Vijay Desai, PMP, MBA, P.Eng December 16, 2009

Transcription

1 Vijay Desai, PMP, MBA, P.Eng December 16, 2009 December 16, 2009

2 20 years plus glbal prjects and prgrams management experience Wrking as Head f Operatins at Utility Risk Management Crpratin President f PMI Champlain Valley Institute since 2006 Prject Management Prfessinal (PMP), PMI, 2004 MBA, Califrnia Cast University, USA, 2002 P.Eng. (Prfessinal Engineer), PEO, Canada, 1994 ME (Mechanical Engineering), M S University, India, 1990 BE (Mechanical Engineering), M S University, India,

3 Change (What, Why and Where) Speed f Change Relatin between Change and Thinking Wrld View f Thinking Relatin between Thinking and Value Our Optins fr Change Mind-set f the Change Master Take-Away Pints 3

4 Change (What, Why, Where) Change is a prcess f becming different Change happens because f Prblems, Challenges and Issues Change is cnstant but it has changed The speed, pace, type and purpse One thing hasn t changed peple and rganizatins are still resistant t change 4

5 Speed f Change Change is: Sudden Expnential Cnstant Did yu knw? 5

6 Thinking is the cause as well as slutin t any change Hw we all think t handle any change? (Neurscience) We will ALWAYS chse what we think adds the MOST value t ur life (Axilgy) Hw humans make value judgments? 3 classes f Value Habits ( Systemic Systems, prcedures, mental cnstructs, expectatin r ideas r plan etc (cnceptual and theretical in nature) Extrinsic Situatinal, practical, measurements, metrics, tasks etc (t ibl i t ) (tangible in nature) Intrinsic Persnal, spiritual, priceless, irreplaceable, human beings, knwledge, freedm, curage, integrity etc (intangibles in nature) 6

7 External Wrld View Systems Thinking (systemic) Practical Judgment (extrinsic) Empathy-Intuitin (intrinsic) Internal Wrld View Self Directin (intrinsic) i i Rle Awareness (extrinsic) Self-Esteem (systemic) 7

8 System Thinking (systemic What ught t be) Capacity t think clearly, t plan, t slve prblems and t be pen t different, new r creative ideas. When ut f balance: Resists r rebels Clsed and unsupprtive Practical Judgment (extrinsic What is) Capacity t be fully present in the nw, engaged in what yu re ding, t knw what needs t be dne, hw best t d it and hw t stay fcused n the task When ut f balance: Difficulty finding excitement and fulfillment in wrk Quality is never gd enugh Overwhelmed Empathy Intuitin (intrinsic What can be) Capacity t put us in the shes f anther persn and accurately assess that persn and / r the circumstances being experienced by that persn When ut f balance: Puts up walls f resistance Impressed by r intimidated by appearance r titles Devalues thse wh d nt think like yu 8

9 Self Directin (intrinsic Where yu are) Capacity t be mtivated, guided and directed by a sense f meaning and purpse in everything we d. When ut f balance: Thinks we have t r shuld d the things Over fcused n utcme rather than the prcess Rle Awareness (extrinsic What yu are) Capacity t understand, fully appreciate and find jy, fulfillment and value in the way we invest in ur life When ut f balance: Expects us t d t many things and d them all perfect Over fcused n recgnitin fr validating ur wrth Self-Esteem (systemic Wh yu are) Capacity t accurately assess, uncnditinally accept and intrinsically value US (ur stable sense f persnal wrth) When ut f balance: Discurages us frm accepting ur self withut t cnditin Thinks ur self wrth is tied t the things we d 9

10 Identifying ur Valuing Habits Hartman s Value Prfile (HVP) Instrument Quantitatively Measure f ur valuing habits Determining the balance f ur thughts Balanced thughts supprt ur success Unbalanced thughts prcesses sabtage ur success This is NOT abut persnality r behavir. It is abut understanding hw we think in rder t be mre effective. Shift yur fcus t mre useful thught prcess (Neur-Axilgy apprach) Apprach has real and independent value n its wn and anchred in pre-existing natural strength Real value + Natural strength = Gd Thught in t Actin 10

11 What we can d with change? Resist it Handle it Create it Inspire it Change Resistr (Systemic) We are just fine let s get back t basics..that seems risky that is nt the way we did it in the past.. Change Reactr (Systemic) Handle it, cpe with it, react t it Always trying t keep up, feeling left behind, frustrated, ut f cntrl Change Agent (Extrinsic) Create it, manage it and direct it..ding things faster, cheaper, better fr linear imprvement 11

12 Change Master (Intrinsic) Desn t fcus n changing it because it is always changing Desn t fcus n specifics, fcuses n readiness Disciplined abut grwth, fcused n agility Desn t try t cut csts, fcuses n increasing value Desn t depend n psitinal authrity, fcuses n great ideas, pwerful visins, and curage fr expnential change. 12

13 Hw CHANGE impacts US and OUR impact n CHANGE Bth depends n hw WE think The nly thing that we have cmplete cntrl t change is ur thinking and way f valuing Fcusing n the intrinsic values is the future f change t make real and lasting changes t ur thinking Dealing with change is impssible, unless we change ur mind, thinking and value judgment Change is and will be nly cnstant in ur life. 13

14 Thse wh can handle change are prductive Thse wh can create change can slve prblems Thse wh can change thers are true leaders Hw the wrld arund us is changing? v=yrtanptnhyg&feature=channel 14

15 Thank Yu Q&A Vijay Desai, PMP, MBA, P.Eng 15