Application of the Ten Tasks Model

<h1>Application of the Ten Tasks Model</h1>Author: <a title="Christopher Pace" href="http://www.articlesbase.com/authors/christopher-pace/171463.htm">Christopher Pace</a> How much rigor and attention you must pay to each item listed under each of the ten tasks will depend on its relevance for the situation and the magnitude of the changes you face. For example, in a technology change, the more business process boundaries crossed, the greater the change of skills and knowledge demanded, the larger the impact on collateral systems, and the deeper the impact on culture and careers of the workforce, the more formal attention you must pay to the ten tasks. How collaboratively you approach your change process will also influence how to best work with the Ten Tasks. If you approach the change with high employee involvement, you can often "feed a number of birds with one hand," and many activities can address objectives catalogued under a number of different tasks. For example, in a four-day working conference, a 180-person "deep diagonal slice" (people from multiple levels in the organization's hierarchy and across the span of its horizontal business units) worked together to digest data about present operations, identify trends in the environment, define priorities, agree on the critical elements of a vision for a better future, set "next-step" follow-up actions, and establish plans for their personal involvement in communicating the outcomes of the conference to the rest of the organization. In this single event, they were able to address objectives under Tasks I, II, III, and IV of the Ten Tasks simultaneously. During the last decade, pioneering efforts in the design of large group processes for organization development work, such as those of Marv Weisbord and Sandra Janoff, Kathleen Dannemiller and Robert Jacobs, Dick and Emily Axelrod, Bill Pasmore, Harrison Owen, and the earlier work of Fred Emery and Erick Trist, have made high involvement and collaboration in organization analysis, design, and development much more practical. Our successful experience in building on the work of these pioneers has allowed us to, figuratively speaking, "get the whole system in the room at the same time," as in the example above, and to accelerate the time it takes to accomplish, diffuse, and establish critical decisions about the state of things and the directions to pursue in a change effort.About the Author: Jeff Evans provides <A href="http://gaian.com/leadership_presence.htm">leadership presence</a> through The Gaian Group, which offers <A href="http://gaian.com/using_a_coach.htm">executive coaching</a> and <A href="http://gaian.com/transformational_leadership.htm">transformational leadership coaching</a> to clients.Article Source: <a href="http://www.articlesbase.com/">ArticlesBase.com</a> - <a href="http://www.articlesbase.com/leadership-articles/application-of-the-ten-tasks-model-1326917.html" title="Application of the Ten Tasks Model">Application of the Ten Tasks Model</a>

How much rigor and attention you must pay to each item listed under each of the ten tasks will depend on its relevance for the situation and the magnitude of the changes you face. For example, in a technology change, the more business process boundaries crossed, the greater the change of skills and knowledge demanded, the larger the impact on collateral systems, and the deeper the impact on culture and careers of the workforce, the more formal attention you
must pay to the ten tasks.

How collaboratively you approach your change process will also influence how to best work with the Ten Tasks. If you approach the change with high employee involvement, you can often "feed a number of birds with one hand," and many activities can address objectives catalogued under a number of different tasks. For example, in a four-day working conference, a 180-person "deep diagonal
slice" (people from multiple levels in the organization's hierarchy and across the span of its horizontal business units) worked together to digest data about present operations, identify trends in the environment, define priorities, agree on the critical elements of a vision for a better future, set "next-step" follow-up actions, and establish plans for their personal involvement in communicating the outcomes of the conference to the rest of the organization. In this single event, they were able to address objectives under Tasks I, II, III, and IV of the Ten Tasks simultaneously.

During the last decade, pioneering efforts in the design of large group processes for organization development work, such as those of Marv Weisbord and Sandra Janoff, Kathleen Dannemiller and Robert Jacobs, Dick and Emily Axelrod, Bill Pasmore, Harrison Owen, and the earlier work of Fred Emery and Erick Trist, have made high involvement and collaboration in organization analysis, design, and development much more practical. Our successful experience in building on the work of these pioneers has allowed us to, figuratively speaking, "get the whole system in the room at the same time," as in the example above, and to accelerate the time it takes to accomplish, diffuse, and establish critical decisions about the state of things and the directions to pursue in a change effort.

Jeff Evans provides leadership presence through The Gaian Group, which offers executive coaching and transformational leadership coaching to clients.

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