2. Alan
• Fearful about the future – responsible – feeling a need to
rescue
• Freedom and accountability
• Adult relationships
• Limitless possibilities, new horizons
3. “Do not go gentle into that good night,
Rage, rage against the dying of the light”
Dylon Thomas
5. Who we are …
We are a not-for-profit professional services
organisation with an enterprise mindset.
We offer HR, OD and skills development to the
Justice, “blue light” and Armed Forces sectors on a
global basis.
We are growing from a base of being a UK Sector
Skills Council and are in process of becoming an
awarding body for vocational qualifications.
6. Our vision and
mission…
We help our employers deliver excellent
services built on the skills and expertise of their
workforce.
We help employers and individuals to be better
skilled to deliver public benefit.
We influence employers, policy-makers and the
skills system to take full account of workforce
development needs.
21. Who we are …
We are a thriving, global organisation development and
change consultancy, with a reputation for the cutting-edge
theoretical basis of our approach.
Our work is informed by a deep philosophy of
“organisations as human processes” not machines, and by
our extensive experience of action inquiry, appreciative
inquiry and complexity based approaches.
We are also known for partnering well and leaving a lasting
developmental legacy with the organisations and direct
clients with whom we work.
22. “No one saves us
but ourselves. No
one can and no
one may.
We ourselves
must walk the
path.”
Buddhist
teachings
23. Caryn Vanstone, MSc
Director of Lacerta Consulting and Ashridge Consulting.
Been working with AI and Culture Change for over 15 years.
Background – 8 yrs in HR/OD in the Water Industry before joining Ashridge
Consulting, following MSc in Organisation Consulting in 1997-9.
Passions – learning, improvisation, facilitating the uplifting of voice and
emancipation, innovation and sustainabiliity …. And gardening!
Now working with corporates and NFP organisations blending ideas from
social constructionism, AI, complexity theories, Gestalt, Buddhism, and the
philosophies of Mead, Bateson, Elias (amongst others!) into complex change
projects, for example:
AMEX recovery and restoration of culture post 9/11 (global)
MCA OD “Gold” award winning project in Halfords 2002 (UK)
Culture change in O2 UK (from Cellnet) 2004-6 and current (UK)
HSBC renewal and values post 2008 “credit crunch” (global)
GlaxoSmithKline – major (1000 person+) AI summits (US, Europe and in Asia Pac)
Ongoing global work in engagement with BT, the UK National Health Service, the
Justice sector
Faculty for 10 years on the Ashridge Masters in Org Change.
Reach me on: caryn.vanstone@ashridge.org.uk or +44 (0) 788 0788 279
32. Appreciative Inquiry
“5-D” Cycle Definition
“What frames our inquiry?”
(Creating affirming topics)
Discovery Framing
“What gives life?”
(The best of what is)
Appreciating
Destiny Dream
“How to empower, learn, Affirmative “What might be?”
and adjust/improvise?” Topic Choice (What is the world calling for)
Sustaining Envisioning Results
Design
“What should be - the ideal?”
Co-constructing
33.
34. Our plan for the change work
1 day LT
meeting Mini
inquiry to Continued
• Method Project inquiry – Design
• Core deepen
planning, Leadership meetings
deliverables topic
summit Team start and work
• Agreement to definition
venue working with with CAG
proceed and the Topics group, and
• Draft Topic logistics internal
formation teams
(what you
want more of) 1 day Topic LT Webinar/
½ day finalisation Meeting 4
Definition meeting • “Walk” the
• Prep summit
Inquiry launch
materials • Roles of
• Finalisation of
• Prepare leaders?
protocol etc
for next • Preparation
½ day steps • How are they
Definition Invites, doing?
Inquiry comms Project
Ongoing
and planning,
training design
externals summit
• Inquirers work and
to join next
logistics
Summit steps
1 April 1 May 1 June
35. … to the Summit and follow up
Design
meetings
and work
with CAG
group, and
internal Action experiments and initiatives
teams
LT
LT Webinar/ Webinar/
Meeting 4 Meeting 5
• “Walk” the • Next steps
summit • Keeping it
• Roles of alive
leaders? SUMMIT • Acting on
• Preparation what has
• How are they emerged, in
doing? the style of
the Topics
1 June 1 July 1 Aug
37. Fiona
• Taking the decision to start
• Building the momentum
• Recognising the inherent challenges
• Riding the roller coaster
• Through all the ups and downs, it’s
really worth it in the end!
38. Emma
• Feeling the difference at the Summit
• Personal connections
• Epiphany moment – finding purpose and meaning
• Power of small teams
• A more creative approach to my work
• If some people aren’t on board – that’s ok, we are!
39. Angela
• Summit crystallised and accelerated change
• Standing out from the crowd and doing things differently
• Successful bids are living examples that it really works –
real business benefit
• Freedom to let go and dream big
40. Jacquie
• Anticipation leading up to the Summit
• Summit – a fully energising experience
• Telling the story to any willing audience
• Realising potential and unleashing talent
• Adventure of what is now possible
• My style has become more emergent –
and more authentic
42. We are one team delivering great stuff
We are an organisation steeped in commitment, passion, pride and
enthusiasm for all we do.
We value each other by supporting and recognising what we all contribute,
enabling us to take the seed of an idea and grow it, using the collective
intelligence of the organisation.
We recognise that working
together breeds creativity and
we build better solutions in
partnership.
We are the difference that
makes the difference.
43. We have a creative environment that fosters
great ideas
We are a stylish and vibrant organisation giving customers a unique
perspective.
We believe that we can do anything that our customer asks of us.
We look out for the next big thing, creating together visionary and purposeful
solutions to show our customers what is possible.
We recognise that no one person has a monopoly on good ideas.
44. We value relationships
We believe relationships
founded on friendship and
trust are powerful, and that
by fostering these
relationships we can make
customers feel like
colleagues, and colleagues
feel like friends.
We understand the importance of making the time to develop good
relationships and strong partnerships, based on mutual respect, that can
make things happen and take advantage of opportunities.
The greatest thing about Skills for Justice is the people.
45. I am trusted and have the freedom and
responsibility to make a difference
I am totally trusted to take responsibility for the work I do.
I am given the space and opportunity to take advantage of new
challenges, push the boundaries and seize the moment.
I am supported by my colleagues, to help me make my mark and to
have confidence in my own convictions.
I am empowered to reach for higher
aspirations.
52. Few simple ‘rules’ for best work
together
Adult – accountable freedom and responsibility
− In particular – timekeeping and group process and never rescuing or attempting
to “motivate”
Active engagement – the quality of the output is up to you
All in it together
Say what you mean, mean what you say – integrity and
transparency
Truly participant centric – no presentations, no video, just
intrinsic energy and self-motivation – now working on a ratio
of 5% (or less) “push” and 95% dialogue and group work
54. So far we have ….
… been awarded £4.8million for 2 years
guaranteeing continuity for employees and
customers, safeguarding 70 jobs
… gained additional £2million of new contracts,
which means expansion, growth and exciting new
directions
… revitalised, adult relationships full of freedom
and accountability
… a culture based on humanity, creativity full of
confidence, positivity and “can do” relationships