The Discovery/Innovation Process (DIP)™ – Increasing capacity for high performing teams to perform better through Leadership Decision Meeting Dynamics, Execution & Accountability Improvement:
- Multi-Directional– people have solid and deep trust in each other and in the team’s purpose – they feel free to express feelings and ideas – organizational/team leaders do not control the discussion – they participate and contribute, exercising hierarchal power, if needed, only after all team members have expressed themselves – any team member taking the lead on a discussion topic is expected to lead and facilitate using the discussion rules shown below
- Open Agenda – any topic may be presented using the discussion rules / pre-meeting topics can be communicated to all team members as long as the same information is provided to all team members prior to discussion
- Augments Communication – does not replace one-on-one communication, small group communication or superior/subordinate communication – all communication should be consistent with the DIP.
- Confidentiality is implied unless expressly stated to the contrary
- Looping (inconsistent communication to that expressed during a DIP, particularly when it could have been expressed) is strongly discouraged – any inconsistent discussion outside the DIP must be brought back before proceeding with a decision and the execution plan
- Discussion Rules
- Clear position statement – any discussion topic must be clearly and efficiently stated by the lead and supplemented by the team with the same clarity/moving to the next step requires a voiced final position, a written statement and all must agree before proceeding
- Consistent statement of facts – facts relevant to the position must be clearly stated and all must agree to the statement of facts before proceeding
- Creative tension – tension is expected and essential to make sure that team compassion and commitment is fully expressed – everything is open to challenge before agreement
- Civil discourse – discussion/decision making is for getting it organizationally right and acting in concert – it is not for winning, rehashing, forgiving or giving in
- Decision Clarity Statement – stated often and upon agreement reduced to written decision statement, including how the decision will add value, enhance or change strategy, add revenue/expense and be measured for impact – becomes primary to performance measurement and budget
- Execution Clarity Statement – supporting the decision statement and stated often and upon agreement reduced to written statement, including key execution leaders, time frames and process/progress benchmark indicators – becomes primary to performance measurement and budget
- Resource Clarity Statement – supporting the execution statement and stated often and upon agreement reduced to writing, including all known and needed asset and people resource requirements – becomes primary to budget
- Communication Clarity Statement – supporting the decision, execution and resource clarity statements and upon agreement reduced to writing – including message intention and specific intentions with respect to internal and external stakeholders, including timing of messages and responsible parties
- Change – Any team member has the absolute responsibility of communicating back to the DIP any known fact or any information that would have even a minimal impact on the viability of the decision, execution and resource statements
The Discovery/Innovation Process™ is designed to dynamically charge open innovation, team focus, great decisions, fierce execution and excellent performance for a team and team members