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SOLUTION INTEGRITY

AND ORGANIZATION INTEGRITY

FOCUS ON NEEDS AND SYNERGY INSTEAD OF CONFLICTS.
We strive to design and implement solutions that integrate and eliminate conflicts of interest,
creating synergy and the fullest possible implementation of the expectations of the participants of the business process:
customer, owners, customers, employees and the local community. If possible, we involve the representatives of interested parties from inside and outside the company in order to learn about their needs and ensure positive results of the proposed changes. Such a plan will receive support from all participants, which will make it easier to implement and be sustainable.

I = INTEGRALLY

PURPOSE - ALL COMPONENTS OF THE COMPANY'S SYSTEM SUPPORT

EFFECT - EFFICIENCY AND SATISFACTION FAST AND DURABLE

METHOD - OWN,   COVEY, TOTAL LEADERSHIP

ASSUMPTIONS

  • The company's goals are the source of our activities, and the systems , processes and competences result from the most optimal decisions made in the change design process.

  • Possible and crucial for the effectiveness of the introduced changes and the company's operation is to offer and provide maximum value to all involved.

  • Value is measured by a positive, multi-dimensional effect, e.g. material, emotional or spiritual.

  • We focus our attention on the needs of people involved in the operation of the company: owners, customers, employees, and the local community.

  • The integral approach excludes the simplified perception of the task and its solution as a " zero sum game" and protects against its result in the form of the sum of unnecessary and often unfair compromises of values ​​for those involved. Such compromise solutions are common, preventing the company from gaining a lasting advantage

  • Using the tools of creative work, we find the best solutions for everyone involved in the change, avoiding conflicts of interest caused by lack of knowledge, bad will or bad management

  • We spend additional time generating such solutions in order to motivate the team and shorten the change implementation time

  • Involving the entire team in the change process is possible and for the best.

  • Commonly developed rules will always apply to everyone

  • We introduce a minimum number of rules, but those introduced are strictly adhered to.

  • The change process at KISA is continuous and is part of the company's core processes and ultimately does not require an external consultant.

RULES:

  • FOCUS ON NEEDS ( Human centric) - Trying to improve the company's operations, we engage in talks with representatives of the entire spectrum of interested parties inside and outside the company. Our goal is, at the beginning, to thoroughly understand their needs, ensure the synergy effect of the solutions adopted and a positive and fair result of the proposed changes for the company and all participants of the change. A wide range of project participants slows down the initial stage of the change minimally, but significantly increases the chance of high quality of its effects, shortening the time of the entire implementation and ensuring its durability.

  • TEAM COMMITMENT -From the very beginning, we have been working in a project group with the management and crew representatives, gradually building their commitment and responsibility for the entire process of change from analysis of the situation to implementation. First of all, we rely on their knowledge and competences, which we supplement during work. Joint development of the concept of changes instead of providing ready-made solutions motivates the team, reduces resistance and develops in the team the key competence of designing solutions necessary in the times of VUCA

  • OPENNESS The company's staff is informed about the goals of changes and has access to the work of the project group and the opportunity to submit their own comments and ideas. Open communication ensures greater acceptance of changes and team commitment.

  • VISION AND CONSISTENCY - We make every effort to define the unchanging foundations of the company's operations defined by the mission and values in the project of change in such a form as to be able to ensure the consistency of solutions in the development of the organization's culture, strategy, processes, resources and employee competences. We create mechanisms in the company to ensure full compliance of declarations and actual behavior, in particular of management.

INTERACTIONS:

  • It supports autonomy because it eliminates barriers to the participation of each employee in a positive influence on the company

  • It strengthens creativity as it increases the subjectivity of employees and their commitment, priority factors of the company's creativity

  • helps to create systemically coherent solutions, breaking barriers between parts of the organization

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