The M3c Model of Cooperative Contextual Change

by Biscaccianti, Alessandro; Esposito, Mark; Williams, Lloyd C., Ph.D.

• ISBN13: 9781617771910
• ISBN10: 1617771910
• Format: Paperback
• Copyright: 2011-05-17
• Publisher: Tate Pub & Enterprises Llc

Summary

Alessandro Biscaccianti, Mark Esposito, and Lloyd C. Williams have come together to write a modern new textbook on the theory of contextual change, presenting original ideas tested and ready to implement in their highly informative book, The M3C Model of Cooperative Contextual Change.The authors posit that to increase effectiveness of change, it's necessary to introduce dynamic stability into a system. The whole organization and each individual should have a sense of security, and M3C can become the vehicle for this change. One especially new element is the contextual drivership method, which integrates leadership and management into organizational practices and processes that assure opportunity and capacity for success among employees. So if you're ready to increase action coordination, proactively anticipate possible issues, enhance information sharing, and become willing to look for solutions instead of focusing on problems, pick up The M3C Model of Cooperative Contextual Changefor some brand-new insight.

Author Biography

Alessandro Biscaccianti, DBA, MBA, MSc in architecture-engineering, is a professor, consultant, and entrepreneur. He consults for international companies in the field of change management, team effectiveness, project and team management, negotiation, mediation, conflict resolution, and creativity. Mark Esposito, Ph.D., DBA, is an organizational management and sustainability expert and professor of social responsibility for Grenoble School of Management in France and U21Global in Singapore. He is the founder and director of the Lab Center for Competitiveness, a think tank affiliated with Harvard Business School. Lloyd C. Williams, Ph.D., D.Min., is an organizational psychologist, business ethicist, social science researcher, professor, and consultant in organizational psychology, organizational behavior and development, change management, leadership development, and human resource leadership. He currently teaches in seven universities globally and consults with over 140 organizations worldwide.

Table of Contents

Preface	p. 15
Executive Summary	p. 19
Introduction	p. 21
Theoretical Foundations of the Model of Cooperative Contextual Change	p. 25
On Change and Resistance to Change	p. 25
Theories on Change	p. 25
A Systemic Approach to Change: the Communicative Therapy	p. 31
Resistance to Change: A Resource to Make Change Happen	p. 36
The Foundations of M3C Model of Cooperative Contextual Change, and Its Operating Concepts	p. 40
On Contextualism	p. 40
On Cooperation	p. 41
On Principled Negotiation	p. 43
Operating Concepts of M3C: Stake	p. 44
On Behaviors, Norms, Rules, Values	p. 44
On Leadership	p. 47
Operating Concepts of M3C: Contextual Drivership	p. 52
Operating Concepts of M3C: Reliability	p. 55
On Accountability	p. 59
Operating Concepts of M3C: Autonomy	p. 63
On Commitment and Motivation	p. 66
Motivation	p. 66
Commitment	p. 67
Operating Concepts of M3C: Commitment	p. 72
On Competencies Development	p. 72
Operating Concepts of M3C: Competence	p. 75
On Creative and Innovative Thinking	p. 76
The M3C Model of Cooperative Contextual Change	p. 81
The Four Elements of Dynamic Stability	p. 82
The First Element of Stability: Explicit Stake	p. 84
The Second Element of Stability: Co-built and Co-opted Ground Rules	p. 85
The Third Element of Stability: Systemic Relationships to Initiate and Regulate Actions	p. 86
The Fourth Element of Stability: Solution-Oriented Mindset	p. 87
The M3C Model of Cooperative Contextual Change	p. 88
The Learning Process to Implement M3C	p. 91
Context's Assessment	p. 93
Conflict Cleansing Process	p. 96
Community Norming	p. 97
Contextual Drivership	p. 99
Cooperative Innovation	p. 101
Protocols to Implement the Model of Cooperative Contextual Change	p. 103
Context's Assessment	p. 103
Emotional Leveling Communication Protocol	p. 103
Strategies for Reducing Actors' Resistance to Change	p. 107
Community Norming	p. 111
Cooperation Emergence Protocol	p. 113
Creative Negotiation Grid	p. 115
The Five Elements of a Creative Negotiation	p. 116
The Stake and Prioritized Interests	p. 116
The BATNA and Other Alternatives	p. 117
The Legitimate Criteria	p. 118
The Creative Options	p. 118
The Four Phases of Creative Negotiation	p. 119
Analyzing the Context and Preparing Negotiation	p. 119
Sharing Information	p. 120
Trading Off Interests and Bargaining	p. 121
Implementing the Agreement	p. 122
The Three Key Elements of Creative Negotiation	p. 122
Anchoring	p. 122
Suggesting Trade-offs	p. 123
Proposing the Deal	p. 123
The Two Factors of a Creative Negotiation	p. 124
The Context	p. 124
The Negotiators	p. 124
Feedback Matrix	p. 125
Decision-Making and Strong Consensus Protocol	p. 129
Contextual Drivership	p. 135
Organizational Alignment Map	p. 136
Driver's Added Value Matrix	p. 142
Reliability Matrix	p. 147
Team's Reliability Matrix	p. 151
Implementing a Drivership Strategy to Effectively Develop Reliability	p. 153
Autonomy Curve	p. 156
Implementing the Autonomy Curve	p. 163
Follow-up Protocol (FIP) and Support Protocol (SAS)	p. 166
Follow-up Protocol: the Fixed Points	p. 167
Support Protocol: the Slots of Active Support (SAS)	p. 169
Strategies to Build Power Patterns	p. 171
The Adaptability Matrix	p. 172
The Power Patterns Matrix	p. 173
Commitment Enhancement Matrix	p. 179
Commitment and Motivation in the Contextual Drivership Paradigm	p. 179
Features and Structure of the Commitment Enhancement Matrix	p. 182
Recommendations to Maintain and Increase Commitment	p. 184
Competencies Development Cycle Matrix	p. 186
The Process to Facilitate Assignments' Rotation	p. 187
Transferring Routine Assignments in Sleeping Base Assignments	p. 188
Consolidating Key Assignments into Routine Assignments	p. 189
Formalizing Development Assignments to Transform Them into Key Assignments	p. 190
Identifying Development Assignments in the Sleeping Base	p. 191
Cooperative Innovation	p. 192
GEI Groups for Exchange and Improvement	p. 193
Silent Roundtable Protocol	p. 196
Call for Ideas Protocol	p. 197
Reasons-or-Results (RORR) Protocol	p. 198
Substantiating Cases of the Implementation of the M3C	p. 201
The Change Process at the Industrial Department in the Rubber Company	p. 202
The Context of the Rubber Company	p. 202
Starting the Change Process at the Company Level	p. 204
Starting the Change Process at the Industrial Department	p. 206
Implementing the M3C at the Industrial Department	p. 210
Leveraging the Contextual Drivership Method	p. 214
Outcomes of the Implementation of the M3C in the Industrial Department	p. 217
The French Subsidiary of an American Multinational Company	p. 224
The Context of the American Multinational (AMN) and Its French Subsidiary (FS) at March 2002	p. 224
Implementing the M3C for FS's Management Committee	p. 229
FS's Context in March 2003	p. 234
Using FS's Manager's Perception to Analyze the Outcomes of the Implementation of the M3C	p. 236
Unexpected Findings	p. 242
Conclusions	p. 245
Recommendations	p. 249
Appendices
Features of the Different Types of Change	p. 253
Global View of the Drivership Approach	p. 254
Bibliography	p. 255
Tables and Diagrams	p. 277
Endnotes	p. 281
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