2. • Based on the Neuroscience of Play – experiential learning
• An innovative methodology that accelerates learning / OD, talent and
change
• Bite-size chunks of activities – 10-30 minutes
• Can be played out in a face to face, or virtual classroom environment
• In principle can be facilitated by anyone
• Highly scalable
Café Style
3.
4.
5.
6.
7.
8. Reliance Personal responsibility and self-reliance
Security Self-confidence and resilience
Stability Flexibility and change
Conformity Commitment and ownership
Time management Value and effectiveness
Hard work Working smart
Indifference Cognitive empathy and social relationships
Universalising needs Individualising needs
Governance Leadership
Rational thinking Open-minded and creative thinking
Blame Accountability
Cut-throat Graciousness and compassion
Materialistic Transcendence
Unhappiness Self-awareness and self-respect
Looking after our own back Honesty and integrity
Political Truth and authenticity
Injustice Ethical and fair
Control of others Respect, kindness and diversity
Introspection Outrospection
Ignorance Enlightenment
Fear Courage and integrity
Over analytical Creative thinking
Serious / ‘professional’ Fun
Dependence Insightful
Authoritarian Trust and values
Unadventurous Adventurous and free thinking
Need to know-basis Transparency
Competitiveness Collaboration and partnerships
Fear of failure Decisive and determined
Rules and procedure driven Customer centric
Arrogance Humility
Greed and selfish Community and sustainability
Work with the end in mind There is value in the journey
Squandering and wasteful Stewardship and doing more with less
• Command and Control to Innovation
• Time Constraints
• Forgetting Curve – Embedding Change
• Play – Learning and Practising
Simultaneiously
• Speed of Change - Agile
• Driving ‘Just-In-Time’ and Scalability
• Targeted – specific learning outcome
Mode 1. Mode 2.
9. How do help leaders create
new paradigms / habits?
10. Disruption can make leaders retreat and defend
Will tend to default back to what they know!
Some key organizational challenges:
• Leaders making decisions based on previous experience – what they know
• Risk averse – wait and see
• Not self-aware – believe everyone else should change
• Organizations reward revenue and profits now – not innovation
• Do not have the skills, or tools to lead people through exponential disruption
11.
12.
13. Primal response – 300 million years of practice!
Threat – Repelling
• Powerlessness
• Betrayal
• Worthlessness
• Rejection
• Shame
• Abandonment
Pleasure / Hope – Engaging
• Empowerment
• Loyalty
• Valuable
• Acceptance
• Pride
• Support
Social threat is today’s ‘Sabre-tooth Tiger’
Café Style
closes the gap
