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Seeing Excellence has been adopted by Procurement U as a companion text to NASPO's State and Local Government Procurement: A Practical Guide

What's New?

Coming . . .

  • Lateral Leadership, High Flying Teams, and You at the National Procurement Institute annual conference in New Orleans, October 18-20, 2017.

  • Practicing the Art of the Question, at the Virginia Procurement Forum 2017, November 14, 2017.

 

SCOPEVision Profile

Seeing Excellence was written using SCOPEVision® scopes to identify stories showcasing exceptional teams.  SCOPE (Systematic Controls, Oversight, and Policy Evaluation) was first created in 2002 by the Division of Finance and Procurement, Colorado Department of Personnel & Administration, as a way to improve policies related to statewide procurement, contracting, and financial controls.  The SCOPE process emphasized customer involvement and cross-functional problem solving.   SCOPE was aimed at streamlining policies to make sure the division was not sub-optimizing controls unnecessarily at the expense of system-wide performance.  SCOPEVision evolved into its current emphasis on execution and improving knowledge and awareness about problem-solving and quality in generaldeveloping team knowledge, skills, and abilities so organizations can sustain improvement efforts. 

A "scope" is defined as an "instrument for viewing."  SCOPE built on that image from 2002-2005, using the scopes as visual metaphors for the essential elements of any continuous improvement effort or change initiative in a business or organization.  SCOPEVision® added three additional scopes in 2006: stethoscope, horoscope, and Cinemascope for disciplines needed to sustain the team’s efforts—risk and change management, learning, and lateral leadership.  The book, Seeing Excellence: Learning from Great Procurement Teams, used the scope metaphors to find stories that illustrate effective teams, their use of 10 team disciplines, and the five principles that their lateral leaders displayed

Seeing Excellence is arranged in a way that its chapters align with the SCOPEs that represent the essential steps in continuous improvement, project management, risk and change management, organizational learning, and lateral leadership.

 

  • Focus the Team's Purpose. Keep purpose gyroscopically in mind.  How will you know you succeeded? Continually clarify the team's purpose.  Purpose informs the essential elements of decision making.  Chapter 1 of Seeing Excellence identifies key questions regarding team purpose.

 

  • Find opportunities: Practice the Art of the Question.   Use questions effectively to identify the needs of your customers and stakeholders.  Frame problems as opportunities whenever you can. Chapter 2 of Seeing Excellence gives teams tools for defining opportunities.
 

 

  • Learn from the stars. Find and learn from best practices. Keep an eye on system performance and the unintended consequences.  Chapter 3 of Seeing Excellence has ideas on what to ask the "stars" when you begin a continuous improvement journey.
  •  Step to their side often: Help mold and promote the Team. Use facilitative leadership.  Find the right kaleidoscopic composition, pay attention to early stages of team formation, nudge toward development of team norms, and support the team during performance.  Chapter 4 of Seeing Excellence has a checklist to help you diagnose one of the most central team activities: meetings. 

  • Use just enough structure: Plan, communicate, and follow-up.  Identify the needs of stakeholders.  Plan by working backward.  Then think ahead during project execution.  Chapter 5 of Seeing Excellence has tools to help manage projects.

•  Use meaningful measures of merit.   Find and use meaningful measures that reduce uncertainty in decision-making using balanced financial, process, and outcome measures.  Get stakeholder buy-in to measures. Chapter 6 of Seeing Excellence describes one of the most useful Microsoft Excel tools to help a team measure preferences.
 
  • First ask, how?  Then why?  Then decide.  Uses analytical tools to map processes, find root causes at the heart of problems, experiment with pilots to test solutions, and effectively recommend or make decisions.  Use decision retrospects. Chapter 7 of Seeing Excellence includes examples of how process maps, Ishikawa diagrams, and decision-making tools are used.   

•  Manage risk and change. Chapter 8 of Seeing Excellence has tools like premortems to help assess the likelihood and impact of risk to a project.   It uses examples to apply one of the most well known models for change management, the cousin of risk management.  Resistance to change is often the most significant risk.

  • Keep learning and make it stick. HoroSCOPE is the visual metaphor for organizational learning.  Use team after-action reviews. Build structures for informal learning to create tacit knowledge.  Simplify, surprise, make it concrete and emotional, and use stories the Chip Heath and Dan Heath Made to Stick! model to promote networked learning and sustain improvement.  Answer the Why, What, How, Who, Where, and When’s of learning opportunities.  Reflect on experiences to learn. Chapter 9 of Seeing Excellence has a useful model for managing the team's and your own learning.

 

  • Lead laterally: Choose to Help.  We chose Cinemascope®, a 1950s widescreen  technology widely credited with bringing audiences back into theaters, as our visual metaphor.  It is SCOPEVision’s visual metaphor for leadership.  Well-respected directors lead from the side to bring the best out of their actors and production teams.  Help the team keep purpose in mind, use questions effectively to help the team learn, use just enough structure to help organize thinking and action, help promote collaboration and feedback by stepping to their side often, and help the team engage by committing your time and attention.   Chapter 10 of Seeing Excellence has useful descriptions of negotiations, the elements of persuasion, and tips on embracing conflict.



Contact Information

E-mail Richard@SCOPEVision.net

 

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