Dr. johan du toit   decipher
Upcoming SlideShare
Loading in...5
×
 

Dr. johan du toit decipher

on

  • 1,713 views

 

Statistics

Views

Total Views
1,713
Views on SlideShare
1,713
Embed Views
0

Actions

Likes
0
Downloads
9
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Dr. johan du toit   decipher Dr. johan du toit decipher Presentation Transcript

  • Re-Inventing Organizational Development 2010
    OD’s Role in Shaping Tomorrow’s Leaders …or, OD in the Anomic Age
    Dr Johan du Toit
    24 June 2010
  • Overview of this presentation
    • Impact of generational differences in the workplace
    • When things pull apart…
    • The era of ‘weak social ties’
    • Major difficulties with Authority
    • Creating a work environment that stimulates leadership development
    • What ‘best-practice’ outlines say…and…
    • A thought: Give ‘weak links’ a lot more support!
    • Encouraging a talent management mind-set at the senior leadership level
    • Don’t get mindlessly co-opted…
    • ...but keep it leader-led & OD supported…
    • …using a clear “stages of development” focus
    • Q & A
    15 min
    10 min
    25 min
    10 min
  • The consequence of our Social Capital steadily depreciating is marked by a wide-spread sense of alienation…
    Divorce rate declines in face of economic slowdown
    The poor state of the South African economy affects all aspects of life, including divorces.
    …the divorce rate figures released recently have shown a steep decline. Couples can no longer afford to get divorced from a financial viewpoint.
    Source: http://ipsnews.net/news.asp?idnews=50564; http://www.suicide.org/suicide-on-the-rise-in-south-africa.html
    http://www.mydigitallife.co.za/index.php?option=com_myblog&show=the-south-african-divorce-rate.html&Itemid=29
    http://www.capetownlawyer.co.za/divorce/news/2008/divorce-economy.php5; http://www.cronborgart.com/anomie.jpg
  • …”weak social ties” now seem to predominant in our social settings, and are seen as valuable in their own right
    Granovetter's paper "The Strength of Weak Ties" is a highly influential sociology paper, with around 12,000 citations
    Source: http://upload.wikimedia.org/wikipedia/commons/f/f1/Tie-network.jpg
    http://en.wikipedia.org/wiki/Mark_Granovetter
    http://www.stanford.edu/dept/soc/people/mgranovetter/documents/granstrengthweakties.pdf
  • Authority is one of the most troublesome issues of our time – many kick vigorously against it!
    There pervades today, a disturbing zealotry with which the sociopolitical culture has imagined for itself a prerogative to divest the individual of his rightful sovereignty and discretion, and to foist upon him an often-arbitrary excess of compulsions and impositions. (Trevor Fervor, 2007)
  • Agenda
    • Impact of generational differences in the workplace
    • When things pull apart…
    • The era of ‘weak social ties’
    • Major difficulties with Authority
    • Creating a work environment that stimulates leadership development
    • What ‘best-practice’ outlines say…and…
    • A thought: Give ‘weak links’ a lot more support!
    • Encouraging a talent management mind-set at the senior leadership level
    • Don’t get mindlessly co-opted…
    • ...but keep it leader-led & OD supported…
    • …using a clear “stages of development” focus
    • Q & A
    15 min
    10 min
    25 min
    10 min
  • Ulrich et al’s compelling work on HR Competencies is practically an “Industry Benchmark”…
    STRATEGY ARCHITECT
    CULTURE & CHANGE STEWARD
    TALENT MGR/
    ORG DESIGNER
    ORGANISATION CAPABILITIES
    PEOPLE
    BUSINESS
    BUSINESS ALLY
    OPERATIONAL EXECUTOR
    SYSTEMS & PROCESSES
    CREDIBLE ACTIVIST
    RELATIONSHIPS
    HR
    PROFESSIONALISM
    Source: HR Competencies. Ulrich et al, 2008
  • ...and the People Capability Maturity Model (PCMM 2.0) has for years prescribed how to achieve much of it
    Maturity Levels
    Process Area Threads
    Developing
    individual
    capability
    Building
    workgroups
    & culture
    Motivating
    & managing
    performance
    Shaping
    the
    workforce
    Level 5
    Optimising
    Continuous
    Capability
    Improvement
    Organizational
    Performance
    Alignment
    Continuous
    Workforce
    Innovation
    Level 4
    Predictable
    Competency
    Based Assets
    Mentoring
    Competency
    Integration
    Empowered
    Workgroups
    Quantitative
    Performance
    Management
    Organizational
    Capability
    Management
    Level 3
    Defined
    Competency
    Development
    Competency
    Analysis
    Workgroup
    Development
    Participatory
    Culture
    Competency
    Based Practices
    Career
    Development
    Workforce
    Planning
    Level 2
    Managed
    Training and
    Development
    Communication
    & Coordination
    Compensation
    Performance Mngt
    Work Environment
    Staffing
    Source: http://www.sei.cmu.edu/library/abstracts/reports/01mm001.cfm
  • These two models are closely correlated, even though they were developed from different approaches
    Level 5
    Optimising
    Continuous
    Capability
    Improvement
    Organizational
    Performance
    Alignment
    Continuous
    Workforce
    Innovation
    STRATEGY ARCHITECT
    CULTURE & CHANGE STEWARD
    TALENT MGR/
    ORG DESIGNER
    Level 4
    Predictable
    Competency
    Based Assets
    Mentoring
    Competency
    Integration
    Empowered
    Workgroups
    Quantitative
    Performance
    Management
    Organizational
    Capability
    Management
    PEOPLE
    BUSINESS
    BUSINESS ALLY
    OPERATIONAL EXECUTOR
    Level 3
    Defined
    Competency
    Development
    Competency
    Analysis
    Workgroup
    Development
    Participatory
    Culture
    Competency
    Based Practices
    Career
    Development
    Workforce
    Planning
    CREDIBLE ACTIVIST
    Level 2
    Managed
    Training and
    Development
    Communication
    & Coordination
    Compensation
    Performance Mngt
    Work Environment
    Staffing
    HR
    PROFESSIONALISM
  • Social Networking approaches show the way to better link modern high-flyers who already ‘get’ online collaboration
    Source: Aaron Fulkerson (MindTouch)
  • Agenda
    • Impact of generational differences in the workplace
    • When things pull apart…
    • The era of ‘weak social ties’
    • Major difficulties with Authority
    • Creating a work environment that stimulates leadership development
    • What ‘best-practice’ outlines say…and…
    • A thought: Give ‘weak links’ a lot more support!
    • Encouraging a talent management mind-set at the senior leadership level
    • Don’t get mindlessly co-opted…
    • ...but keep it leader-led & OD supported…
    • …using a clear “stages of development” focus
    • Q & A
    15 min
    15 min
    25 min
    10 min
  • Is modern “HRM” a wolf in sheep's clothing?
    It has been suggested that HRM is a legitimatory device to increase managerial control through a rhetoric of individualism, reciprocity and shared commitment, thus gaining control through employee co-operation and exercising control over employee discretion. This soft HRM rhetoric disguises an unpleasant hard HRM reality.
    Source: http://mams.rmit.edu.au/zni7u9gvftyl.pdf
  • Critical observers of HR-related efforts point to a distinct internal rift between soft and hard HRM …
    “Human” in HR
    “Resource” in HR
  • OD has traditionally not focussed on all the issues of power - it is an area which practitioners should be more mindful
    The Planner’s Dilemma“It must be remembered that there is nothing more difficult to plan, more doubtful of success, nor more dangerous to manage, than the creation of a new system. For the initiator has the enmity of all who would profit by the preservation of the old institutions and merely lukewarm defenders in those who gain by the new ones.”Machiavelli, The Prince
    Source: personal.ashland.edu/csavage/Power%20and%20Politics.ppt
  • Now, let us examine the most high-profile “leadership development” initiative in recent business history…
    Jack Welch: Management Evangelist
    John F. Welch Jr. did not invent Six Sigma or many of the processes that made him famous in the 20 years that he led GE . But the relentlessly curious and blunt guy imbued his corporation with an energy and culture that made it - and him - an icon of American business.Welch, who joined GE in 1960 with a PhD in chemical engineering and became CEO in 1981, held few things sacred. He…was famous for annually lopping off the bottom 10% of his managers. But Welch made it his mission to manage and foster top talent with hawk-like attention. "Jack put his time and energy into developing people," says Noel M. Tichy,
    the management professor who helped Welch revitalize his Crotonville training center.Welch transformed routine meetings into rousing
    debate sessions and launched initiatives such as the Six Sigma quality process and the Workout approach to team problem-solving that touched practically every employee around the planet.As a result, GE developed what many consider the deepest bench of executive talent in American business. In the years leading up to Welch's retirement in 2001, he helped to develop several
    contenders for his job. When Jeffrey R. Immelt was chosen, the losers immediately became chief executives at 3M and Home Depot Inc.
    But Welch-style training programs are as popular as ever. Shanghai now boasts its own Crotonville-style facility and GE's management prowess still inspires envy. Cultivating top talent is part of the GE brand, with competitors worldwide striving to mimic the systems that Jack built.
    Source: http://www.businessweek.com/magazine/content/04_43/b3905032_mz072.htm
  • For Crotonville-like success it is clear that...
    …theCEO must visibly lead the development process by participating in the overall design and architecture, delivery, and integration of the development process as it gets tied to succession planning and rewards. This is not a voluntary, open university-type approach to development. It is a very personal tool of the top leadership of the organization as well as a vey central part of the organization effectiveness.
    - Noel Tichy, Crotonville head (‘85-’87)
    Source: “Crotonville: A Staging Ground for Corporate Revolution” (1989), page 105
  • Tichy provides a fuller set of “Lessons for CEOs” from his time at Crotonville
    • Leadership should choose the characteristics that will fit (or deliberately change) the culture
    • Powerful links here to values management
    • Timing is critical
    • Development takes time
    • Blended learning: 80% = real-life experiences + 20% = formal development programmes + coaching
    Source: “Crotonville: A Staging Ground for Corporate Revolution” (1989), page 105-106
  • Crotonville also had a powerful guiding framework used for leadership development with a long history
    1960Wilfred Brown’s Exploration in Management book published in UK and US
    Early 1970s Walter Mahler read Brown’s 1960 book and adopted the concepts into his consulting framework. Developed Career Crossroads to identify when managers matured into the next stratum and would benefit from additional education in leadership at that level
    Mid-1970s Walter Mahler installed the Career Crossroads concepts at General Electric.
    1978-1981 Jack Welch selected as Chairman and CEO of General Electric using Mahler’s version of Brown’s strata capability
    1984 Welch reconceptualizedCrotonville to infuse Mahler’s career bands and crossroads model of leadership development
    Source: http://globalro.org/en/go-library/ro-history/ro-in-united-states.html
  • The Crotonville story provides three key take-aways for this presentation
    1
    Leadership development should not be abdicated and “outsourced” wholesale to OD » it should be authentically leader-led and HRD-supported
    2
    Leadership development models must be clearly linked to developmental stages » Jaques’ SST (stratified-systems theory) sits behind most models
    Focus of this
    presentation
    Leadership development models must be deliberately tied to culture & values » Barrett’s work with Culture Transformation Tools is useful to illuminate this area
    3
  • There are several Elliott Jaques-inspired models that are much more familiar to business people so take your pick!
    Drotter’s “Leadership Pipeline”
    BIOSS + Hoebeke levels-of-work
  • However, using “Talent Grid” type approaches is actually quite straightforward from a technical perspective…
    …but it is a big challenge from the perspectives of justice:
    • Distributive (least)
    • Procedural (more)
    • Interactional (most)
    Source: One Page Talent Management: Eliminating Complexity, Adding Value. Effron & Ort (2010 )
  • Agenda
    • Impact of generational differences in the workplace
    • When things pull apart…
    • The era of ‘weak social ties’
    • Major difficulties with Authority
    • Creating a work environment that stimulates leadership development
    • What ‘best-practice’ outlines say…and…
    • A thought: Give ‘weak links’ a lot more support!
    • Encouraging a talent management mind-set at the senior leadership level
    • Don’t get mindlessly co-opted…
    • ...but keep it leader-led & OD supported…
    • …using a clear “stages of development” focus
    • Q & A
    15 min
    10 min
    25 min
    10 min