Defining Missions Corporate Seminar

 

 

Mission Design Concepts - An Interactive Workshop

 

 

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Workshops are delivered in three-hour interactive sessions that help participants develop cognitive tools for designing, assessing, and executing missions.  The components are designed so that a person’s previous experiences are merged with new concepts to create highly effective methods for learning.

Exercises reinforce The Theory of Missions^TM through personal experience and are arranged so that learning is associated with a student’s past, present, and expected future experiences.  Since the program follows an interactive format, participants are engaged in activities supporting the refinement and reinforcement of the mission’s structure, output, and goals.  The program is designed to create an integrated mission process, a mission where communication among participants creates clear and concise imagery where success is more easily achievable.

People who participate in the program are more successful because they learn how to:

• Motivate people needed to successfully execute the mission;

• Define a mission with a sufficient level of clarity so that it can be executed;

• Design, create, and maintain a mission’s philosophical structure;

• Assess external factors that affect a mission;

• Create better strategies for the four major strategy sets that support a mission;

• Create a vision and project that vision into the future;

• Design and assess each of the four major systems;

• Develop tools used to diagnosis and better understand slips in performance;

• Maintain a strong mission structure;

• Create an effective functional structure;

• Create effective flow of work through a mission;

• Identify critical tasks;

• Use critical task analysis to create a more effective mission;

• Integrate values into an already existing structure;

• Use dynamic analysis as a tool for transition or re-organization;

• Determine the most suitable organizational design options;

• Create an effective hierarchy;

• Guide the development of culture;

• Successfully design jobs; and,

• Select the right person for the job.

The course consists of 22 components, the subjects of which follow the general outline of the book, ZEN and Applications of MISSION DESIGN.  Courses are designed for groups of people who occupy positions within a particular area of the mission.  Ideally, programs would be first directed towards the executive staff and then towards the other functional levels within the organizational hierarchy.

Component 1 - Defining the Macro Mission

This component is designed to address the definition of the Macro Mission.  The macro mission represents the mission system’s highest level of logic. 

Component 2 - Reviewing the Mission’s Environment

This component characterizes the internal, secondary, and external sectors of the environment in which the mission operates.  Extracted from this characterization are values to which the mission must conform if it is to succeed.

Component 3 - Philosophy - Adding Values to the Mission

This component discusses the structure of the mission system at a theoretical level leading the team members into a discussion of primary / secondary and internal / external value structures and how at a macro level values combine with the macro mission to create a macro philosophical structure.

Component 4 - Defining Level One Missions and Creating Philosophical Constructs

This component addresses the dissemination of the mission from the macro level through Level One.  Level One missions represent the first level that supports the macro structure.  A Level One mission is developed for each organizational section.  Each Level One mission is then enhanced so that it serves as the primary philosophical construct for that part of the macro mission.

Component 5 - Major Strategy Sets

This component discusses the structure of strategy and how that structure serves as the mission’s neuro-network.  Four major strategy sets are developed, parts of each fitting underneath each philosophical construct.

Component 6 - The Management System

This component introduces the four major operating systems, defining how each contributes to the mission.  It also discusses the management system that is responsible for orchestrating the execution of the mission through the creation, development, and execution of intent, philosophy, and strategy.

Component 7 – The Productive Axis

This component discusses the mainstay around which work is executed.  Called the productive axis, it is the primary driver of technical strategies.

Component 8 - Administrative System

This component presents a discussion of the administrative system, defining it as the integrator between the mission’s other major systems.

Component 9 - Cultural System - Part One

This component looks at the external and internal factors that influence the forming of culture.

Component 10 - Cultural System - Part Two

This component demonstrates the use of cultural analysis as a tool for effective problem solving.

Component 11 - Management Assessments

This component demonstrates the value of assessments of management systems.

Component 12 - Mission Continuity

This component introduces an analytical process used to determine the strength of the mission’s structure.  The study utilizes The Theory of MissionsÔ models to reveal underlying issues that might impact the success of the mission.

Component 13 - Functional Analysis

This component explores the arrangement and role of function in the mission.  It provides an excellent model for assessing the mission’s effectiveness via function.

Component 14 - Business Flow Analysis

This component explores how business flows into and through the mission.  It looks at control and input points.  This model is highly effective in improving the overall efficiency of the mission by assuring that work flows through the mission at an appropriate rate and that values are introduced at various points in the process.

Component 15 - Critical Task Analysis

This component presents a methodology for determining tasks that are critical to the mission.  Skills acquired from this component are highly useful when planning for an efficient, streamlined work force.  Results of the analysis are also useful for employee training and for job design.

Component 16 - Value Integration Analysis

This component presents a process for identifying and integrating new values into an existing mission system.  Skills derived from this component help managers recognize the effects of key values both negative and positive.  It also provides managers insight into a process for effectively integrating new values into existing value structures.

Component 17 - Dynamic Analysis

Component 18 - Design Alternatives

This component discusses various organizational designs and how they are most effectively used.

Component 19 - Creating Hierarchy

This component discusses important elements associated with the role of hierarchy in a mission.  It looks at how to effectively create hierarchy and how to determine an appropriate number of levels.

Component 20 - Job Design

This component presents new insights into job design.  Properly designed jobs create a mission that is well defined in terms of skills, talents, attitudes, and communication patterns.  Well-defined jobs capture the essence of the mission at each level of its manifestation.  Integration of the mission at this level is not only critical to the success of the mission, it is fundamental to the common good of the people who work there.

Component 21 - Staffing

This component is complementary to the component on Job Design.  It discusses techniques for determining who best fits each job and provides insight on how to monitor the growth of employees so that their interest is maintained at a level that sufficiently supports the success of the mission.

Component 22 - Leadership

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