The Six Boxes Model A Master Framework for

The Six Boxes™ Model A Master Framework for Optimizing Workplace Performance Carl Binder, Ph. D, CPT Senior Partner Binder Riha Associates Santa Rosa, CA USA Carl. Binder@Six. Boxes. com www. Binder-Riha. com © 2005

Six Boxes™ Performance Management The simple yet powerful model for driving improved organizational alignment, communication, and performance problem solving. (1) 기대 (2) & 도구 (3) 피드백 & 결과 자원 & 인센티브 (4) 스킬 (5) & 선택 (6) 지식 & 동기 배치 & (“능력”) 선호도 (“태도”) © 2005

How Behavior Produces Organizational Results works init this direction… We. Itanalyze in this direction… Behavior Influences • Expectations • Feedback • Incentives • Process & Job design • Reference base • Tools/Job Aids • Brochures • Training • Coaching • Ergonomics • etc. 행동 업무적인 성과 경영상의 성과 (Behavior) (Work Output) (Business Results) §기획 §제안서 §매출 §분석 §정시 배달 §시장점유율 §프리젠테이션 §문제해결 §이익율 §상담/응대 §투명한 회계관 리 §주가지수 §협상 §깨끗한 매장유 지 §개발 §수리 © 2005 §고객만족도 지수

Work Outputs and Behavior Work Output Behavior (Dart in bull's-eye) (Throwing the dart) 명사

조직을 위해 어떤 가치를 증가시킬 것인가? n Work Outputs (Accomplishments) add value because they contribute to results. n NOT Behavior (Tasks), which adds cost for the organization to produce and sustain. We accelerate business results by influencing the Behavior needed to produce valuable Work Outputs. © 2005

ROI = Value - Cost of Work Outputs of an intervention © 2005 of

Thomas F. Gilbert’s Behavior Engineering Model (A) E N V I R O N M E N T P E R S O N - (B) - (C) (SD) Information (R) Response (SR) Motivation Data Instruments Incentives Knowledge Capacity Motives © 2005

BUT… Despite the power of the Gilbert’s Model, its language often confused non-experts. ?

The Six Boxes™ Model Easy to understand, remember, and communicate. E N V I R O N M E N T E M P L O Y E E Expectations & Feedback (1) Tools & Resources (2) Consequences & Incentives (3) Skills & Knowledge (4) Selection & Assignment (5) (Capacity) Motives & Preferences (6) (Attitude) Trademark and Copyright, Binder Riha Associates, Santa Rosa, CA USA © 2005

The Six Boxes™ Enables us to Understand Plan Behavior Influences to Optimize Results Behavior Influences • Expectations • Feedback • Incentives • Process & Job design • Reference base • Tools/Job Aids • Collateral • Training • Coaching • Ergonomics • etc. Behavior • Asking • Talking • Deciding • Writing • Demonstrating • Analyzing • Answering • etc. © 2005 Work Outputs (Accomplishments) • Proposals • Demos • Call Plans • Letters • Decisions • Configurations • Closed deals • Satisfied customers • Reference accts. • etc. Business Results • Revenues • Market share • Product volume • Profits • ROI • etc.

What’s in Each Box? Some Selected Details (only) E N V I R O N M E N T E M P L O Y E E Society (Mega Expectations goals) & Organizatio n Feedback (Macro (1)goals)& Individual Team (Micro goals) Skills & Knowledge (4) Not only Training Fluency is critical Tools & Resources (2) Consequences & Incentives (3) Includes Processes. Align Boxes 1 & 3 Selection & Assignment (5) (Capacity) © 2005 Motives & Depends Preferences on 1 -5 (6) (Attitude)

So… Manage Boxes 1 - 5, and Box 6 will likely take care of

Executives, managers and HRD professionals often view performance improvement methodologies as too complex and time-consuming to apply in the rapid pace of modern business. Even when we introduce them to powerful methodologies, they are often unable or unwilling to apply them widely in their organizations. We need to give them an easier way to get started. © 2005

How We Use The Six Boxes Model n Organizational Alignment or Harmony – Sharing expectations and understanding n Best Practices Identification and Implementation – Analysis and Continuous Improvement n Performance Opportunity or Needs Analysis – For Training, Management, Performance Improvement n Performance Program Design – Integrating Training with Non-training, Six Sigma with HPT n Training Support – Ensuring Training Success and ROI n Implementation Planning (Systems, Programs, Strategies) – Execution, Culture Change, Merger & Acquisition Integration n Coaching, Supervision, and Management Development – Addressing Individual and group Performance Problems © 2005

프레임 웍 • Agree on goals and means for achieving them • Speak a common language about behavior influences • Teach a shared model and language Team & Organization 한방향 정렬 • Identify opportunities for improvement • Problem-solve individual and group performance • Drive “performance thinking” through the organization Management & Leadership Development 요구분석 • Configure all behavior influences for successful execution • Conduct Gap & Cause Analyses • Suggest needed interventions Performance Program Design Program/System • Identify behavior for successful execution • Understand current conditions Implementation Planning Best Practices 확산 • Configure ALL factors needed to support desired behavior • Take the whole performance system into account • Identify behavior that produces exemplary accomplishments • Identify all factors needed to support best practices • Build a performance system to disseminate best practices © 2005

Accelerating New Hire Performance 1 + 4 – 2 3 5 6 + ++ + + 5 6 4 + + 1 2 3 The Manager of a customer service telephone call center wanted to shorten training and improve productivity. He set higher expectations for performance during training, stating that trainees would need to become QUICK (fluent), not merely accurate in their use of skills and knowledge. He and his staff designed better job aids, developed training exercises with much more practice on key skills and knowledge and taught supervisors how to manage fluency practice exercises. Productivity increased 60% and training was cut by 1/3. Trainees enjoyed training and were more enthusiastic than before. © 2005

Accelerating Product Launch Sales 1 4 + 2 3 5 6 – 1 4 + 2 5 3 + 6 + A software company launched a new product. The Vice President told the Sales Force that this was a very important product and that they should sell it aggressively. The experienced sales representatives, however, saw that they received no bonus or special recognition for this product, so kept selling the older ones. A special recognition program for those selling the new product resulted in increased sales. © 2005

Improving Factory Maintenance Results + –– 5 6 4 – 1 2 3 + ++ 5 6 4 + + 1 2 3 A semiconductor factory’s machines were failing unpredictably between scheduled maintenance. We observed experienced technicians and found that the a) maintenance manuals did not properly document procedures and were difficult to read, and b) there were certain steps that required more practice (e. g. , inserting an oil seal and checking it by touching rather than seeing it). Changing these factors resulted in better maintenance results. © 2005

Ensuring Training Program Participation 1 4 + 2 3 5 6 ++ + + 5 6 4 + + 1 2 3 A Training organization in a large biotechnology company introduced a program that required participants to study on their own and to practice to achieve fluency. After an initial implementation they found that participants were coming to class without having practiced sufficiently to achieve “fluency. ” The Vice President set an expectation that people would be sent home if they came unprepared for class and that their managers would be held accountable. Managers were given checklists and asked to monitor participants’ self-study once per week. At the next training, all participants completed the selfstudy component. © 2005

Improving Software Implementation 1 4 + 2 3 1 $ 5 6 4 + + $ 2 3 5 6 + A Sales organization introduced a new software program for sales representatives that required them to connect to Headquarters using a telephone modem (this was before high speed internet connections. ) After initial training, which cost nearly $300 per representative, use of the software did not increase very much. The organization decided to do more training, which had almost no effect but cost $150 per representative. We discovered that the cubicles where sales people worked had only one telephone connection. When a second was provided, use of the software increased to the expected level at a cost of less than $75 per representative. Training was NOT the solution. © 2005