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The human element v20s

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Understand how the Human Element if engaged with in an effective manner will enhance Organisations' Performance

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The human element v20s

  1. 1. The Human Element in Organisations Nations, Organisations, Groups, Teams and Individuals
  2. 2. 2015 online multi-play game
  3. 3. Use your Mobile device and scan the QR code Or Click on URL to play Video http://goo.gl/a69raZ Please read and listen carefully to what comes next on the screen when you play the Video…
  4. 4. Who is in Control? Man/Woman or Machine/Organisation Somehow he/she is overriding the System’s/ Organisation's Priorities! The Human Element will always be present! Compassion, Fear, Instinct! They will always interfere with or maybe enhance the System/Organisation!
  5. 5. The Human Element Setting the Context Organisations, Groups and Teams need to adjust and/or respond to the needs demanded by both Tasks and Relationships. By doing so, you enable an efficient and effective Organisation, Group or Team in terms of co-creating results.
  6. 6. UK Business Degrading ? Statistics released by the Office for National Statistics (ONS) in 2014 show that output per hour worked in the UK is 21% lower than the average for the other six members of the G7 – the US, Germany, France, Italy, Japan and Canada. Meanwhile, the UK also lags behind its international competitors in terms of its management practices. A 2012 report by the Department for Business, Innovation & Skills (BIS) found that its average management score is some way below that of the US, Japan, Germany and Canada.
  7. 7. UK’s current leadership and management performance Research shows that: •  Ineffective management is estimated to be costing UK businesses over £ xxxx per year in lost working hours. •  Incompetence or bad management of company directors causes xx % of corporate failures
  8. 8. UK’s current leadership and management performance Research shows that: •  Ineffective management is estimated to be costing UK businesses over £19billion per year in lost working hours. •  43% of UK managers rate their own line manager as ineffective – and only one in five are qualified •  Nearly three quarters of organisations in England reported a deficit of management and leadership skills in 2012. This deficit is contributing to our productivity gap with countries like the US, Germany and Japan. •  Incompetence or bad management of company directors causes 56 % of corporate failures Source: Department for Business, Innovation & Skills Leadership (2012)
  9. 9. Source: The Chartered Management Institute (CMI) UK Business Landscape Changing ? Key feature of CMI Open Letter: For a Better Managed Britain, organisations need to focus on three critical areas: Purpose, People and Potential Commission Chairs Peter Ayliffe, President of CMI and Barry Sheerman MP, Chair of the APPGM Matthew Hancock MP: Minister of State for Skills and Enterprise Seema Malhotra MP Chair, PLP Departmental Group for Business, Innovation and Skills Member of APPGM Commission THE FATAL BIAS The prevailing Management Bias towards cost efficiency is seriously harmful to corporate performance
  10. 10. Global Business Landscape Changing ? For a Better Managed Britain, organisations need to focus on three critical areas: Purpose, People and Potential The NEED, to enhance change, training and development initiatives across organisations, with a focus on People Management and Interpersonal Skills. Analysing the input from over 1,000 participants, two Independent reports in 2014 identified: The need to provide more training for People Management and Interpersonal skills, with a particular concern for first time and middle managers. The need to provide more training for People Management and Interpersonal skills, with a particular concern for first time and middle managers.
  11. 11. Rhetorical Question •  Do we REALLY know what we don’t know? •  There are known, knowns; •  There are things that we know that we know. •  We also know there are known unknowns; that is to say we know there are some things we do not know. •  But there are also unknown unknowns, the ones we don't know we don't know. Maybe there is more we don’t know afterall! United  States  Secretary  of  Defense  Donald  Rumsfeld  (Feb  2002)  
  12. 12. Leadership © Assentire Ltd PURPOSE Culture Leadership Motivation Motivation Up to 70% of change initiatives fail to meet stakeholders expectations This failure rate has not changed in over 50 years! Typical change initiatives focus above the line, neglecting or marginalising the human element CultureCultureCulture Organisational Dynamics (OD) We need to pay special attention below the line, dramatically increasing change success rates Assentire Ltd © Grow Through Change, an Organizational Dynamics (OD) framework
  13. 13. Just more training then? What to do: Tap into what you already know, just from many different perspectives There is a SYSTEMIC weakness in our education delivery systems as we continue to create ever focussed SILOS of Knowledge. We teach Humans about Reading, Writing and Arithmetic, WHY don’t we Teach People about People!
  14. 14. Some scaffolding to help while we build our understanding
  15. 15. Context - What to Focus on? Creating an org where people want to belong Environment: Constraints & Opportunities Behaviours: Action & Reaction Capabilities: Perception & Direction Values and Beliefs: Motivation and Permission Self-identity: Role & Mission Beyond self-identity: Vision & Purpose My External Context What I Actually Do My Capabilities My Belief & Values System Who I Am Purpose beyond oneself Derived from the work of the anthropologist, Gregory Bateson. He identified several fundamental levels of learning and change Past Present Future Known by many names: Psychological, Neurological and Logical Levels
  16. 16. Context - Where to Focus? Organisational Performance Leadership Motivation © Assentire Ltd PURPOSE Culture RELATIONSHIP Do you want to avoid being one of those failed organisations! Then you need to look below the line! TASK Typical Business & Business School focus of attention? CultureCulture Where are you focussing your attention? Past Present Future
  17. 17. Psychological Preference: Adjusting to the needs of Relationships and Tasks Team Alignment: ‘Speed-read’ others and yourself to manage more effectively Taking the ‘pulse’ of the Leadership of the Organisation Capability and Capacity Direction, Drive and Efficiency Typically Short-term focus Good Governance and Wisdom Typically Long-term focus Where we stand, directly impacts our own unique perspective of things & others Context – From What Perspective?
  18. 18. But how do we explore what we don’t know? All you do is develop… 2:Management skills and practice 3: Motivational skills and practice 3: Motivational 1: Awareness of self and others don’t know? All you do is develop… First, look at the Team or Workgroup Space (Group Dynamics) Second, look at the Individual Relationship Space (Personal Dynamics)
  19. 19. Exploring Group Dynamics
  20. 20. Team or Group Climate Analysis Becoming Aware How do individuals within a group or team perceive that space? Performers High performing teams able to work, listen and learn from each other. However they are unlikely to come up with highly Innovative ideas outside the scope of their responsibilities Individualists Fragmented team members tending to work individually promoting their own ideas and not listening. Often considering how to survive within the organisation Assentire Ltd © Innovators that Perform High performing teams able to Innovate. Ideally positioned to take Action and Learn together to address new challenges. They are likely to continue to pay attention to what is needed now Innovators Ideally positioned to learn and act to address new challenges and win new opportunities, but more as individuals than a team. Possible fragmented activity from the team perspective A simple display Only 35 questions and takes 15 min per participant work, listen and learn from each unlikely to come up with highly not listening. Often considering
  21. 21. Where to focus your attention? Developing the skills to manage Informed  by:   Teaching   Smart  People   how  to  Learn   (Single  and   Double-­‐loop   learning)   By:  Chris  Argyris   Informed  by:   Understand   how  MoIvaIon   really  works   (DRIVE  =  SDT)   Drive  by  Pink  and     SDT  by  Deci  &  Ryan     MoIvaIon  and   InnovaIon  PotenIal   RelaIonship  and   Team  Performance  
  22. 22. Exploring Personal Dynamics The Mountain we all will climb
  23. 23. Time for your story Bring to mind a story where you are climbing a mountain. As you approach the top, you become aware of a large group of people coming over the mountain from the other side. Engage with the story as it unfolds Become aware, what do you do ? This is more effective if you close your eyes Please do so if you are comfortable Let’s stay still and silent for just 1 minute I will let you know when the 60 seconds is over
  24. 24. Now consider what came to mind! •  How does it feel to be in that position? •  Do you contact them? •  Do they contact you? •  Do they come towards you, avoid you, walk away from you, ignore you? •  Do they all act the same ? •  What do they look like ? •  Is there any contact verbally or physically? How does your body feel? •  Are they friendly or hostile ? •  Let that story fade
  25. 25. The Mountain Amount of Interaction Inclusion Refers to associations between and among people: the desire to be given attention, to interact, to belong, to be unique. Schutz, 1994
  26. 26. The Human Element 1: Inclusion 2: Control 2: Control 3: Openness What I want to Do What I actually Do What I want Others to Do What Others actually Do Fundamental Inter and Intra-Personal Orientation There are different Stories for Control and Openness!
  27. 27. The Human Element Where does this idea ‘The Human Element’ come from? •  Research Psychologist Will Schutz, in 1952 was recalled by the US Navy to help predict and build effective teams. His findings, •  Compatibility Leads to Productivity –  Navy went from 50% good teams, to 75% post FIRO use The latest version (1980) explores twice as many areas than before, providing greater awareness and compatibility matching potential (so we use FIRO element-B™). However, most people use the 1957 version FIRO-B due to lack of motivation to up their game or in many cases lack of knowledge. Look at the Individual Relationship Space (Personal Dynamics)
  28. 28. To Summarise
  29. 29. What Next - Grow Through Change Psychological Levels meets FIRO element B Environment: Constraints & Opportunities Behaviours: Action & Reaction Capabilities: Perception & Direction Values and Beliefs: Motivation & Permission Self-identity: Role & Mission Beyond self-identity: Vision & Purpose Inclusion > Control > Openness Inclusion > Control > Openness Inclusion > Control > Openness Inclusion > Control > Openness Inclusion > Control > Openness Inclusion > Control > Openness Past Present Future Inclusion > Control > Openness Inclusion > Control > Openness Inclusion > Control > Openness Inclusion > Control > Openness Inclusion > Control > Openness Inclusion > Control > Openness The Human Element The Context
  30. 30. What we now Know We can guide smart people so they KNOW: •  Context impacts what Actions to take •  Management Mode impacts Perception •  Relationships impact Team Performance •  Motivations impact Innovation Potential •  Psychological Mindedness is ESSENTIAL Leadership Motivation © Assentire Ltd PURPOSE Culture Purpose,  People  and  PotenIal     Do  you  want  to  know  more…  
  31. 31. Use your Mobile device and scan the QR code Or Click on URL to play Video http://goo.gl/ayrR00 Play the Video…
  32. 32. h"p://pulse-­‐behaviour.mobapp.at   Monitoring the behaviours across the organisation… Through the eyes and ears of those within the organisation… In a safe and systematic way… Using data mining with Analytics to create meaningful information… Presenting your information to enable early-warning signals of behavioural drift    

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