metrics related to Return on Equity (ROE), and/or return on net assets (RONA), etc., etc. Business measures.
The bigger picture…
Rocking Review Around the EPPI 12 Box Model Clockwise
Besides “The Process” itself – there are the 2 types of Enablers. 12 items, boxes, frames, etc., etc.
But in my view – I would always start with the Process.
Is there a Process – and is it adequate to the demands of all of the Stakeholders – including but beyond THE CUSTOMER(s). And their Customers and other stakeholders. Here is my model for Stakeholders – for you to adopt or adapt as needed…
The enablers are either adequate or inadequate in the context of the needs/requirements of the Process. So start there.
What is the Process and what are its Requirements – what enables it?
And are those enablers adequate?
In Rocket Science it would be the following for the EPPI Data & Information category/box:
- the Rocket Ship also needs a flight plan, instrument data, technical,blueprints, wiring diagrams, computer systems instructions, etc., etc.
Are those Enablers adequate?
Start with the Process itself and it’s Gaps – and then, as needed, look to the Process Enablers – and any Gaps there.
The Enablers are again of two types:
The Process View and the Enabler Views I propose here are intended to be used in a scalable manner, for looking at what is necessary at the following levels of Enterprise Performance …
- Worker - a.k.a: Individual, and/or the…
- Work - a.k.a: Process, and/or the…
- Workplace - a.k.a: Organization-Enterprise, and/or the…
- World - a.k.a: Mega-Social Responsibility
Human Assets and Human Asset Management Systems
The Human Assets are:
- Awareness, knowledge, skills
- Physical attributes
- Psychological attributes
- Intellectual attributes
Awareness, knowledge, and skills – come in many types and varieties. Further complicating the performance context/ situation, one performer might need to be only aware of what other performers need to know much more about, while yet another group of performers may need to have an actual skill level.
Physical attributes – include “items” such as the five senses: sight, hearing, touch, taste, and smell; as well as height, weight, strength, endurance, etc.
Psychological attributes – include “items” such as positive attitude, aggressiveness, risk taking, cautiousness, detail orientation, big picture orientation, etc. Many Models exist.
Intellectual attributes – can include “items” such as conceptual thinking, concrete thinking, strategic thinking, process thinking, etc.
Values – can include such “items” as customer satisfaction orientation, teamwork, diversity, fairness, honesty, work ethic, family, etc.
The HAMS – the Human Asset Management Systems “provision” these to the Processes as needed – adequately, or not.
The HAMS are covered after this next section.
Environmental Assets and Environmental Asset Management Systems
And the Environmental Assets include:
- Information/ data
- Tools/ equipment
- Materials/ supplies
- Facilities/ grounds
- Budget/ headcount
- Consequences (+/ –)
Data & Information – includes all of the work orders and instructions, the policies/procedures, and all data/information needed to enable job holders to perform.
Materials & Supplies – provide all of the materials and supplies needed to enable job performance.
Tools & Equipment – provide the tools, equipment, machinery, and vehicles needed to enable performers to perform at a level of mastery.
Facilities & Grounds – provide the buildings, grounds, facilities and utilities for communications/power/water/and so on, as needed to enable performance.
Financial Systems – provide the capital and expense budgets, and the headcount budgets to management, needed to enable and support job holders in performing.
Culture & Consequences – provide and reinforce the enterprise cultural norms, and all of the management reinforcements (and extinguishments) needed to encourage (or discourage) performance.
The EAMS – the Environmental Asset Management Systems “provision” these to the Processes as needed – adequately, or not.
The EAMS and the HAMS are covered in this next section.
And Then What? What About the Enabler Provisioning Systems?
And then after determining which of the Enablers are in need of attention – I use the following model to determine how “these things” happen – and where and who – in my client organization.
Here are the Provisioning Systems mentioned earlier – the HAMS and the EAMS … I use this next model as a tool/template to determine who actual “owns” or “co-owns” or “doesn’t own but should” – the roles and responsibilities for Provisioning the right “stuff” to the right processes at the right time, cost and quality …
“Stuff” being the HA – Human Assets and the EA Environmental Assets REQUIRED. By the Processes.
Nothing more. Nothing less.
These Enabler Provisioning Systems – which don’t look like this as structured in the graphic below – but perhaps this frame might help you determine who the Provisioners of Enabling Assets – may be at the root of any Gaps in the key Value Stream Processes or in the Enabling Processes.
Next one would estimate the Costs of Non-Compliance to see if it’s a Big Enough Deal – and as appropriate – the Costs of Compliance – and then one can make a wise or foolish Business Decision – from an ROI viewpoint.
Should the gaps in the enablers be addressed?
Where does this – or these kind of things – happen in the Enterprise? What’s the Enterprise Model for EAMS and HAMS? Who “owns” the responsibility for this/these?
Is it centralized, or distributed, or some mix (appropriate or not)? Is it in “enough control” with tolerable variability – or does some or all of it need to be “tightened up?”
Next Month we will posy Part 13 of 12. A summary piece of sorts.
The Big Picture of EPPI – for Performance Improvement
It’s not about Learning – even in a Learning Organization. It’s about Performance.
Focus on Performance – and Enable That.
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