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2013 leading change for the future doig jansen day shared slides
 

2013 leading change for the future doig jansen day shared slides

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These are the slides from the first day of a "Leading Change for the Future" learning ppo

These are the slides from the first day of a "Leading Change for the Future" learning ppo

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    2013 leading change for the future doig jansen day shared slides 2013 leading change for the future doig jansen day shared slides Presentation Transcript

    • Leading Change for the FutureCheryl Doig and Chris JansenOctober 20121
    • Overview Day One• exploring change in your setting• future focused leadership• complicated or complex systems?• mapping systems• growing collaborative culture• organisational change processes• mapping your change inquiry2
    • •cutting edge frameworks that are critiqued in the light of participant inquiry
    • Design PrinciplesPrinciple 1: Embed learningin work contextsPrinciple 2: Transfer greaterdevelopment ownership tothe individualPrinciple 3: Cross-pollinationof learning and collaborationacross sectors•cutting edge frameworks that are critiqued in the light of participant inquiry
    • www.thinkbeyond.co.nzStructure & support systemsLeadership engagementPartnering with learnersOngoing conversationThe connected worldExtending beyond currentknowledge base, industry andthinking
    • Insights often arise at the boundary between communities.Etienne WengerSTOPSCIRTStartMarionCollegeUnlimitedClarkville SchoolWindsor SchoolMt HuttCollegeBarnadosBurnside HighFrameConsultingMinistry ofEducationCERA
    • Confidentiality7CollaborationOpennessNo „experts‟Sharing strengths
    • Change ProcessesChange managerDriving changeAlignmentChange proposals „Consultation‟CynicismSocial engineeringAssumptions that get in the way…• “People don‟t want to change….so it needs to bedriven….”• “If you allow people freedom to innovate – disciplinewill disappear!?”• “The management don‟t trust us…..” 8
    • 9Speed ComplexityUncertainty AmbiguityOpportunitiesParadoxUnintended consequencesLack of Controlchange is changing…..Information overloadInterconnectedness of systemsDissolving of traditional organisational boundariesDisruptive technologiesGenerational values and expectationsIncreased globalization
    • “The greatest challenge for future leaders is the pace ofchange and the complexity of the challenges faced….”10“Our organisations are not equipped to cope with thiscomplexity…” (IBM study – 1500 CEO‟s)….”perpetual white-water”…
    • 11
    • Technical challenges“can be solved with knowledge and proceduresalready at hand”Adaptive challenges“embedded in social complexity, require behaviour changeand are rife with unintended consequences‟12
    • “Are we in a catch-22: stuckbetween failing to change andchanges that fail?”13
    • Leading positive and sustainablechange…?14
    • Changefocus15
    • 16Dilemmas
    • 17Gain from this programme
    • 18Thenextfiveyears
    • Consider a change initiative youare involved in.Take turns to question each otherand record on behalf of yourpartnerConsider the key question youwant to work on during theday – use the time to clarifythis…19Partner interview
    • Scanning thehorizon:Leadership Trendsfor Tomorrow’sOrganisationsDr Cheryl DoigThink Beyond Ltd
    • ©Think Beyond Ltd 2011 Cartoon by David Fletcher
    • www.thinkbeyond.co.nz
    • www.thinkbeyond.co.nz
    • Deep Dive
    • www.thinkbeyond.co.nz
    • Leadershipforthe futureAniterativemodel…Mindfulness, balance, leading selfDiversity egculture,generations,beliefsComplexity,systems thinkingCollaboration,technology,influence
    • Scan the environment- ‘what comes next, and what should we do about it?’
    • Self regulation
    • http://scoop.intel.com/what-happens-in-an-internet-minute/
    • http://www.blogherald.com/2012/09/24/social-media-will-distract-you-at-work-infographic/Interruptionsevery10.5 minutes23 minutes to getback to flow
    • Contextualwww.thinkbeyond.co.nz
    • Celebratediversity
    • • 90% of leading executives from 68 countriesnamed multicultural leadership as their topmanagement challenge-International Labor Union
    • • Are friends with their subordinates but makedecisions on their own• Compete with their own direct reports and makesure they are better than others• Speak honestly, but take into account othersstatus• Use indirect language and metaphors rather thanget straight to the point• Avoid taking risksThe best leaders:http://blogs.hbr.org/imagining-the-future-of-leadership/2010/05/bringing-the-global-mindset-to.html by Mansour JavidanA Chinese Perspective
    • The weaving of generations• changing mindset of the new generation.• flexible employment opportunitieswww.pwc.com/managingpeople2020
    • Steelcollaredworkers
    • http://www.youtube.com/watch?v=ce8xAL2ljXoGoogle Docs - Collaboration Project - Group Storytelling
    • Outperformersare 28% more likelyto innovate withpartners thanunderperformers.IBM Global CEO study 2012
    • Collective IntelligenceExplains a groups performance on a wide variety oftasksFactors that were important:• average social sensitivity (the ability to read and understandthe emotion of others) of group members,• the quality in distribution of conversational turn-taking.Ringleb, Rock, Conser - “NeuroLeadership in 2010”Collective intelligenceis not stronglycorrelated with theaverage of maximumindividual intelligenceof group members
    • 4. Hackivism3. 4d printing1. Nano-medicine2. WYOD5. Quantified self6. „Maker‟ movementwww.thinkbeyond.co.nz
    • •Cybercrime•$1 trillionNZ 2012130 cyber-attacks werereported against criticalinfrastructure andGovernment targets inNew Zealand in 2012Deloitte sixth annual global Cyber Security SurveyPasswords can be cracked in 5 hourshttp://reseller.co.nz/reseller.nsf/inews/companies-still-unprepared-for-cyber-attacks-deloitteResiliency: Prevent - Detect - RespondCooperationBYOD
    • https://www.pledgeme.co.nz/
    • 90% of all IT purchases by2020 not from official ITdepartmenthttp://pro.gigaom.com/blog/shadow-it-is-growing-because-everything-is-it/
    • So what for leaders?•Clients, community andnetworks•Use of data•Global connections•Ethical upsurge•Accountability•Feedback loopsNow what?www.thinkbeyond.co.nz
    • London: the first social media OlympicsCorporate social responsibilityShared value conceptSustainability in the workplace
    • Adaptive leadership:mobilising people totackle tough challengesand thrive
    • www.thinkbeyond.co.nz
    • 54Skeuomorphs: Build on past: mimic real world objectsAnchor in values, competencies and strategic directionRapid Prototyping and agile systemsCan only be addressed through changes inpeople‟s priorities, beliefs, habits & loyaltiesPolished perfect isnt better than perfect, its merelyshinier. And late.http://sethgodin.typepad.com/
    • PersonalisationMindfulnessand - bothCollaborationcomplexityNetworkedwww.thinkbeyond.co.nz
    • So what for leadership?www.thinkbeyond.co.nz
    • The future isalready here-it’s justunevenlydistributed– William Gibson
    • Leadershipforthe futureAniterativemodel…Mindfulness, balance, leading selfDiversity egculture,generations,beliefsComplexity,systems thinkingCollaboration,technology,influence
    • 60
    • Systems Thinking…….is a way of makingsense of a complex system…is the ability to see the world as relationshipsand connections...allows us to influence a complex system61www.ideacreation.org
    • “Where the world is dynamic, evolving and interconnected, wetend to make decisions using mental models that arestatic, narrow, and siloed.”62www.ideacreation.org
    • Seeing connections instead of parts…“You can never understand anythingby analysing it.”“We have to understand the whole beforewe can understand the parts - whatmatters is their interaction.”Russell Ackoff63www.ideacreation.org
    • 64www.ideacreation.org
    • 65Simple,predictablecause andeffectinteractionsMultiplepredictablecause andeffectinteractionsMultipleconnected butunpredictableinteractionsMultipledisconnectedinteractionsComplex ComplicatedChaotic SimpleCynefin Systems FrameworkDecisions are obviousDecisions requireexpert knowledgeDecisions are uncertainand solutions onlyapparent in retrospectDecisions need to be madequickly to dampen energyDave Snowdenwww.ideacreation.orgUnordered Order
    • 66Multiple predictablecause and effectinteractionsMultiple connectedbut unpredictableinteractionsComplex ComplicatedChaotic SimpleCynefin FrameworkDecisions requireexpert knowledgeDecisions are uncertainand solutions onlyapparent in retrospectAdaptivechallengesTechnicalproblemswww.ideacreation.orgSense, analyse andrespondProbe, sense and respond
    • Student behaviourissuesQuality of alternativeprogrammesSOProgramme appealtoother studentsSBR“Causal loop diagrams provide a framework for seeinginterrelationships rather than events, for seeingpatterns of change rather than snapshots”Senge67www.ideacreation.org
    • # students enrolledreputationstudent satisfactionresources (physical,people)revenueS SSSSresources forresearchstaff researchactivityUC researchprofileTEC funding SSSSefts capeconomymarketingfinancial targetsmanagementstrategiesimposed performancestandardsstaff involvement indecision makingmotivation andcommitmentresistancecollaboration/engagementteam spirit/ moralesick leave, stressleave, staff turnoverSSOSOOSSOOOCausal loopdiagram forUniversity ofCanterburyR1 GrowthR2 GrowthR3PerformanceB1 ResistanceB2 Health
    • The Iceberg ModelFour levels of thinkingEventsPatternsSystemic structureMental modelsMaani 201069www.ideacreation.org
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    • System thinking tools – affinity process1) Clarify the question2) Determine influence factors3) Map connections4) Identify leverage5) Act with clarity76www.ideacreation.org
    • What are the indicators of a successfulschool?What are the factors that contribute to this?• What influences that?• What influences that?• What influences that?77www.ideacreation.org
    • 78SUCCESSFULSCHOOLHolisticAchievementStudent –studentrelationshipsProfessionaldevelopmentStaff – staffrelationshipsStaff – studentrelationshipsEffectiveleadershipStaff cultureResources andinfrastructurePowerfulteaching andlearningStudentengagementCommunityengagementCommunicationDecisionmakingprocessesCredibility$$$$$$Marketing andimageData on resultsStaffengagementSystems thatworkStudentsenrollingMentoring andpastoralsupportVision andvalues
    • System thinking tools – affinity process1) Clarify the question2) Determine influence factors3) Map connections4) Identify leverage5) Act with clarity79
    • What factorspromote positivestudentbehaviour?Questions focussed on parts oforganisations…What factors effectpowerful professionallearning in schools?What processes buildeffectivecollaborations withcommunities?How could embracingtechnology impactschools?
    • “Clarify the question”….. What question would beuseful for your organisation to explore…..• How can we maximise our collectiveperformance in rebuilding CHCH horizontalinfrastructure?• How can we support the resilience and wellbeing of people in CHCH?• How can we re-configure a merged school?• How can we meet growing need in anenvironment of reducing funds?81
    • System thinking tools – affinity process1) Clarify the question2) Determine influence factors3) Map connections4) Identify leverage5) Act with clarity82www.ideacreation.org
    • 84
    • Engagement leads to peak performanceSample culture survey:Rate each question from 1 (low) to 5 (high)Add up total out of 251) I really care about the future of my organisation2) I am proud to tell others that I work for this organisation3) My organisation inspires me to do my best4) I would recommend my organisation to a friend as a good place to work5) I am willing to put in a great deal of effort and time beyond what isnormally expected85www.ideacreation.orgAdapted from Gallop
    • 1.Collaborating and partnering2.‘Diverse’ talent leadership strategy3.Flexible work options4.Use of technologies to engage5.Looking outside your areas ofexpertise/industry/country to learn from others6.Corporate social responsibility and ethics7.Reputation and brand leadership attraction8.Strong workplace culture9.Ability to support innovators in your organisation10.An intentional career development matrix1= We don’t have anything in place 6 = We are a market leader in this areaLeveraging Performance GrowthFrom innocence to excellencewww.thinkbeyond.co.nz
    • Culture eats strategyfor lunch…
    • Rogers - Diffusion of innovation88
    • 89
    • www.ideacreation.org 90
    • Commitment ChartingA (Induction)Team LeadersTechnologyBoardB (the D)Adapted from the ESD Toolkit v2.0 91www.thinkbeyond.co.nz
    • Empathy MapPAINWhat are their frustrations?What obstacles stop them achieving what the want?What risks do they fear taking?GAINWhat do they want to achieve?How do they measure success?What strategies might they use to achieve their goals?EXTERNALINTERNALOBSERVE INQUIREACTIONS & BEHAVIOURSWhat do they say and do?What is their attitude in public?What could they be telling others?What is their behavior to others?LISTENSEEHow do they see their environment?Who do they interact with – friends/ family/colleagues/ associates?What types of offers are they exposed to ona daily basis?THINK/FEELWhat is really important to them – what reallymatters?Imagine their emotions. What moves them?What keeps them awake at night?What are their dreams and aspirations?Are there any potential conflicts between what theysay and what they really think/feel?HEARWhat do their friends/family/colleagues say?Who really influences them?What do their influencers say?What media channels are influential? How?www.thinkbeyond.co.nz
    • Conversation•Exploratory•Suspend assumptions•Mutual questioning•Growing of insights andnew ideasDialogueDiscussionDecision UnderstandingAn exchange of ideas betweentwo or more peopleSocialAdvocating InquiringListeningConscious use of language and clarity of purpose through…Task AND relationshipwww.thinkbeyond.co.nz © 2011 93•Reach a conclusion•Kill choice•Debate•Logically explore
    • Herrmann‟s Whole Brain Processing Model…Where does thisidea come from?How will I organiseresources &planning?What is the bigpicture of thischange?How will my teamfeel about all this?
    • 96ComplicateddomainTechnicalProblemsComparing change processesComplexdomainAdaptiveProblemsNeed andVisionFine-tuneandembedRoll outScale upTrainingAdoptprovenideaPilotTeamNeed andVisionAssessresponsesand finetuneScale upLaunchmultipleexperimentsFostercollectiveintelligencePilot/AI/PD..•Steps arepre-plannedandpredictable•Provensolution•Linearprocess•Steps areemergent•Inquiryfocussed onnewsolutions•CyclicprocessSENSE ANALYSE RESPONDRESPONDSENSEPROBEwww.ideacreation.org
    • Organisational change processes1. establish urgency based on provable need/gap2. form a powerful coalition or core team3. develop a vision and operation plan4. launch numerous small ‟safe to fail‟ pilots5. communicate the vision and develop whole organisation approach6. consolidate improvements by building capacity7. widen awareness and support8. celebrate and embedBased on Kotter97www.ideacreation.org
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    • Change Inquiry Process1) Planning• Start with your change inquiry question• Collate key ingredients of process• Consider a sequence of steps2) Prototyping• First person present summary (2 mins)• Second person ask questions and feedback (5mins)• Swap roles99
    • What is success?To laugh often and muchTo win the respect of intelligent peopleAnd the affection of childrenTo earn the appreciation of honest criticsAnd endue the betrayal of false friendsTo appreciate beautyTo find the best in othersTo leave the world a bit betterWhether by a healthy child, a garden patchOr a redeemed social conditionTo know even one life has breathed easierBecause you have livedThis is to have succeededRALPH WALDO EMERSON100
    • Our contactsc.doig@thinkbeyond.co.nzwww.thinkbeyond.co.nzchris.jansen@canterbury.ac.nzwww.ideacreation.org101