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Speaker A Happening in your teams as we went through this is that I would say there's some degree of satisfaction that you're able to deal with this issue in a particular way that you did. What you've been doing is you've been drilling the framework. In other words, you've stopped theorizing and you're doing some work. So this is a feature of this work. This is a workplace workshop. So you instead of opening textbooks and talking to you with words in the marva, we're actually getting you to touch and feel this stuff. For those consultants and managers here, it actually stops a lot of arguments because theorizing causes arguments. You confront each other without any substance if you like any evidence actually drilling the stuff, you start to work and the funny thing happens. You start to use the stuff and you're confronting beliefs, existing beliefs in a kind way, in a useful, productive way rather than arguing that's. The first one I want to make about the design of this workshop. The second point, Joshua, is something joshua raised the title first time I've seen it raised, which is in line with lecture reform. This types from the top down. So he talked about cascading different approach. When I showed you the reform process, you remember the three legs of the reform process we talked about, which was new information going in in workshops. So new information being delivered through the manager to the impact team in workshops immediately. The second piece is working out, the principles is on the real work of the team. So work out. And the third piece was getting clear feedback about the effects of this workshop and program going forward. So getting some clear ideas about managerial leadership effectiveness to start with, feeding that into the process, into the program and using that to guide the workshops and the program in terms of its issues and so on. So you're actually bringing a lot of stuff together. Sheila described this organization. She might have linked it in. I'm not sure if it's in the case study as having started or tried to implement. It's a real risk that if you spend money on anything, it fails and most of these things do. Looking through the lens of requisite organization, we take this view on change and this view is about those three elements of change. So we talked about new information effectively transmitted. So this is leadership framework stuff effectively transmitted in the workshop, new information provided through the mind. So now instead of bringing this new information to you people who flew in from everywhere across GE with none of your managers in the room, you have a feeling that, well, I may take this information, I may not, I'll see how I feel about it. Well, if your manager's in the room, I think you'll feel differently. Especially when your manager sets expectations about what this information is going to be useful. That's why we have the manager in the back end and the room is an intact team. It's a manager's team, nobody else, no fewer people. And the second piece is as soon as this workshop starts to work and close, we start to work out on real work, using physical solution to start with. And finally, quality feedback, structured feedback, survey feedback. And that's our chain point. There is no change manager here except the live manager. This is what the Requisite Organization tells us. It might not say it in Requisite Organization, the book, but a bit of deductive logic off the principles of what the Requisite Organization inform us about things differently. The current orthodoxy about change, or part of the current orthodoxy, which is wasteful, is that you need a change manager to change things, to change the culture. You don't. You just need to do your managerial work and you can change things in a weekend if you wish. Now, when you're doing this work, there's a bit of a squeeze going on. Let me draw that picture in a different way. Some of you might recognize that some of you have been in industry as a representation of a rolling mill. What we're doing is reforming and the rollers essentially are leadership and new information. So it's leadership and Ro essentially. And we're not letting anybody off the hook. So the whole of the when this is going from the workshop to workout, this is being done through proper leadership practices, monitoring of the work, review of the work, feedback, the whole box and dial. So the manager goes into this with one workshop in his pocket and a bit of training to lead this workshop, say one and a bit workshops. And his practices or her practices might be sort of creeping towards being a little bit better, a little bit more effective. When he or she has delivered that workshop, his or her manager has set an expectation that there will be change. So as you're going through the workshop, you're actually changing your practices and you're not giving any room for delinquency. If you do, kiss your money goodbye. And that goes for any training of any sort. If you look through the lens of Ro, we would not train people without their manager in the room. We would not get an external trainer to come in without the manager being in the room. Not doing that. The logic is just so that's something about the design of this workshop and.
Speaker B There is the issue back again of the third level manager integrating and monitoring the plans here across the organization.
Speaker A And we go to close now, Michelle. Yes. And that was a sensational piece of work, really.
Speaker B That feedback was excellent. The quality of the insights, the quality in such a short time you're able to demonstrate the use of the whole system already.
Speaker A Excellent.
Speaker B So Michelle.
Speaker C We alluded to this, but I just want to say the thing that always amazes me about using the framework versus not. Have you ever think back to your time prior to the framework as a diagnostic tool? What a time toilet trying to get to the root of some of this stuff? Could be it could go on for days and weeks and years and you all talked about opinions and then when you went back to the principals themselves, we could toss the opinions out and say look, it's this. So that's what I'm amazed at is the efficiency with which we can get to the root and get moving and not have to send the person back to training one more time or try this or try that. So fabulous work. We are closing today. Tomorrow we will start back at 830. We'll do an icon review in the morning, so be ready with your regurgitation knowledge on our icons. We appreciate your engagement today. See you in the morning.