KCI\'s Technology

$: KCI\'s Technology$
How does the KCI technology work?

Locking in long term effective changeKeyChange Institute

Copyright © 2010, KeyChange Institute. All rights reserved.

Organizations pay for results

Clients want three things in the following order:

1. For their immediate pain to disappear

2. For the pain not to return

3. To achieve excellence

KCI’s technology is designed to follow the above order, first providing direct results, making sure the results last, then

leading to organizational/team excellence.


Nearly all organizational changes are linked to the “people” factor

Adopting a new technology

Adjusting to a new culture

Resolving a structural dysfunction

Disarming a conflict

Improving performances

The decisions and interactions of people are the only place where improvement can be made before and after identifying any

structural solution.


A technology that facilitates a “life changing” event

Sometimes we are made aware of moments that will change our lives forever. In those moments we decide we’ll be different and because the event was so powerful-- from that moment on we become “someone new.”

Using KCI’s technology to facilitate change in teams feels to the team like a “life changing” moment. From that moment on the team adopts new, more effective lasting ways of thinking and interacting.


Case study: GSK, the results of a merger

“Having to adopt new values and procedures is even harder when those belong to your #1 competitor”

Reduced sales, risk of losing top talent, reduced motivation and overall productivity are typical in merger conditions. The “undertaken” company in this case had all the symptoms. To “integrate” the new products and values of a competing company required profound inner changes.

Using KCI’s principles we were able to reverse the negative effects of the merger. It required an experience equivalent to an “aha” moment as team members were changing their positions and values to adopt a new, more effective way of engaging with change.


A technology that accelerates the acquisition of implicit knowledge

KCI’s technology is designed in ways similar to the intuitive-implicit way of teaching languages. It allows “students” to achieve “fluency” in using a new

skill “naturally” and in a shorter amount of time.

Learning to speak a foreign language structurally can take years because we must “technically” design sentences effectively. Newer

systems effectively teach fluency in a new language in a few months using implicit teaching techniques.


Case study: Telecommunication leader, customer service department

“There are great customer service representatives, the rest require an ongoing supervision to maintain reasonable performances”

Customer service workshops have been statistically shown to produce 10% long term improvement. This means that for every 10 representatives 1 representative would show some skill improvement. The rates were even lower when it came to dealing with “difficult” customers.

By using KCI’s principles we designed the course so that the new “language” was acquired, lasted and “spoken fluently” by representatives.


Case Studies: Avaya, organization wide effective evaluation system

“Reviews are demoralizing and periodically damaging to productivity”

This division of Avaya recognized that traditional workshops did not lead to desired results. The process of review and evaluation had become counter-productive

in most cases; it resulted in decreased motivation and very little skill improvement. Managers knew which skills and behaviors were desired, but

awareness and knowledge did not translate into acquisition and desired results did not follow.

Integrating KCI principles into the review process gave managers the ability to directly facilitate change with very little time investment year round. The

constant direct improvement took the sting out of the yearly review process. As a result performances improved dramatically while the motivation and

productivity loss noticed before, during and after the review period were diminished completely.


A technology that detects and removes the bugs from your team’s operating system

Bugs in your operating system (Windows/Linux etc.) will pop up as problems in your applications (word etc.). Trying to update or replace the application will do no good.

KCI’s technology “debugs” the operating system so the various applications depending on it can run effectively.


Case Studies: Nokia, evaluation process in a purchased R&D department“Transitioning from a start up culture to a corporate culture changes how we interact and

where reviews are concerned it is not a positive transition.”

This young department was purchased by Nokia after 3 years of operating as a small start up company. In its old design interactions

were mostly informal building on personal commitment and connection. Adopting the new corporate evaluation procedures

meant having to adopt new foreign values and resulted in resistance and alienation.

Using the principles of KCI allowed the team to change the “bugs” in it’s “operating system” thus allowing the new “application” to be

adopted and implemented effectively.


Case Studies: Taldor: integration of new corporate identity (organization wide change)

“Creating a new corporate identity requires getting people to accept the change.”

This large IT services company decided to include all of its sub units under one roof to increase business by creating inter-organizational

referrals and retain top employees through intra-departmental promotions. Before applying KCI’s principles, several efforts were made to align the internal corporate culture with the new corporate identity. The internal efforts, including “awareness efforts” such as

stickers and T-shirts, conferences and focus groups, did not lead to desired results.

By applying KCI’s principles we were able to surpass the original goals for the corporate identity change both in getting employees to refer

business from one division to another and in retaining top talent.


The Key component is ChangeResearch: The success rates of change acquisitionBehavioral change efforts in corporate America have been largely ineffective,

in fact studies show that more than 90% of those efforts don’t lead to applied long lasting behavioral change.

“Only 10 percent of learning transfers into job performance…” Elwood F. Holton and Timothy T. Baldwin, Making Transfer Happen: An action perspective on learning transfer systems, 2003

“There is growing recognition of a “transform problem” in organizational training today. It is estimated that while the American industries spend up to $100 billion on training and development, not more than 10% of these expenditures actually result in transfer to the job.” Broad and Newstrom 1992


Locking in long term effective changeKCI’s technology is based on a strong scientific body of research in

neuroscience and other sciences. It is supported by easy to use step by step techniques and tools and we will happily explore with you the specifically

tailored applications needed for your team’s unique circumstances.


KCI\'s Technology

Documents

Transcript of KCI\'s Technology