Tilting Strategies and Values

Michigan Commission for the Blind (MCB)

invites everyone to partner in "TILTING" AND VISIONING

Customer Responsive Services

 

Introduction to "TILTING" and VISIONING:

In the past year, the Vision 2020 Process Design Team helped identify an overall goal of "TILTING" the MCB agency from:

Ø            vertical to horizontal, from

Ø            expert to colleague, from

Ø            client to customer, from

Ø            vender to partner.

We are beginning to "TILT" toward trusting team relationships.

When we "TILT", we ALL become MCB team associates.

 

"TILTING" is a flexible attitude.   "TILTING" is also an ideal. "TILTING" strategies and values can facilitate understanding and communication among all MCB customers, employees and partners.  "TILTING" is hard work.  "TILTING" is a philosophy and an action.  We invite you to start "TILTING" your MCB role"

 

"TILTING" reminds us to focus on customers.  …We are "TILTING" when we design Customer Responsive Services.

"TILTING" works best when all collaborate together.

 

The 2020 Vision Process Design Team is proposing that MCB customers, employees, Commission Board and service partners and community members review and adopt these "TILTING" Strategies and Values.   If all of us, customers, community associates and partners, review and commit to using these new approaches, we can all own a vital share of a new MCB quality service PARTNERSHIP.  We will be mutually designing renewed Customer Responsive Services for the future.

 

MCB "TILTING" STRATEGIES AND VALUES:

 

1.   Dialogue Circles help to encourage open conversations learning New Science Principles to design future focused MCB systems.  Circles symbolize Tilting to Open Systems.

2.   Trust and Relationships are the MCB foundation and symbolize integrity in MCB service systems.  Everything we do should be measured by this standard; … "Does our proposed activity positively reinforce trust?"

3.   Imagining and Re-framing MCB in whole systems terms allows us to avoid fragmentation and turf battles.  We are dreaming anew, "TILTING" our energy to holistic designs.

4.   Involving and Informing everyone is a way to create new chemistry, developing a pool of ideas and strategies shared throughout society.  MCB associates care about "TILTING" toward a world that fully includes blind people.  We work to understand the nature of blindness and are prepared to model for the society how to accommodate people's needs.

5.   Team Learning and Visioning encourage us to focus on future group ideals.  Learning keeps all of us at the cutting edge of growth and change and reminds us daily to keep learning and increasing the knowledge in MCB and society.

6.   Balancing Quality (QRS) and Control (CRS) allows us to balance the interacting forces between numbers and excellence.  We are all engaged in designing and reengineering customer responsive service systems.  We are focused on adding MCB service capacity to satisfy the future interests and needs of both customers and employees.  We seek to improve the quality and quantity of our MCB systems at the same time as we work to "TILT" toward Customer Responsive services in an open society.

 

Quality and Control Reinforcement Systems:

 

Quality Reinforcement Systems are called QRS Thinking. This approach allows us time to add value in all we do.  These quality dimensions help us focus on excellence of services and on satisfaction of our customer's hopes, dreams and wishes as well as their needs.  For example, QRS thinking in a Quality-Reinforcement System tends to be like those reflected in the QRS Thinking column listed below. 

 

Control Reinforcement Systems are called CRS Thinking. This approach helps us assure that MCB produces a large enough quantity of employment and independence closures to establish a successful return on investment for the state and federal funds invested in MCB.  For example, CRS thinking in a Control Reinforcement System tends to be like those reflected in the CRS Thinking column listed below.

 

Excellence in MCB will require quality and quantity measures that include both QRS and CRS thinking.   There are two columns that follow.  The "QRS Thinking" column is on the left margin and the CRS Thinking" column is on the right side. 

 

Both QRS and CRS columns below reflect some underlying assumptions about how MCB Associates can think about the world around us.  Both QRS and CRS approaches can be appropriate ways to think, depending on the context in which they are used.  MCB will work to balance both approaches.

 

QRS Thinking	CRS Thinking
Teams responsible	Individuals responsible
Circular power dynamics	Vertical power structure
Quality Driven	Quantity Driven
Customer focused	Control focused
Collaborative	Competitive
Common Job Goals	Separate Job Titles
Cross functional work	Isolated job functions
Cross training	Specialist training
Self Control	External Control
Learning centered	Critical appraisal centered
Cooperation/harmony	Conflicted/adversarial
Consensual decisions	Authorities make decisions
Peers, ethics/intrinsic	Bosses, Rules /extrinsic
Organic/living metaphor	Mechanical metaphor
"Self" embedded in system	"Self" excluded from system
Context intrinsic to system	Context external to system
Chaos and confusion	Stability and predictability
Order is inside the Chaos	Order is via external control
Flexible Boundaries	Rigid Boundaries
Networked authority	Position based authority
Leaderful / energized	Heroic Leaders/parental