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Lecture Master of Information Management about Leadership and Change management

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This was the final lecture in a series about leadership and social sourcing for a executive Master course at TIAS Tilburg university

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Lecture Master of Information Management about Leadership and Change management

  1. 1. Leadership and Change management Master Information Management 28 Lecture 3; Leadership and social networks Prof. Frank Willems, Quint Wellington Redwood and Hanze University of Applied Sciences Tilburg, 25 September 2014 Voettekst van presentatie
  2. 2. Agenda Recap on •Basic principles of Change Management •TheoryU and Social Networking theory as framework for Leadership •Theory about Lean thinking as a method for improving Leadership skills and strategy deployment •Lean A3 thinking Homework outcome •Experience in solving cases with A3 thinking with your personal practice New Theory •Social networking analysis •Social media and data analysis •New view on leadership 2
  3. 3. Recap 3
  4. 4. What’s the problem? 4 CIO skills deliver suboptimal results Underdeveloped people leadership constrains results • Strategy development • Planning; budgeting • Demand management; project • Strategy development • Planning; budgeting • Demand management; project prioritization • Program and project delivery • Run operations • Business process improvement prioritization • Program and project delivery • Run operations • Business process improvement • Does not fully • Does not fully embrace leadership as primary role embrace leadership as primary role • Underdeveloped • Underdeveloped leadership and interpersonal skills leadership and interpersonal skills MMaannaagginingg S Syysstteemmss LLeeaaddiningg P Peeoopplele Source: The CIO Edge, 7 Leadership Skills, Waller, Hallenbeck and Rubenstrunk
  5. 5. Where to find the solution? 5 Develop Seven Leadership skills •Commit to leadership first, everything else second •Lead differently than you think •Embrace your softer side •Forge right relationships, drive right results •Master communications •Inspire others •Build people, not systems •Leading people Core management processes (e.g., strategy, planning, program execution, operations) Maximize Collaborative Leadership MMaannaagginingg S Syysstteemmss LLeeaaddiningg P Peeoopplele Source: The CIO Edge, 7 Leadership Skills, Waller, Hallenbeck and Rubenstrunk
  6. 6. 6 Name Yellow Blue Red Green White 18 31 21 20 23 26 25 23 24 18 28 27 45 27 25 27 21 20 22 21 18 21 27 25 19 24 19 31 24 31 20 23 27 30 29 31 32 23 21 20 24 27 21 21 24 25 Names of participants are hidden Names of participants are hidden
  7. 7. 7 The five colors at a glance Yellow-print Blue-print Red-print Green-print White-print Something changes when you in a/an and create bring common interests together power game a feasible solution, a win-win situation think first and then act according to a plan rational process the best solution, a brave new world stimulate people in the right way exchange exercise a motivating solution, the best ´fit´ create settings for collective learning learning process a solution that people develop themselves create space for spontaneous evolution dynamic process a solution that releases energy The result is... by a/an... aimed at... forming coalitions, changing topstructures facilitator who uses his own power base positions and context project management strategic analysis expert in the field knowledge and results assessment & reward, social gatherings HRM expert procedures and working climate training and coaching, open systems planning facilitator who supports people the setting and communication open space meetings self-steering teams someone who uses his being as instrument patterns and meanings Result is… Safeguarded by… The pit-falls lie in… partly unknown and shifting decision documents and power balances dreaming and lose-lose described and guaranteed benchmarking and iso systems ignoring external and irrational aspects outlined but not guaranteed HRM systems ignoring power and smothering brilliance envisaged but not guaranteed a learning organisation excluding no-one and lack of action unpredictable self-management superficial under-standing and laissez faire Source: Change Management Approach Prof. De Caluwé, Twynstra Gudde
  8. 8. Focus of issue 8 First diverge and then converge Diagnosis Meaning -Multiple view -Making more complex -´Whole elephant´ Change idea -To search and find -Subjective, intuïtive -Separate cause and symptoms
  9. 9. Overview of a sample of colored interventions
  10. 10. Overview of a sample of colored interventions
  11. 11. 11 Every colour has it’s own change agent Yellow print Director of the process who encloses his power Blue print Expert projectmanager who takes care of formulating and implementation, but mandated. Red print Coaching manager, HR- or communications-expert who suggests solutions Green print Process supervisor who supports people White print A pattern indicator who puts himself (or herself) on the line
  12. 12. Cultural change is about identity 12 Meaning and Existence • Societal value and contribution • Historical success and pride • Reasons to exist Distinctive Competences • Reputation and trust • Knowledge and expertise • Inspiration and communication Business Idea And Identity Source: Prof. Jaap Boonstra Cultural Change in Organizations Customer Value • Fulfilling Customer Needs • Attraction and promises • Reasons for retaining Competitive Advantage • LEAN Leadership • Quality and innovation • Creativity and collaboration
  13. 13. New leadership results in faster impact 13 Impact Energy and time 2 3 4 Traditional line of Development Development line with co-creation and Leadership principles of Lean and TheoryU Source: TheoryU and Market research Master Leadership Hanze University
  14. 14. Theory U as ‘toolkit’ for leaders Open Mind Open Heart Open Will LISTENING 2: from outside disconfirming [new] data Downloading habits of judgment reconfirming old opinions & judgments Factual listening noticing differences LISTENING 3: from within seeing through another person‘s eyes emotional connection Empathic listening LISTENING 1: from habits LISTENING 4: from Source connecting to an emerging future whole; shift in identity and self Generative listening (from the future wanting to emerge)
  15. 15. Theory U fieldlevels 15 I-in-me I-in-it I-in-you I-in-now 1 Downloading: Talking nice 2 Debate: Talking tough 3 Dialogue: Reflective inquiry 4 Presencing: Generative flow Speaking from what they want to hear Polite routines, empty phrases Autistic system (not saying what you think) Speaking from what I think Divergent views: I am my point of view Adaptive system (say what you think) Speaking from seeing myself as part of the whole From defending to inquiry into viewpoints Self-reflective system (reflect on your part) Speaking from what is moving through Stilness, collective creativity, flow Generative system (identity shift: authentic self)
  16. 16. Golden Circle (Sinek ) 16 Human Needs (Assink) Human Mo va ons (Barre ) Level of Consciousness (Barre ) TheoryUlevel (Scharmer) TheoryU leadership skill Why Spiritual Make the difference 7 Performing Act in conjunc on with the en re new system Co-crea on 6 Prototyping New way of ac ng by connected heads, hearth and hands Internal cohesion 5 Let arise ‘Open Will’ Connected with the future that can be designed and touched How Mental Transforma on 4 Connect with the source, Presencing Genera ve listening, collec ve connected Emo onal Self-Esteem 3 In contact with the system ‘Open heart’ Empathically listening, release and connect Rela onal 2 Seeing with fresh eyes ‘Open Mind’ Factual listening, seeing the difference What Fysical Survive 1 Listening from habits Downloading from old pa erns 4
  17. 17. Combination Golden Circle Spiral Dynamics What How Why Feeling, Trust and intuition (Lymbic brain) Rationality and analytial mind (Neocortex) From inside to outside
  18. 18. The sourcing solutions plotted on Kraljic Purchasing Risk Is it a standard or a specialized product? What is the extent to which the product / service adds value for the business Less added value Large added value 4th generation sourcing 2nd generation sourcing Crowd sourcing Co-creation Leverage Strategic Business Proces Outsourcing way Backoffice outsourcing innovative for Direction sourcing social of Business development Shared Service Centers DataCenter Facilities outsourcing outsourcing Tribes 3th generation sourcing Routine Bottleneck Outsourcing workplace mgt Workinnovation Operations outsourcing 1st generation sourcing 2nd generation sourcing Standard Specialized Source Kraljic model: Purchasing must become Supplier Management, Peter Kraljic, Harvard Business Review, October 1983
  19. 19. You have to deal with all sourcing solutions OOuuttssoouurrcciinngg SShhaarreedd SSeerrvviicceess CCoollllaabboorraattiioonn Directing with focus on standardisation Directing with focus on collaboration and specialism Purchasing Risk Is it a standard or a specialized product? What is the extent to which the product / service adds value for the business Less added value Large added value Standard Specialized Operational Excellence Product Leadership Customer intimacy
  20. 20. Combine Groundswell, the law of innovation and participation levels 90% Lurkers To know about the innovative change character of your crowd
  21. 21. Storyline of the A3 Source: Understanding A3 Thinking, Sobek and Smalley
  22. 22. Homework outcome 22
  23. 23. Homework for lecture 27th September Third round •Based on the inspiration of the three cases, Waka Waka, Aravind Eye Hospital and D’O restaurant •Translate this inspiration to your working environment and challenge yourself with the launch of a service, product or idea like these cases •Structure this process with an A3 •Present your A3 at 27th September 23
  24. 24. Practice 1 • What is the A3 of your own environment? • Is is challenging and concrete? • Start with the first four chapters of the A3, background, Current Situation and Goals • Form three groups • One tells his/her A3 storyline • The second person is the coach on the content of the A3 and the A3 process (are the facts good enough and is the problem clear) • The thirth person is the observer and uses the ethnographic observing techniques (jotting, listening, observing expression, tone of voice etc.) to experience TheoryU’s stage 2 or 3 • Observe (15 minutes) and document your findings • Give each other feedback and change roles 24
  25. 25. Storyline of the A3 Source: Understanding A3 Thinking, Sobek and Smalley
  26. 26. Work with theory of social networking 26
  27. 27. Crowdsourcing Tribes Co-creation Co-creation is a new way of market- or business strategy that emphasizes the development and ongoing realization of mutual firm-customer value Social sourcing Crowdsourcing is outsourcing tasks, traditionally performed by an employee or contractor, to an undefined, large group of people or community (a crowd), through an open call A tribe is a group of people connected to one another, connected to a leader and connected to an idea
  28. 28. Relevant social network theories Nicholas Christakis: Our experience with the world depends on the factual structure of our networks and all that flows in these networks Ronald Burt: People focus on activities within their own group and that causes ‘structural holes’ in information flow between these groups Stanley Milgram: Everyone at this earth is connected with each other by a network of connection steps with six degres of separation. This research was done in 1967 and in 2012 again; the separation now will be 4,74 steps
  29. 29. 29 Social networks: Visualisation
  30. 30. Combination of social networking laws Social networks (2N) Interactive networks (N2) Hierarchical networks (N) Value of the network Number of participants The combination of the scientifically laws of Sarnoff (value of hierarchical network is equal to the number of participants), Metcalfe (value of a interactive networks increases quadratic with new participants) and Reed (value of social networks grows exponentially) gives an idea of the effects of networks Source: Prof Dr. Wim de Ridder, De wereld breekt open
  31. 31. Practice 2 • Make via Inmap a social netwerkanalysis of your own LinkedIn profile • Analyse your netwerk, what’s funny and interesting? • How can your network help you solving your A3 problem? • Present your outcome plenair 31
  32. 32. Social Media 32
  33. 33. Sherry Turkle’s vision about online behaviour “It’s a great psychological truth: If we don’t teach children how to be alone, they’ll only know how to be lonely. This constant connection, turning to devices almost instinctively…. There’s a panic of disconnection. It worries me we’re only going to feel isolated, that we won’t learn how to have a solitude that sustains us, and which is important for creativity.” Sherry Turkle, MIT Professor en auteur van Alone Together, Why we expect more from Technology and less from each other
  34. 34. Morozov’s vision about freedom on the internet • “What I find particularly worrisome is the rapid and inexorable disappearance of retrospection and reminiscence from our digital lives… • the social beast that has taken over our lives has to be constantly fed with the most trivial of ephemera… • this hunger for the present is deeply embedded in the very architecture and business models of social networking sites; “one of my greatest fears is that the Internet will widen the gap between the disengaged masses and the overengaged elites… • today we are facing the emergence of the cyber lumpen proletariat—people who are being sucked into the digital whirlwind of gossip sites, trashy video games, populist and xenophobic blogs, and endless poking on social networking sites.” Evgeny Morozov, Researcher at Stanford and author of The Net Delusion, the Dark Side of Internet Freedom http://www.ted.com/talks/evgeny_morozov_is_the_internet_what_orwell_feared.html http://tegenlicht.vpro.nl/afleveringen/2011-2012/evgenymorozov.html
  35. 35. Nicholas Carr’s visie op impact IT Every information technology carries an intellectual ethic — a set of assumptions about the nature of knowledge and intelligence. Nicholas Carr explains how the printed book served to focus our attention, promoting deep and creative thought. In stark contrast, the Internet encourages the rapid, distracted sampling of small bits of information from many sources. Its ethic is the ethic of the industrialist, an ethic of speed and efficiency, of optimized production and consumption — and now the Net is remaking us in its own image. We are becoming ever more adept at scanning and skimming, but what we are losing is our capacity for concentration, contemplation, and reflection. http://www.theshallowsbook.com/nicholascarr/Nicholas_Carrs_The_Shallows.html
  36. 36. What is Social Media • Social Media is any tool or service that uses the internet to facilitate conversations Or better • Social Media is the democratization of information, transformating people from content readers into publishers. It is the shift from a broadcast mechanism, on-to-many, to a many-to- 36 many model, rooted in conversations between authors, people and peers Brian Solis
  37. 37. Which Social Media is populair? 37
  38. 38. Social media is broad defined 38
  39. 39. And will be applied more broader 39
  40. 40. Most used social tools Bron McKinsey Global Survey 2013 40
  41. 41. Development of externally networking is speeding up Bron McKinsey Global Survey 2013 41
  42. 42. Social Media prism of Brian Solis http://www.conversationprism.com// 42
  43. 43. Social Media prism of Brian Solis 43
  44. 44. What is your personal social media strategy? Source: HBR article november 2010; What’s Your Personal Social Media Strategy, Soumitra Dutta
  45. 45. Research from social media messages • Twitter Mood research Johan Bollen: http://www.youtube.com/watch?v=r5dxYc3pD5Y 45
  46. 46. Research Johan Bollen Indiana University 46
  47. 47. Research Johan Bollen Indiana University 47
  48. 48. Free Social Media Lab Tools Socialmediacheck.nl 48 Socialmediacheck.nl http://onemilliontweetmap.com Mention.net Bottlenose.com SocialMention.com Hootsuite.com
  49. 49. Professional Social Media Lab Tools Which we are using at Social Media Lab #Hanze for research Coosto Radian6 49
  50. 50. Practice 3 • Try to do research in three groups on a more deeper level with your A3 problem • Arrange tasks within your group, who is investigating who • Important: – What are you researching for? – What’s your approach? – How does this suit whit your change colour? • Discuss the results plenairy 50
  51. 51. New view on leadership 1. Commit to selfdevelopment, head for the ‘True North’ and be yourself aware about the different change colours, social networks and social capital 2. Coach and develop other people 3. Support and faclitate daily improvements (Kaizen’s) 4. Develop a collaborative vision and check the goals and commitment horizontal and vertical The ‘True North’: • Challenge yourself and your employees and think together with them about the next challenge • Kaizen mind (every day a step better) • Go and see (Gemba Walks) • Teamwork before everything • Respect for people Source: The Toyota Way to Lean Leadership, Jeffrey Liker
  52. 52. We learn a lot from high performance teams In a researchproject of Hanze University we support the Dutch Olympic Sailing Team and find out what drives and selfmanagement aspects of high performance teams are
  53. 53. Team led by manager Self-managing team Self-organising team Self governing team Common Goal and strategy Commitment Complementairy tasks and roles Clear communication Constructive conflict Cohesion Credible coaching Resposibility management Responsibility team At this research project we have found out how selfmanagement is working and what the ‘True North for these self-organising team really means. This is our model Source: 7 C’s of Championship Team Building, Jeff Janssen en Leaders Guide to Radical Management, Stephen Denning

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