Change is hard. Why? Because change causes conflict. Conflict is often unconscious and based on the different ways we view reality. This conflict often causes change efforts to fail, leaving the situation more messy than before. By being aware of the different realities and worldviews people hold, we can be more intentional in our change efforts and our change can be more sustained and effective. McWhinney's model has implication for leadership, marketing, communication and organizational development

1. August 2017

2. Agenda
1. Why For’Em & Introductions
2. Change according to
McWhinney
3. Discussion
4. Survey Results
5. Discussion
6. Next For’Em & Feedback
7. Networking

3. Is there something you
would like to change your
audiences’ minds and
behaviours around?
ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 3

4. We are all
‘change
agents’
ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 4

5. Change is hard
OUR JOURNEY TODAY
ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 5

6. OUR JOURNEY TODAY
But why?
ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 6

7. OUR JOURNEY TODAY
Change causes conflict
ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 7

8. OUR JOURNEY TODAY
Conflict is caused by....
ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 8

9. OUR JOURNEY TODAY
So what?
ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 9

10. OUR JOURNEY TODAY
A model
ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 10

11. OUR JOURNEY TODAY
The model applied
ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 11

12. OUR JOURNEY TODAY
As change agents
we become
more conscious
ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 12

13. OUR JOURNEY TODAY
We become
more effective
ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 13

14. Leadership
Marketing
Change Management
Communication
Personal and Professional Development
APPLICATIONS
ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 14

15. Carl Jung – “Archetypal
Phenonoma”
INSPIRATION
ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 15

16. Change
Conflict
Chaos
Complexity
MCWHINNEY:
ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 16

17. Because people differ from one another
on a far deeper level than just race,
culture, language and gender
This is critical to understand when
undertaking and leading marketing and
change efforts
WHY?
ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 17

18. “Conflict can effectively be understood
as a product of the differing means of
implementing change that are employed
by people who hold differing beliefs
about reality”
KEY DISCOVERY:
ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 18

19. “Conflict is induced in
every consciously chosen
change. Of course, in the
vast proportion of events,
conflict does not surface”
MCWHINNEY
ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 19

20. “Any social change, even a threat of
change becomes the occasion for the
separation of a community into sub-
groups of common sensibilities”
MCWHINNEY
ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 20

21. All people have a preference for one of
these worldviews, and this has powerful
implications for how people approach
conflict, how they handle relationships
and what narrative must be created
around the change in order to
influence them
MCWHINNEY
ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 21

22. MCWHINNEY’S REALITY INQUIRY
ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 22
Deterministic
Volitional
Monistic Pluralistic
UNITARY
MYTHIC
SENSORY
SOCIAL
Assumptions, Truth,
Principles, Rules, Theory,
Clarification, Belief
systems, Policies
Opportunity, Metaphors,
Dreams, Inspiration,
Symbols, Creations,
Vision, Ideas, Inventions,
Meaning
Objects, Resources,
Behaviour, Facts, Material,
Action, Data, Statistics,
Sensation, Experience,
Situations
Preferences, What
matters, Wants, Attitude,
Ethics, Values, Purpose,
Appreciation, Feelings,
Motivation

23. WcWhinney’s Reality Inquiry Unpacked
ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 23
External to our will
Self Will
Single
Reality
Many kinds of
reality
UNITARY
MYTHIC
SENSORY
SOCIAL
Warrior King
Visionary Mother
Thinking Sensing
Intuition Feeling
ActionPolicy
Vision Values
IDEALISTS
REALISTS
RATIONAL / CONSERVATIVE
ROMANTIC / LIBERAL

24. ACTUATE / ACTUATE FOR’EM PRESENTATION/ JULY 2017 / 24
ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 24

25. ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 25

26. ACTUATE / ACTUATE FOR’EM PRESENTATION/ JULY 2017 / 26
ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 26

27. ACTUATE / ACTUATE FOR’EM PRESENTATION/ JULY 2017 / 27
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28. ACTUATE / ACTUATE FOR’EM PRESENTATION/ JULY 2017 / 28
ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 28

29. Methods (Modes)
of Change
“Strategies for resolution can
be mapped as transitions
through the space of
alternative realities….”
WHAT TO DO?
ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 29

30. ACTUATE / ACTUATE FOR’EM PRESENTATION/ JULY 2017 / 30
Problem solving approaches
We are typically proficient in many modes,
but habitually use just one or two
Modes introduce consciousness
and intentionality
Helps you choose your approach
MODES OF CHANGE
ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 30

31. The Modes of Change
ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 31
UNITARY
MYTHIC
SENSORY
SOCIAL
ANALYTIC
EMERGENT
EVALUATIVE
ASSERTIVE

32. The Modes of Change
ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 32
UNITARY
MYTHIC
SENSORY
SOCIAL
ANALYTIC
EMERGENT
EVALUATIVE
ASSERTIVE
Engineer
Storyteller
Architect
BusinessManager

33. PATHS OF CHANGE
“To solve a problem requires the use of logics from
at least two realities – one strategy describes the
given world, the other directs the change”
ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 33

34. The two ‘Grand Paths’ of Change
ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 34
Mobilizing around
refreshed goals and
policies (Assertive)
AWARENESS
OF
A PROBLEM
Data used to show deviation from
policy and goals (Analytic)
Management gets workers
to value the renewed
goals (Emergent)
Responsibilities are
allocated and then
put into action
(Evaluative)
Revitalisation Path

35. ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 35
The renaissance path
Leader develops policies that
express the vision (Assertive)
Policy
Values
Elicit what matters –
what are they about in the
organisation (Evaluative)
Vision
Work together to create images that
reflect their values (Emergent)
Put new policies into action
(Analytic)
Action
LOSS OF
MEANING
The two ‘Grand Paths’ of Change

36. Minor Paths of Change
ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 36
Business Process Re-engineering
POLICY
VISION
ACTION
VALUES

37. Minor Paths of Change
ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 37
Organisational Development
POLICY
VISION
ACTION
VALUES

38. Change causes conflict
Conflict is caused by different views of reality
Unitary, Sensory, Mythic and Social (Warrior,
King, Visionary, Mother)
Awareness brings intentionality
We use tools and structure
These make us more effective
LOOKING BACK ON OUR JOURNEY
ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 38

39. KEVIN LIEBENBERG
Cell: +27 83 324 8022 / Tel: +27 11 021 1400
Email: kevin@actuate.co.za
www.actuate.co.za
BRINGING GREAT
PEOPLETOGETHER TO
MAKE A POSITIVE
IMPACTON THE
UNIVERSE.
© 2017 ALL INTELLECTUAL PROPERTY HEREIN REMAIN THE PROPERTY OF ACTUATE AND THE ACTUATE
GROUP.
ALL RIGHTS RESERVED

40. RESULTS OF MY MCWHINNNEY REALITY INQUIRY