> I am trying to develop a review process for a soon to be completed new
> product development project running since February 1997. I would like any
> advice you may have from personal experience and any lessons, pitfalls you
> may have encountered in similar excercises.
>
> I think I am at the "Check" stage in the plan-do-check-adjust cycle and
> want to create a process that encourages those who have been involved in
> the process to reflect on their experince in the project and identify how
> we should do things differently in the future reviews how well we followed
> a new product development process.
Greetings Martin and Others:
I'd like to share a very successful project experience I had that be
fitting for your situation ....
Recently I worked with a utility company over a 2-day process of helping
them to come up with a plan that would improve upon how utility-contracted
community service providers work with customers.....the task or the "what"
we did was not nearly as interesting as compared to "how" we did.
Before taking the job, I was cautioned that this group,in their past, had
not worked well together--as new ideas were generated, others would knock
it down. They would never really get off the ground with any innovated
ideas and as a result, continued to do what they have always done.
Well, (and this is my point and suggestion to Martin), Prior to the
process, I facilitated the group in a self-assessment tool called the
"Innovate with C.A.R.E Profile". The profile helped each person work from
their most natural team role while valuing the characterisics and
contributions of others. It was extremely effective. The roles
identified through the profile are: CREATORS, ADVANCERS, REFINERS,
EXECUTORS, AND FACILITATORS.
The profile reveals a "Z" process for teams--whereby the Creators generate
the ideas and hand it off to the Advancers who identify ways to move ideas
toward implementation. Refiners are then given the task of poking holes
and analyzing the ideas to detect any problems (they do this well
natually). After refinements are made, the Executives run with final
implementation.
It resulted in an excellent learning experience with an exceptional
outcome. The project learned a new process while individual members
recognized their most natural role and appreciated the role others had.
Now, I realize some folks get annoyed over the "marketing" and "selling"
of products--- but at the risk of being flamed -- My company does
distribute the C.A.R.E. Profile.
Feel free to contact me if you'd like to recieve a discounted sample of
the profile.
Tom Sullivan, M.P.A.
Learning Consultant
Professional Growth Associates
412-835-7341
[Host's Note: I do distribute self promotional msgs here on the list that
I think may be of interest to subscribers. These should be short,
infrequent, and with the self-interest disclosed. Tom, I doubt that you'll
be flamed here on LO. ...Rick]
--"Thomas J. Sullivan" <pga@bellatlantic.net>
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>