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Northbound
Train Spotlight
| Organization: |
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Electric
Energy, Inc. (EEI) |
| Location:
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Joppa,
Illinois |
| Industry: |
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Energy |
| Interview
With: |
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Bill
Sheppard, Vice President |
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When was
Model-Netics first introduced at EEI?
Mr. Sheppard: Model-Netics was introduced in Electric Energy,
Inc. in 1992.
Why did you bring Model-Netics into EEI?
Mr. Sheppard: We wanted to change our thinking and better train
our managers and supervisors. We had a lot of entitlement thinking,
turf management, and not enough understanding of sound business principles.
Model-Netics is the most comprehensive program we've found.
Who receives Model-Netics training at EEI?
Mr. Sheppard: The first few years we focused on training all of
our salaried personnel. Now, all hourly employees receive the training
too.
What role does Model-Netics serve in your organization?
Mr. Sheppard: We hope Model-Netics helps employees in their personal
lives too, but its main role in the organization is that it provides
principles that we come back to time and again. Because Model-Netics
is our chosen program, the principles don't go away. Therefore, over
time we expect that the principles will become more and more internalized,
and that the "Yes Person Concept" will make the organization
more and more effective.
What impact has Model-Netics had within EEI?
Mr. Sheppard: We have very little "Suboptimization."
Employees understand why monitoring of their work is important and
better accept it. Our use of written procedures and documentation
of our work is improving. We've used Model-Netics to point out faulty
thinking, especially the "Self-Fulfilling Prophecy."
Uniculture
Model
The Uniculture Model is the idea that in order to produce consistent
and coherent decisions in an organization, there must be a common
culture; and in order to produce a common culture, there must be
an enculturation process.
There are
three elements in the model: the triangle that represents the organization,
a circle that represents the enculturation process, and the horizontal
box that is divided into four sections-each containing the Stimulus
Fraction (Model-Netics Model 132) The Stimulus Fraction, in this
case, represents the "uncommon denominator" of individuals
who join the organization.
The model
diagram is intended to illustrate the model definition. New entrants
into an organization bring with them uncommon denominators. In order
for decisions in the organization to be consistent and coherent,
the organization must have a common culture. Producing a common
culture from uncommon denominators requires an enculturation process.
The Model-Netics
program is designed is serve as a culture channel. In teaching the
models, the instructor transmits the organization's culture (beliefs,
values and assumptions). This is why MEMC recommends that Model-Netics
training be given to everyone in the organization.
MEMC's
Culture Building Workshop is founded in large part on the ideals
of the Uniculture Model. The objective of the workshop is to develop
agreement in key beliefs, values and assumptions that make up the
core culture of the organization. For more information, contact
Scott Christensen at 713-831-1351 or
slchristensen@maineventmanagement.com.
Making
the Grade
On October 23 - 24, 2000 the University of Houston held a conference,
"Making the Grade." The purpose of the conference was
to study the reasons for the remarkable success that the Houston
Independent School District (HISD) has made in education reform.
A key presenter
was John S. Ayers, Executive Director, Leadership for Quality Education,
Chicago, Illinois. John discussed how Harold S. Hook, the CEO of
MEMC and his management programs had made a significant contribution
to the improved performance of HISD. The following statements are
extracted from his presentation:
"While
some are unimpressed with the vast claims of management gurus and
the numerous fads and fashions they have promoted over the last
20 years, Hook's program (Model-Netics) seems a practical operational
tool.
Hook and
his Model-Netics appear to offer leaders in the system the habits
of mind necessary to build the learning organization ...
"Hook's
Model-Netics program is...actually solid management training. It
is the basic blocking and tackling of organizational life.
Hook has
also focused the organization on communications - how to put the
larger goals into language and forms that people at all levels of
the organization can use it."
The consistency
and continuity of having Hook's program working for years has made
Houston a better managed district - it is more open to the introduction
of new systems and ideas, and more focused on the customer."
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"Executive
ability is deciding quickly and getting somebody else
to do the work."
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--John
G. Pollard
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