Presentation done at the 6th Annual SABPP conference. Africa need different ways of interacting with labour to ensure sustainability.

1. Co-determination
The Answer to South Africa’s Industrial Relations Crisis
Dr Rica Viljoen

2. Stand for something without falling for
something.
From each according to his ability, to
each according to his needs
Labour disgraces no man.
Unfortunately men often disgraces
labour.

3. Labour Market Scenarios

4. Co-determination model

5. Change
Enablers
Change
Enablers
Diversity
Of
Thought
Dynamics of change
Drivers of change
Creating meaning through Inclusivity - energy on all dimensions
OD
Interventions
New world of
work
Nature of the world
Why we change Essence of Change
New Sciences
We change differently
Rising levels
of
Consciousness
Individual
Presence
Emotional
Containment Organisational
Gestalt
How individuals change
How groups
change
The What
Context:
Industry
South Africa
Africa
Global
Leadership
Doing
Being
Disconnect
Apathy
Engagement /
Commitment
Inclusivity
Organisation
Group
Individual
EQ Journey
Dialoguing
World CafeStorytelling
Appreciative
Inquiry
Climate, culture, worldview, sub-
climates, sub-cultures
Group dynamics, group formation,
unconscious mechanics, group
norms
Personality, Intelligences, world
view, complexity handling ability,
Diversity factors,
Change Resilience
How organisations change
The way: How we change
Leadership
Dimensions
during
change
Domains influenced
by / and influencing
change
Energy
in the
system
Viljoen, 2015

6. BeQ™ Model

7. Human Energy in systems
Aligned to the logic of the containing culture/system
9% 65% 15% 10% 1% 0,01% 0.001%
Said Dawlabani

8. Human Energy in systems
Aligned to the logic of the containing culture/system
9% 65% 15% 10% 1% 0,01% 0.001%

10. IBL
EMPLOYEE
RELATIONS
TRUST ACCOUNTABILIT
Y
RESPECT
IBL Institutional Framework

11. Examples from the book
CO-DETERMINATION MEETINGS
FORUMS LEVEL COMPOSITION MEETINGS
EXECUTIVE
Economic planning
Strategic focus
Collective Agreements
Non-substantive issues
Dispute resolution
Financial and operational
performance
Empowerment schemes
MANAGEMENT
Productivity and efficiency
Structural changes
Shop floor issues
Restructuring
Company policies
Welfare issues
Communication
CONSULTATION
Resolve disputes
Resolve conflicts
Monitor risks
Monitor compliance
Arbitration panalists
Discipline chairpersons
CEO/ COO and Executives
Provincial Union Officials
Leaders of Shop Stewards Council
Departmental Heads
Managers
Supervisors
Shop Stewards
Non-Union members
Company and Union
Representatives
Objectives and duties
Disclosure of information
Confidentiality
Chair and Secretarial functions
Meeting intervals
Agenda and meeting arrangements
Preparations and mandate for meetings
Removal and replacement of members
Voting procedures
Communication of decisions
Levels of Bargaining
Dispute procedures
Strikes Ballot procedures
JOINTMANAGEMENT/
UNION FORUM
(JF)
WORKPLACE
REPRESENTATIVE
COUNCIL
(WRC)
DISPUTE
RESOLUTION
COMMITTEE
(DRC)
DISCIPLINE
COMMITTEE
(DC)

12. Community
Passengers
Government
OPS
Executive
Finance
HR Technical
Technical

13. Alignment of individuals and organisations to
social system dynamics
Pro-actively explore trends in the outer word and build capacity to be agile in
systems
Scientific diagnostic cross-cultural sensitive longitudinal validated instruments
such as Vital Signs Monitors
Release voice
“The most important thing is not the script but the story”
Listen with your eyes closed
“The best leader is the one who listens the best to the total system”
Speak in colours / frequencies
Translate for understanding and human niche
Remember what made us successful in the first place
“If you want to move forward, look back, look back…”
Position the people agenda as part of any strategic conversation
Always asks how to create human energy in the system to perform
Integrate
“I would do anything for the simplicity at the other side of complexity”

15. Publications
Books to follow: African leadership, Ethics in Africa and Culture