Crafting a Sense of Us Visions Conference 2019

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Crafting a Sense of US (Mark Cooper)

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Traditional Approaches to Strategic Change Interventions (2017-18)
TOP DOWN APPROACHES

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Leadership
Development
- Top down
- Leader-
centred (Traits,
Styles,
Behaviours)
- Pull / Push
- Follower /
Group needs
are often silent
Wellbeing
- Educational
- Employee-centric
- Promote
individual rather
than collective
behaviours
- Work-Life
Balance
- Separation of
biological,
psychological,
social factors (i.e.
dominance of
medical model).
The challenge – How to create and sustain strategic change?
Safety ‘Citizenship’
- Behaviour-based
- Leader / member
exchange
- Use of extrinsic
motivators
- Fail to harness
followership
perspectives.
Traditional Approaches are not consistently effective

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Wellbeing and Citizenship Behaviours
The Extended Job Demands – Resources Model

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Complexity at Work. Example of group conflict (People and Systems of Work).
Identifying Congruence (or Conflict) between the Systems of Work and Groups.

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How work is actually performed – not hierarchical / linear
Traditional Hierarchical
Models:
- limit our understanding of
how work groups interact
(i.e. job demands and
resources) in day-to-day
operations.
Interactive - Relational Model
- represents the real-world of
group interaction.
Hierarchical / linear vs Fluid / organic
Similarities to
FRAM?

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Social Identity Theory
Personal vs Social Identity (Categorisation, Identification, Comparison)
Social identity is the part of the self that is defined by one’s group memberships.
The theory describes:
- the conditions under which social identity becomes more important than one’s
identity as an individual.
- the ways in which social identity can influence intergroup behaviour.
Identification is a
“psychological state”
E.g. Crowd behaviour
Neuroscentific
evidence of
Connection and
Isolating (including
effects on mortality
Defined “In-group”
and “out-groups”.

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1. Not smoking
2. Quitting Smoking
3. Not being obese
4. Not being exposed to air pollution
5. Receiving social support
6. Taking appropriate medication
7. Exercising
8. Being socially integrated
9. Being physically active
10. Not drinking excessive alcohol
11. Flu vaccination
Poll – What are the top predictors of mortality (current research)?

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Quick Poll – What are the top predictors of mortality?
Cited in: Holt-Lunstad, J., Smith, T. B., & Layton, J. B. (2010). Social relationships and mortality risk: a meta-analytic review. PLoS medicine, 7(7), e1000316.
Correlational: Social Factors vs Traditional (Clinic) Indicators

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Social Identity Theory
Definition: A “psychological state”.
“Psychological state”:
- means how one behaves, talks with others, thinks, and feels emotion
etc.
- … involves focused attention, increased cognitive functioning,
persistence, and affective involvement.
A mental state is simply how you perceive yourself in different types of
situation and feelings (there is a key difference!)
Social identity explains how a Groups norms and (social) behaviours
combine with a common “psychological state” to influence a person to
change his/her behaviour while in a particular group.

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- Supporting leadership;
- Positive team work;
- Commitment to the task;
- Ensuring shared situational awareness;
- Being aware of the leaders situation;
- Emotional intelligence;
- Willingness to challenge the leadership in an
appropriate, supportive and timely manner;
- Effective communications.
What is followership? What does ideal group behaviour look like?
A Risk Management perspective

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Successful Leadership is a process of Social Influence
Leadership as Social Identity Management: 4 key elements
Haslam, Reicher, and Platow (2011); Steffens, Haslam, Reicher, et al. (2014)

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Successful Leadership is a process of Social Influence
Leadership as Social Identity Management: 4 key elements
Haslam, Reicher, and Platow (2011); Steffens, Haslam, Reicher, et al. (2014)

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Successful Leadership is a process of Social Influence
Leadership as Social Identity Management: 4 key elements
Haslam, Reicher, and Platow (2011); Steffens, Haslam, Reicher, et al. (2014)

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Successful Leadership is a process of Social Influence
Leadership as Social Identity Management: 4 key elements
Haslam, Reicher, and Platow (2011); Steffens, Haslam, Reicher, et al. (2014)

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Social Identity Program: (3Rs) for Leadership + Team Development

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Crafting a Sense of “US” – Step 1 (Identity Mapping)
Identify and determine the relationship between groups you belong to.

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Identify the groups you belong to
Consider:
- How important is this group?
- How much time you spend with the group?
- How much support you provide the group?
- How much support you received from the group?
Social Identity Mapping - Activity
Identify and determine the compatibility between groups you belong to

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2. Crafting a sense of “US” – Step 2 (Values Mapping)
Values – Aspirations – Behaviour (Personal vs Team / Organisational)
Values convey what is important to
us in our lives
Aspirations are our hopes and
ambitions.
Behaviours represent the specific,
observable and tangible actions.
.

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3. Crafting a Sense of “US” (Analysis of Values Mapping Activity)
Strategies
that support
Team
cohesion (i.e.
supporting
members).
Strategies
supporting
Team identity
(i.e. common
goals).
Organisational
Personal

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4. Values – Aspirations – Behaviours Activity (Reflecting)
“Our senior leaders should not just
recognise the “troops” (i.e. those on
the frontline) – they also need to
recognise those working behind the
scenes”.
“It gives us a common purpose “Our Why”
not just from a business perspective (which
is important) but also what WE need to do
to thrive – to work well together (like you
see in sports teams)”.
Values – Aspirations – Behaviour (Personal vs Team / Organisational)

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Future applications of for Strategy Organisational Interventions
Strategic Planning:
Knowing what matters to, and motivates th different groups in our organisation, we
can:
- bring their goals and aspirations into alignment; and,
- work out ways to help them achieve it.

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Practitioner points:
• The Identity Leadership Inventory (ILI) has a high predictive value of assessing a leader’s ability
to manage (team and organizational) identities in a range of cultural contexts;
• Identity leadership as (perceived by employees) is uniquely related to important indicators of
leadership effectiveness including employees’ relationship to their team (identification and
perceived team support); well-being (job satisfaction and reduced burnout), and performance
(citizenship and innovative behaviour at work);
• The ILI can be used in practical settings to assess and develop leadership, for instance, in 360-
degree feedback systems.
• The short form of the ILI is both cost and time effective for interventions which compare
multiple leaders or time points).
Van Dick, R., Lemoine, J. E., Steffens, N. K., Kerschreiter, R., Akfirat, S. A., Avanzi, L., ... & González, R. (2018). Identity
leadership going global: Validation of the Identity Leadership Inventory across 20 countries. Journal of Occupational
and Organizational Psychology, 91(4), 697-728.
Identity Leadership Going Global
Future directions for researchers and OHS practitioners

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Questions? Further Information?
Mark Cooper
m.coop@live.com.au or 0408547658