Loyola University - Water Tower Campus
Center for the Management of Information and Technology

25 East Pearson
Chicago, Illinois 60611
Rubloff Auditorium and Reception Room

For a map of the Water Tower Campus:   http://www.luc.edu/info/maps/wtc
 
 

Monday, October 23, 2000
 
 

“A Process for Deciding” explores how to get a group over a “snag.”  Groups often reach a point when they cannot or will not make a decision.  This is when an effective facilitator really is value-added.  This session talks about what happens when groups can’t decide and some of the poor ways to reach decisions (“arm wrestling” anyone?) and their results.  The session then defines a process to reach a decision – either through consensus or some other outcome (the group may not always want to reach consensus) – and the tools required to reach the desired outcome.  These tools include multi-voting and win-win consensus.
 

Gary Rush is president and founder of MG Rush Systems, Inc., a consulting firm specializing in the finest facilitation services.  MG Rush Systems was formed in 1985 to offer consulting, training, and facilitator services.  Prior to starting MG Rush Systems, Gary worked in the insurance and the oil and gas industries.

After extensive research into interactive design (“JAD”) techniques and over 3000 hours of experi-ence leading sessions, Mr. Rush created a proprietary facilitation process called FAST.  Since developing FAST in 1985, Mr. Rush has trained over 2500 people in 200+ companies in 18 countries.  Each year, Gary teaches between 20 and 30 6-day facilitation classes, numerous 3-day facilitation classes, and data modeling classes.  He also facilitates critical workshops for companies on a regular basis.  Mr. Rush has helped implement FAST at numerous companies, including some of the largest in the world.  He is widely published and is a recognized leader in the movement towards using facilitated workshops.  For more information visit: http://www.mgrush.com
 
 

Here is a classic example of how people have established connections through the Midwest Facilitators’ Network.  Dr. Carl Aylen and Dr. Darrel Ray were both presenters at this past August’s MFN Skills Development Workshop.  By participating in each other’s sessions, they discovered that their programs were highly complementary.

Carl and Darrel have agreed to collaborate and present a session that tightly integrates their programs: “Performance Profiling” ™, that optimizes individual performance potential (inside out transformation), and “Teaming Up”®, that creates a high performance culture within which performance potential can be realized (outside in transformation).  The result of the integration of their approaches to effect cultural change in organizations, is a highly innovative bi-directional system that results in a rapid transition to a higher self-sustaining level of organizational performance.

Conference participants will learn how these two powerful techniques combine to create organizational change that improves communication patterns, eliminates information bottlenecks, resolves interpersonal conflicts and brings individuals to peak performance.
 About the Presentations and the Presenters (continued)

Transformation from the Inside Out
Carl Aylen’s presentations cover the concept of “self-sustaining success loops” and how these are evident in highly successful people he calls “positive achievers”. He will examine how such people achieve success and reveal the traits and behaviors they all have in common.

Carl will also describe Neurometric Performance Profiling ™, a revolutionary new form of assessing performance potential that redefines the manner in which potential is measured, analyzed and developed.  Neurometrics is based on the relationship between a new branch of mathematics (computational neuroscience) and the psychology of individual performance, and can enable any organization to become more efficient through the improved management of its human resources by providing:
 

• Valuable insights into the motivational state of employees
• Identification of operational trouble spots
• Indicators that can be used to shape management development
• Information vital to team building and cohesion
• Identification of individuals with high performance potential
• A basis for comparing individuals for succession planning
• Sensitivity into the inconsistencies between management policy and behavior
• Insight into an organization’s receptivity or resistance to change

Dr. Carl A. W. Aylen  Ph.D., B.Sc., M.A.(Cantab), is a corporate reconstruction expert and internationally acknowledged as a leader in the field of human potential and motivation.  He is the originator of Neurometric® Performance ProfilingTM, an innovative assessment technique that enables the performance potential of individuals to be matched to the demands of specific roles.

Starting on the workshop floor of a leading UK crane manufacturing company, Carl went on to become their top engineering apprentice and the first to be awarded a scholarship to attend Bath University of Technology. While there, he obtained a first class honors degree in mechanical/electronic engineering and a Ph.D. for his research in the field of structural design.

It was during this research that Carl first ventured into the mathematical analysis of qualitative factors. In 1973 he was appointed senior lecturer responsible for the reorganization of the engineering courses within the Department of Architecture at Cambridge University. While at the University he continued to develop his mathematical theories and began to apply them to the field of Architectural design.

He was a founder member of the now world famous Martin Center at Cambridge University. The center specializes in the field of Architectural Engineering. In 1974 he was awarded an honorary M.A. by the senate of Cambridge University for his contributions to the field of education.

Later that year he was headhunted by British Steel and moved to South Africa to handle the Engineering Management of Dorman Long Vanderbijl, which was at that time the southern hemisphere’s largest engineering corporation recently formed through the merger of two leading South African companies.

While in South Africa, Carl Aylen studied law in his spare time at UNISA. Concurrent with this he began to work with psychologists to assess the strengths and weaknesses of executives. In 1975 he decided to develop his own approach to the assessment of executive potential.

In 1978, he returned to the UK where he formed his own consultancy practice and originated Neurometric® Performance ProfilingTM, a technique designed to predict the performance potential of executives and relate this to the demands of executive roles.

Carl then spent two years studying Psychology at postgraduate level at the University of Adelaide. During this time he also honed Performance ProfilingTM into a powerful business tool. He is a fully accredited member of the (American) Association of Test Publishers.

On Jan 1st 1995 he was awarded an Honorary Professorship by the University of Stirling in Scotland. He worked with the Center for Cognitive and Computational Neuroscience for three years. The center is based within the University’s Department of Psychology and forms a bridge between the University’s Departments of Psychology and Mathematics. During this time, he pioneered the use of computational neuroscience for the analysis of behavioral data.

Carl Aylen founded Neurometric International and has worked with many leading industrialists and entrepreneurs of the day. By observing their methods and using his Neurometric® Performance ProfilingTM technique to measure their characteristics, he has been able to discern just what makes some people soar to success while others flop into failure. This work has inspired companies all over the world to adopt his methods.

The resulting Performance Profiling systems Carl has developed have enabled many companies (throughout the world) to benefit from improvements in both executive motivation and performance. For more information visit: http://www.neurometric.com
 

Transformation from the Outside In
Darrel Ray’s presentations are designed to give leaders and managers a Dilbert's Eye view of their organization.  For many people the Dilbert cartoons seem to tap into fundamental truths of organizational life.  "Why is Dilbert so popular," is designed to help leaders understand and avoid the Dilbert Effect.  The Dilbert Effect is seen when there is a large disconnect between the intentions of management and management's actual behavior. This leads to unintended and unproductive behavior on the part of employees.  Based on Dr. Ray's upcoming book, participants will learn about the "endemic culture" and the positive and negative effects of team systems within different types of organizations.  Hidden beliefs and stated values in the Dilbert comics are used to help understand your own organization's hidden beliefs and how they affect behavior and productivity.  Participants will also learn:
 

• Why do managers unintentionally punish the Dilberts and reward the Wallys of the organization?
• How can an organization ensure that the Wally's of the world actually produce or get out?
• Why would Alice kill the boss with a $1,000 motivational rock?
• Does Catbert, HR Director, have any impact on performance?
• Three homework assignments that can help managers overcome many of the problems of the Dilbert Effect.
• What is the difference between Dilbert type teams and team based systems?

Dr. Darrel W. Ray has consulted throughout the United States, Canada and the United Kingdom since 1978 and has directed major departments in two organizations. He specializes in Management Development, Team Building and Self-Directed Work Group implementation. As a psychologist Dr. Ray has studied groups and group dynamics since 1976, and has worked with groups and organizations in development and change efforts throughout his career.  He specializes in Leadership Team Assessment and Development, helping top management teams work together more effectively and at a high level of performance.

He is perhaps the most experienced consultant in the United States on the subject of Self-Directed Work Teams and has helped companies implement all types of teams since 1976. He is a pioneer in the development of Self-Directed Work Teams in both union and non-union environments having developed the Teaming Up™ process that is now widely used across North America and the United Kingdom.

Education and Training
A graduate of George Peabody College of Vanderbilt University, he holds a doctorate in counseling psychology. Dr. Ray is certified by two national organizations as a trainer and holds certifications in Neurolinguistics as well. He is a professional member of the American Psychological Association and has taught undergraduate courses at Tennessee State University and Graduate MBA courses at Webster University.

His published works include:
• The book, Teaming Up: Making the Transition to a Self-Directed Team-Based Organization (McGraw-Hill 1995).  It continues to be the standard text for implementation of Self-Directed Work Teams and is available through MCS or your local bookstore.

• Articles in a number of national journals including: The Journal for Quality and Participation, Manage Magazine, Working Woman, Management World, Training and Development Journal, The Journal of Basic and Applied Social Psychology, Evaluation and Program Planning, NAPM Insights, and Supervisory Management.

Interviews
He has been interviewed and written about in such publications as The Wall Street Journal, Industry Week, Fortune, Black Enterprise, Entrepreneur, The Employment Review, The Houston Chronicle, The Kansas City Business Journal, and many others. He has appeared on numerous radio and television programs across the nation.

• The video, Self-Directed Work Teams: The Inside Story was released in 1994 and is available through MCS.

• His upcoming book Leading the Team-Based Organization will be published in late 2000.  It focuses on the unique challenge of leaders in today's team oriented work place.

Test and Assessment Instruments
Dr. Ray has developed two assessment instruments for team-based organizations.  The Readiness Assessment is designed to evaluate an organization's readiness for teams and team leadership.  The Team Based System Survey is used to evaluate team-based organizations and provide specific feedback on their development.  He also uses a wide range of instruments and techniques to assess leadership teams and help them develop into high performance leadership groups.

Results
Dr. Ray has helped implement high participation and Self-Directed teams in many settings, both service and manufacturing. A major manufacturer of specialty bakery goods reduced waste 50% each year, while setting profit and productivity records in the first three years. Their manufacturing teams won quality awards two years in a row. A Fortune 500 Unionized manufacturer reduced waste 96% in the first two years while absorbing the work of 250 from another union plant buy-out. Grievances reduced dramatically and management/union relations improved greatly. A Mental Health Center climbed from virtual bankruptcy to being the top agency in the state. They achieved a small decrease in management staff through attrition and greatly increased service levels to clients. The organization has had record surpluses five years in a row. The director received a national award for the organization's achievements. An insurance company reduced application turnaround time from 15 days to 3 days and reduced errors by more than 75% in two years time. Productivity increased by over 100% at the same time with no increase in work force or management. A financial services company, achieved 100% increase in customer service levels and a 30% increase in productivity within the first seven months, with Self-Directed Work-Teams.

Client Companies
Companies for which Dr. Ray has done significant work include: Fort James Corp., Harmon Industries, Fleetguard Corp., Butler Manufacturing, Standard Motor Products, AFG Industries, Leader National Insurance, The Windsor Insurance Group, Bell Atlantic, Plastics Pack Corp, Boelte-Hall Litho, North Supply, Data Documents, MCI Telecommunications, US Sprint, GE Capital, Exxon Corporation, QC Data of Calgary Canada, Mobil Oil, South Central Behavioral Services, The States of Nebraska, Kansas and Tennessee and many others. For more information visit: http://www.teaming-up.com
 
 

Paul Collins	David De Witt	Dan Heck	n/a
Jordan-Webb	DSC Logistics	Motorola	n/a
(773) 463-2288	(847) 635-4963	(847)-576-9916	n/a
pcollins@jordan-webb.net	david.dewitt@dsc-logistics.com	adh011@email.mot.com	n/a

Linda Romansic	Joan Smith	Reginald Taylor	Nancy Winkler
Nuveen Investments	Computer Associates	Taylor-Made Mgmt Consulting	La Salle National Bank
(312) 917-8334	(847) 670-7261	(312) 664-1948	(312) 904-4646
romanl@nuveen.com	smijo10@cai.com	rtaylor@taylor-made-consulting.com	nancy.winkler@abnamro.com