~ The Stages
of the Process ~
ASSESSMENT: Face to face interviews with every
person in the company gives an honest "X-ray" of the
culture (positive and negative) of the company. We could get a
representative sample from 15 people and be close to 85%
correct in our assessment, but something would be missing. Two
benefits emerge from this type of assessment:
Facilitators are 100% neutral: true picture of organization's
condition as perceived by its employees.
Each employee genuinely feels some ownership in and commitment
to the change process, because they are being heard. Once we
"own" something, we tend to take care of it.
- IMPORTANT: The
action plan for change emerges from the overall
assessment. The Secret Connection -- When foundational
employees / middle management experience training that was
launched by statements made by them and they know that
executive management has truly endorsed it and is directly
LEADERSHIP THAT LASTS: This is open for
everyone in a designated management / supervisory position. In
this three-day system, cross-sections of leaders from all
divisions of the company focus on the responsibility and
impact of leadership. A dynamic participative method is used
to communicate key principles for effective leadership
practices, and to increase productivity, quality, safety,
morale and security for all.
INTERPERSONAL RELATIONSHIPS: The condition of
an organization's interpersonal relationships impact its
ability to grow and prosper. This four-day workshop involves
discovery on how to create open lines of communication, build
trust and develop mutual respect, necessary for group decision
making and team development. Practical "hands-on"
training translates into revolutionary discovery for all.
PROBLEM-SOLVING / DECISION-MAKING / PLANNING SKILLS:
This is the most exciting stage of the process as people are
working together to resolve issues that have previously
hindered their progress. assessment findings / problems are
used during the actual two-day training. The Freeman Institute
pulls away, leaving thoroughly "trained-to-teach",
in-house facilitators to work this throughout the entire
organization. Approximately a half dozen, carefully chosen
in-house facilitators learn many skills during an intensive
five-day training course. At this point The Freeman Institute
steps away from the process while still being on call. We
trust the process the entire time. The process is the star
before, during and after. The process works because everybody
wins. Everybody wins because the process works.
We also have a Two-day
"Stand Alone" Problem Solving Program that can
be helpful to any organization.
EXECUTIVE A PLUS LEADERSHIP COACHING: This is
a process aimed at enhancing an executive's current leadership
skills through leader, peer, key employee, and self
evaluations combined with personal coaching. The evaluations
for individual, personal use are discussed one-on-one between
the executive and personal coach, uncovering well developed
and underdeveloped leadership qualities. All information is
for personal, individual goal setting. The seven-step process
generally takes sixteen weeks to complete, covering some
foundational principles: Clear purpose and direction,
communication and listening, caring and integrity.
Three benefits emerge:
- It will enhance his or her
personal leadership skills, abilities and understanding.
- It will provide new
direction and an opportunity for personal growth.
- It will enhance his or her
unique five-phase Power of Agreement Process brings
dynamic, positive, measurable results. This system can
even have a dramatic effect upon negative union /
management relations and negotiations.
The Freeman Institute has linked arms with The
Power of Agreement
we have access to an international pool of highly
trained, on-call facilitators. Because of the wide
range of expertise, we can handle an organization of
any size, with any OD needs -- just about anywhere.
View Streaming Video Clip of Dr. Freeman
Dr. Freeman's Biosketch
The Freeman Institute™
Freeman Institute™ Success Project
Freeman Institute™'s Home Page
To Send This Page to a Friend?
-- Right Click & Select "Send Page"
Internet Explorer -- File / Send / Page by Email
For maximum progress, an
organization should insure that every task performed is linked
to and aligned with its ultimate vision. The Freeman Institute™
/ Power of Agreement Network™ suggests at least six basic
components of organizational performance. Each component
contains additional details about the component above it.
In descending order, they are:
VISION: The vision is extremely broad, lofty
and uncluttered by details. EXAMPLE: XYZ, Inc.
will become the finest manufacturer of widgets in the world.
STATEMENT OF MISSION: The statement of mission
puts more meat on the bones of the vision. EXAMPLE:
We will manufacture, demonstrate and supply widgets to the
government, furniture manufacturers and building &
VALUES: The core values are standards that
we live by as a company. They will explain the nature of our
organization's collective character. EXAMPLE:
We will strive to be known by our customers, suppliers,
employees, leaders and others in the community as people of
fairness, integrity, honesty, caring, diligence, and hard
Most workstations have a dusty "8x10" framed copy of
the company's vision or mission statement hanging on the wall.
But at this juncture (between #3 and #4) is typically where
the organization's culture breaks down in terms of how tasks
are truly linked into and aligned with its ultimate vision.
PRINCIPLES: The operating principles, also
known as code of conduct, explain how to demonstrate the core
values. They are our character in action. EXAMPLE:
(i) We will treat each employee with equal levels of respect.
(ii) We will come to meetings on time. (iii) We will not
interrupt each other during meetings. (iv) We will work to
resolve conflicts cooperatively.
FUNCTIONAL GOALS: Each division of the
organization (department, function, unit, plant, etc.) needs
to concentrate on fairly broad, but focused goals in order to
achieve the mission. These must be written and made clear to
everyone in the organization and must be linked directly to
the mission statement. EXAMPLE: Maintenance, production,
accounting, marketing, sales, shipping, receiving, etc....
INDIVIDUAL TASKS: The final component (s) of
the process are the individual tasks done by each member of
the organization on a daily basis. For peak performance every
organization needs: Proper people punctually performing
prioritized projects that achieve goals to accomplish the
ORGANIZATIONS NEED HELP WITH THE VARIOUS COMPONENTS,
EITHER WITH THE DEVELOPMENT AND / OR IMPLEMENTATION