Hr exchange story telling -16 feb 12
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Hr exchange story telling -16 feb 12

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Story Telling In Business

Story Telling In Business

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  • More instructions, what feedback would you give, the audiance must be engaged. What was interesting about the content. Use the words listenning for.First. Define stories to make the exercise more smartMake one slide with explaination Add more visuals (logo’s)

Hr exchange story telling -16 feb 12 Hr exchange story telling -16 feb 12 Presentation Transcript

  • “The shortest distance between two people is a story” Terrence Gargiulo Story Telling Enabling Managers to Engage the Organization Mozer Fakhruddin Principle Consultant We are hardwired to seek and make sense of the world through narratives.
  • The Brain & Transformation Self Directed Neuroplasticity When one has insights the Brain makes new chemical connections on its own. Pre Frontal Cortex (PFC) The PFC is the short term memory where new data is processed. Very logical part of the brain. 6 Sec behind Amygdala Orbital Frontal Cortex (OFC) Looks for “errors” or things that don't match what we are comfortable & familiar with. The explanation is hidden in 6 key chemical processes of the brain which then determine how the MIND reacts. Neurotransmitters This happens at the moment of Insight and releases a strong pleasure drug like endorphins. Basal Ganglia Habit part of the brain keeping info on how things are usually done . Very comfortable to do things using this part of the brain Amygdala This is the alarm bell which puts the person on high alert & high stress to “fight or flee”. It makes emotion control your decisions.
  • Mozer Career : Microcosm of the History of Obedience Scientex Instruction 1989 SONY BP Malaysia Telling Procedures 1991 1995 BP Marine BP HR Carrot & Stick Humanism 1998 2002 Bumi Armada My Talent Complexity 2004 Energy 2009
  • Change Management Resistance RISK ANALYSIS. Analyze & stop objections Confirmation Bias “Who am I” Build trust Intention COMMUNICATI ON Tell people the Answer Why I am Here Share what WIIFM before WIIFY Attention PROCESS REENGINEERING Study and tell them the right way Engagement HUMANISM Listen empathetically to people so they feel good. Attention Density Teaching/Values /Vision Stories Insight TRAINING REFOCUS Teach people to do it the right way Teaching Values – Own Insights Neurotransmitt ers BEHAVIORISM Dangle reward & fire those who are not up to scratch Attention Density Autonomy Mastery Purpose Action Expectation Shapes Reality Appreciative Inquiry
  • The Relevance of Gen Y Obedience is no longer what it was! Veterans 1925 Baby Boomers 1945 Gen X 1964 “This is what we You’re important expect from you” to our success” “I am Loyal & to “You’re valued the company and here” dedicated to my work ” “We need you” “You are the boss “I approve and you tell me you” what to do of Gen Y 1986 “Do it your waythere aren’t a lot of rules here” ”You’ll be working with other bright, creative people” “We want you to have a life” “We invest a lot in training” “We do not believe in hands on supervision” “You and your coworkers can help turn this company around” Millennium Gen 2000 Organisations now depend more on people who are Complex, unpredictable, dynamic & Resistant to engineering
  • Change Management Process 1.0 Plan Business Case & Vision for change Benefit Realization & Sustainable Performance Change Risk Analysis Change Strategy Global Behavioral Change Management Methodology People Transition & Workforce Effectiveness Organizational Integration Change Leadership Plan 1.0 Assess 2.0 Design 3.0 Implement 4.0 Monitor 5.0 Introduction and Overview BCM Model Change Management Foundation Approach 1. Plan 2. Assess Triggers for BCM Services Tools and Templates Overview Stakeholder Management Involvement Strategies 6
  • Change Management Foundation Approach Phases, Objectives, Elements and Core Tools The elements of the Change Management Foundation Methodology align with the five phases of the BPI approach as shown below. Each element has associated tools that are applied to create the key deliverables in each phase. Communication is a distinctive aspect of effective change management, and runs throughout the life cycle of the project. Plan Project phase Assess Assess organizational risk and cultural readiness to develop the change strategy Establish vision, goals and desired outcomes Objective Design Develop change interactions to address key target groups affected by the change Implement Support transition to the new environment Monitor Track benefits of change and support sustainability of performance Business Case and Vision for Change Change Risk Analysis Analysis Elements Change Leadership Stakeholder Management Engagement Communication • Change Management Foundation Tools • • Business Case for Change Framework • • Stakeholder Analysis Communications Assessment • Change Risk Analysis Stakeholder Management Framework Additional tools available in BCM methodology. Additional tools available in BCM methodology. Additional tools available in BCM methodology. Communication Strategy and Plan 7
  • Our methodology manages the organizational risk to achieve lasting change… Case for change Clear shared vision Guiding architecture Leader and stakeholder commitment Effective communication Cultural fit Individual and team capability Performance measures Lasting change         No action         No direction         No role Ownership         No role models         No knowledge         Not lasting         No willingness         No reinforcement         Lasting change 8
  • Human Reactions to Process Humans are afflicted by what psychologists call the confirmation bias, which results in us digging in our heels whenever someone tries to convince us to change our minds with sophisticated rationale. 9
  • The Power of Story Telling The shortest distance between two people is a story” Terrence Gargiulo Story Telling is a tool that leaders use to connect with people and truly engage them to an idea or situation. They unleash a part of us that PowerPoint slides and logic can never reach. More so in the age of Gen-Y where simply telling will get you nowhere. We all tell stories, some people just better than others. This programme teaches leaders how they can use a method to structure and use stories more powerfully.
  • Typical Transformation Plans Typical Transformation plans have has no place for authentic inquiry into what people think or say. Change Leadership Stakeholder Management Involvement Strategies The plan does not allow people to discover their own insights. The language is built around how do I persuade you to agree with what I am saying. Engagement is thought to be about mitigating and overcoming Change resistance. Consultants try persuading people through a structured web of interventions and wizardry to coax them to think, behave and do things. But people are more complex than that and very resistant to reengineering. They are not persuaded by such wizardry and often fight back leading to a failed transformation. So how do we transform?
  • Moment of Insights When people solve a problem or get and insights themselves, the brain releases a rush of neurotransmitters which have the effect like endorphins, it gives pleasure. At this point there is a big burst of energy which can make physical changes in the brain structure and by this change our mental maps without alerting the amygdala. Telling them or persuading them to change their mental maps does not change the connections in the brain and therefore does not change their mind. The secret to change someone’s mind and to engage them is by creating moments of insight which will in turn make physical changes in the brain
  • When Do I use Stories People’s stories are what you focus on. What stories do you want them to tell? Change the Culture by Changing the stories that are told Make your story their story Stories Create Faith Storytelling People are resistant to engineering My own insight, own conclusion Listen to the Stories of your organization What stories are told in corridors?
  • Story Telling Applications Collect stories to gain Insights into what is really the Present. Engage people, let them believe and answer to call to arms Collect Stories Tell Stories People’s individual Stories give you an assessment of their preferred styles Listen to Stories
  • The Six Stories We Need To Tell Story Topic Why Who am I Emotional something that happened to you People need to know you Something that you are passionate about Why I am here Idea you want to implement that ties to something you are passionate about Tells people what you are trying to do and explains why Vision The future you see for your organization Problematic situation and what you want to do about it Teaching How you “overcame” to be successful in something Why a concept or idea is important Values Doing a difficult thing because it was the right thing to do Demonstrates a value like patience or teamwork etc. I know what you are thinking Where you blew it and how you learnt your lesson in humility, etc. A story which admits your weakness but also how you live with it Show Honesty –Kill Hidden Agenda expectation Transmit your passion Teach but let people take their own learning Teach but let people take their own learning Put the “elephant” on the table and deal with it
  • Making Purposeful Transformations • Lead with a clear Intent and attention towards the purpose you want to achieve • Teach methods to let people explore and solve problems themselves. • Paint broad pictures of change required and let people come to their own insights in terms of what it means. • Use storytelling and sharing of experience as means to avoid pushing a new idea to people • Build a big purpose to rally people around rather than manipulate with reward schemes. • Build attention density by focusing on a few things that are key. Reinforce that message in every way you can, through communication, process and your actual behaviour & actions. • Approach the people in a purposeful and positive way by building expectation on what is the future reality that we are building. Don’t focus on all the things that are wrong.
  • Story Telling Programme Structure Premise – The focus of the programme will be to teach people managers to use stories to paint a vision or strategic direction, share a lesson, convey values or illustrate desired behaviours. Stories also have an ability to forge deeper connections between people, so inspiring them to focus their attention and take action. Concepts 1. I Introduction to “How to Craft Stories” -6 Different Types "Who I Am" stories "Why I Am Here" stories "The Vision" story "Teaching" stories covering various Teachable Points of View (TPOV) "Values-In-Action" stories "I Know What You Are Thinking" stories 2. Conveying Emotion Effectively - emotion united with a strong idea is persuasive. We remember what we feel. And our emotions inspire us to take action. 3. Making Stories Concrete - the ability to transport us imaginatively to a place where we can visualise the events being recounted. 4. Making, Stories Memorable -we are up to 22 times more likely to remember a story than a set of disconnected facts 5. Leveraging Stories as a Pull Strategy - unlike the push strategy used when we argue in a more traditional way. Stories engage the listener, pulling them into the story to participate in the conversation, rather than telling them what to think. 7. Listening to Stories - How do you help the story teller to give you data and experiences , NOT opinions Practicing Crafting Stories, Story Telling and listening to stories. Group of 8 people allows facilitator to do one on one coaching and feedback.
  • Cost DESIGN The cost of design is a one time cost and will not be incurred for repeat programmes DELIVERY The cost of delivering the programme includes the facilitator and the presentation. The cost is per day or any part of a day. Waived RM7,500 Post Training Engagement We will engage participants after the course via email and phone to gauge absorption of knowledge and offer support in any gaps. COACHING We offer one to one coaching on demand. This arrangement is based on a nominal retainer fee for every 12 hours a month as an estimate but we would respond as needed regardless of the time. Cost to be discussed RM5,000