Re-Inventing Organizational Development 2010<br />OD’s Role in Shaping Tomorrow’s Leaders …or, OD in the Anomic Age<br />D...
Overview of this presentation<br /><ul><li>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</li></ul>15 min<br />10 min<br />25 min<br />10 min<br />
The consequence of our Social Capital steadily depreciating is marked by a wide-spread sense of alienation…<br />Divorce r...
…”weak social ties” now seem to predominant in our social settings, and are seen as valuable in their own right<br />Grano...
Authority is one of the most troublesome issues of our time – many kick vigorously against it!<br />There pervades today, ...
Agenda<br /><ul><li>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…
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Dr. johan du toit decipher

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Dr. johan du toit decipher

  1. 1. Re-Inventing Organizational Development 2010<br />OD’s Role in Shaping Tomorrow’s Leaders …or, OD in the Anomic Age<br />Dr Johan du Toit<br />24 June 2010 <br />
  2. 2. Overview of this presentation<br /><ul><li>Impact of generational differences in the workplace
  3. 3. When things pull apart…
  4. 4. The era of ‘weak social ties’
  5. 5. Major difficulties with Authority
  6. 6. Creating a work environment that stimulates leadership development
  7. 7. What ‘best-practice’ outlines say…and…
  8. 8. A thought: Give ‘weak links’ a lot more support!
  9. 9. Encouraging a talent management mind-set at the senior leadership level
  10. 10. Don’t get mindlessly co-opted…
  11. 11. ...but keep it leader-led & OD supported…
  12. 12. …using a clear “stages of development” focus
  13. 13. Q & A</li></ul>15 min<br />10 min<br />25 min<br />10 min<br />
  14. 14. The consequence of our Social Capital steadily depreciating is marked by a wide-spread sense of alienation…<br />Divorce rate declines in face of economic slowdown<br />The poor state of the South African economy affects all aspects of life, including divorces.<br />…the divorce rate figures released recently have shown a steep decline. Couples can no longer afford to get divorced from a financial viewpoint.<br />Source: http://ipsnews.net/news.asp?idnews=50564; http://www.suicide.org/suicide-on-the-rise-in-south-africa.html<br />http://www.mydigitallife.co.za/index.php?option=com_myblog&show=the-south-african-divorce-rate.html&Itemid=29<br />http://www.capetownlawyer.co.za/divorce/news/2008/divorce-economy.php5; http://www.cronborgart.com/anomie.jpg<br />
  15. 15. …”weak social ties” now seem to predominant in our social settings, and are seen as valuable in their own right<br />Granovetter's paper "The Strength of Weak Ties" is a highly influential sociology paper, with around 12,000 citations<br />Source: http://upload.wikimedia.org/wikipedia/commons/f/f1/Tie-network.jpg<br />http://en.wikipedia.org/wiki/Mark_Granovetter<br />http://www.stanford.edu/dept/soc/people/mgranovetter/documents/granstrengthweakties.pdf<br />
  16. 16. Authority is one of the most troublesome issues of our time – many kick vigorously against it!<br />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)<br />
  17. 17. Agenda<br /><ul><li>Impact of generational differences in the workplace
  18. 18. When things pull apart…
  19. 19. The era of ‘weak social ties’
  20. 20. Major difficulties with Authority
  21. 21. Creating a work environment that stimulates leadership development
  22. 22. What ‘best-practice’ outlines say…and…
  23. 23. A thought: Give ‘weak links’ a lot more support!
  24. 24. Encouraging a talent management mind-set at the senior leadership level
  25. 25. Don’t get mindlessly co-opted…
  26. 26. ...but keep it leader-led & OD supported…
  27. 27. …using a clear “stages of development” focus
  28. 28. Q & A</li></ul>15 min<br />10 min<br />25 min<br />10 min<br />
  29. 29. Ulrich et al’s compelling work on HR Competencies is practically an “Industry Benchmark”…<br />STRATEGY ARCHITECT<br />CULTURE & CHANGE STEWARD<br />TALENT MGR/<br />ORG DESIGNER<br />ORGANISATION CAPABILITIES<br />PEOPLE<br />BUSINESS<br />BUSINESS ALLY<br />OPERATIONAL EXECUTOR<br />SYSTEMS & PROCESSES<br />CREDIBLE ACTIVIST<br />RELATIONSHIPS<br />HR<br />PROFESSIONALISM<br />Source: HR Competencies. Ulrich et al, 2008<br />
  30. 30. ...and the People Capability Maturity Model (PCMM 2.0) has for years prescribed how to achieve much of it<br />Maturity Levels<br />Process Area Threads<br />Developing<br />individual<br />capability<br />Building<br />workgroups<br />& culture<br />Motivating<br />& managing<br />performance<br />Shaping<br />the<br />workforce<br />Level 5<br />Optimising<br />Continuous<br />Capability<br />Improvement<br />Organizational<br />Performance<br />Alignment<br />Continuous<br />Workforce<br />Innovation<br />Level 4<br />Predictable<br />Competency<br />Based Assets<br />Mentoring<br />Competency<br />Integration<br />Empowered<br />Workgroups<br />Quantitative<br />Performance<br />Management<br />Organizational<br />Capability<br />Management<br />Level 3<br />Defined<br />Competency<br />Development<br />Competency<br />Analysis<br />Workgroup<br />Development<br />Participatory<br />Culture<br />Competency<br />Based Practices<br />Career<br />Development<br />Workforce<br />Planning<br />Level 2<br />Managed<br />Training and<br />Development<br />Communication<br />& Coordination<br />Compensation<br />Performance Mngt<br />Work Environment<br />Staffing<br />Source: http://www.sei.cmu.edu/library/abstracts/reports/01mm001.cfm<br />
  31. 31. These two models are closely correlated, even though they were developed from different approaches<br />Level 5<br />Optimising<br />Continuous<br />Capability<br />Improvement<br />Organizational<br />Performance<br />Alignment<br />Continuous<br />Workforce<br />Innovation<br />STRATEGY ARCHITECT<br />CULTURE & CHANGE STEWARD<br />TALENT MGR/<br />ORG DESIGNER<br />Level 4<br />Predictable<br />Competency<br />Based Assets<br />Mentoring<br />Competency<br />Integration<br />Empowered<br />Workgroups<br />Quantitative<br />Performance<br />Management<br />Organizational<br />Capability<br />Management<br />PEOPLE<br />BUSINESS<br />BUSINESS ALLY<br />OPERATIONAL EXECUTOR<br />Level 3<br />Defined<br />Competency<br />Development<br />Competency<br />Analysis<br />Workgroup<br />Development<br />Participatory<br />Culture<br />Competency<br />Based Practices<br />Career<br />Development<br />Workforce<br />Planning<br />CREDIBLE ACTIVIST<br />Level 2<br />Managed<br />Training and<br />Development<br />Communication<br />& Coordination<br />Compensation<br />Performance Mngt<br />Work Environment<br />Staffing<br />HR<br />PROFESSIONALISM<br />
  32. 32. Social Networking approaches show the way to better link modern high-flyers who already ‘get’ online collaboration<br />Source: Aaron Fulkerson (MindTouch)<br />
  33. 33. Agenda<br /><ul><li>Impact of generational differences in the workplace
  34. 34. When things pull apart…
  35. 35. The era of ‘weak social ties’
  36. 36. Major difficulties with Authority
  37. 37. Creating a work environment that stimulates leadership development
  38. 38. What ‘best-practice’ outlines say…and…
  39. 39. A thought: Give ‘weak links’ a lot more support!
  40. 40. Encouraging a talent management mind-set at the senior leadership level
  41. 41. Don’t get mindlessly co-opted…
  42. 42. ...but keep it leader-led & OD supported…
  43. 43. …using a clear “stages of development” focus
  44. 44. Q & A</li></ul>15 min<br />15 min<br />25 min<br />10 min<br />
  45. 45. Is modern “HRM” a wolf in sheep's clothing?<br />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.<br />Source: http://mams.rmit.edu.au/zni7u9gvftyl.pdf<br />
  46. 46. Critical observers of HR-related efforts point to a distinct internal rift between soft and hard HRM …<br />“Human” in HR<br />“Resource” in HR<br />
  47. 47. OD has traditionally not focussed on all the issues of power - it is an area which practitioners should be more mindful<br />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<br />Source: personal.ashland.edu/csavage/Power%20and%20Politics.ppt <br />
  48. 48. Now, let us examine the most high-profile “leadership development” initiative in recent business history…<br />Jack Welch: Management Evangelist <br />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,<br />the management professor who helped Welch revitalize his Crotonville training center.Welch transformed routine meetings into rousing<br />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<br />contenders for his job. When Jeffrey R. Immelt was chosen, the losers immediately became chief executives at 3M and Home Depot Inc. <br />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.<br />Source: http://www.businessweek.com/magazine/content/04_43/b3905032_mz072.htm<br />
  49. 49. For Crotonville-like success it is clear that...<br />…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.<br />- Noel Tichy, Crotonville head (‘85-’87)<br />Source: “Crotonville: A Staging Ground for Corporate Revolution” (1989), page 105<br />
  50. 50. Tichy provides a fuller set of “Lessons for CEOs” from his time at Crotonville<br /><ul><li>Leadership should choose the characteristics that will fit (or deliberately change) the culture
  51. 51. Powerful links here to values management
  52. 52. Timing is critical
  53. 53. Development takes time
  54. 54. Blended learning: 80% = real-life experiences + 20% = formal development programmes + coaching</li></ul>Source: “Crotonville: A Staging Ground for Corporate Revolution” (1989), page 105-106<br />
  55. 55. Crotonville also had a powerful guiding framework used for leadership development with a long history<br />1960Wilfred Brown’s Exploration in Management book published in UK and US<br />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<br />Mid-1970s Walter Mahler installed the Career Crossroads concepts at General Electric. <br />1978-1981 Jack Welch selected as Chairman and CEO of General Electric using Mahler’s version of Brown’s strata capability<br />1984 Welch reconceptualizedCrotonville to infuse Mahler’s career bands and crossroads model of leadership development<br />Source: http://globalro.org/en/go-library/ro-history/ro-in-united-states.html<br />
  56. 56. The Crotonville story provides three key take-aways for this presentation<br />1<br />Leadership development should not be abdicated and “outsourced” wholesale to OD » it should be authentically leader-led and HRD-supported<br />2<br />Leadership development models must be clearly linked to developmental stages » Jaques’ SST (stratified-systems theory) sits behind most models<br />Focus of this<br />presentation<br />Leadership development models must be deliberately tied to culture & values » Barrett’s work with Culture Transformation Tools is useful to illuminate this area<br />3<br />
  57. 57. There are several Elliott Jaques-inspired models that are much more familiar to business people so take your pick!<br />Drotter’s “Leadership Pipeline”<br />BIOSS + Hoebeke levels-of-work<br />
  58. 58. However, using “Talent Grid” type approaches is actually quite straightforward from a technical perspective…<br />…but it is a big challenge from the perspectives of justice:<br /><ul><li>Distributive (least)
  59. 59. Procedural (more)
  60. 60. Interactional (most)</li></ul>Source: One Page Talent Management: Eliminating Complexity, Adding Value. Effron & Ort (2010 )<br />
  61. 61. Agenda<br /><ul><li>Impact of generational differences in the workplace
  62. 62. When things pull apart…
  63. 63. The era of ‘weak social ties’
  64. 64. Major difficulties with Authority
  65. 65. Creating a work environment that stimulates leadership development
  66. 66. What ‘best-practice’ outlines say…and…
  67. 67. A thought: Give ‘weak links’ a lot more support!
  68. 68. Encouraging a talent management mind-set at the senior leadership level
  69. 69. Don’t get mindlessly co-opted…
  70. 70. ...but keep it leader-led & OD supported…
  71. 71. …using a clear “stages of development” focus
  72. 72. Q & A</li></ul>15 min<br />10 min<br />25 min<br />10 min<br />

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