This document discusses adaptive leadership and fostering self-organization within educational organizations. It argues that traditional change management approaches are not well-suited for today's complex, fast-paced environment. Instead, adaptive leadership focuses on developing independent agents, fostering interactions between people, distributing power and control, and exploring shared values to encourage self-organization and emergence of innovative solutions. The key roles of adaptive leaders are to mentor individuals, facilitate interaction and learning across the organization, and decentralize decision-making to empower others.
Chris Jansen (www.Ideacreation.org) - "Leadership concepts"Chris Jansen
This presentation was made with a group of Chinese leaders and professors from universities in China who were in New Zealand on a study tour at Canterbury University
SCIRT Lunch and Learn session: Changing leadership 2013Chris Jansen
A 30 minute presentation to SCIRT (Strengthening Christchurch Infrastructure Rebuild Team) on the changing nature of leadership. See www.ideacreation.org for more information.
Building a thriving leadership incubatorChris Jansen
Workshop at INTASE Leadership Conference in Singapore April 2014 - the principles and practices of designing and facilitating large scale leadership incubators.
Chris Jansen (www.Ideacreation.org) - "Leadership concepts"Chris Jansen
This presentation was made with a group of Chinese leaders and professors from universities in China who were in New Zealand on a study tour at Canterbury University
SCIRT Lunch and Learn session: Changing leadership 2013Chris Jansen
A 30 minute presentation to SCIRT (Strengthening Christchurch Infrastructure Rebuild Team) on the changing nature of leadership. See www.ideacreation.org for more information.
Building a thriving leadership incubatorChris Jansen
Workshop at INTASE Leadership Conference in Singapore April 2014 - the principles and practices of designing and facilitating large scale leadership incubators.
Christchurch - a leadership incubator? Dec 2014Chris Jansen
A presentation exploring innovative approaches to leadership, inter-agency collaboration and government - community partnership emerging in post-quake Christchurch
Genesis Group China - Leadership development keynote 2013Chris Jansen
This is a presentation that I have just made at four large HR forums in Beijing, Shanghai, Nanjing and Guangshou in China. As you can see on the slides it was all translated into Mandarin as the audience of 300 were all Chinese speakers. What a wonderfully rich cultural experience!
Chris Jansen (www.Ideacreation.org) - "To all the edupreneurs"Chris Jansen
A keynote address co-delivered with Dr Cheryl Doig at AISA (African International Schools Association) Leadership Conference in Johannesburg, South Africa in 2012.
2013 EARCOS #3 Shifting toxic culture to ownership cultureChris Jansen
Workshop #3 of 4 at the East Asian Regional Council of Overseas Schools Leadership Conference in Bangkok in November 2013 – over 1000 principals and leaders of international schools from throughout Asia.
Developing professional learning communities through Appreciative InquiryChris Jansen
Appreciative Inquiry as a powerful tool for positive change in organisations, networks and communities - INTASE Leadership Conference Singapore April 2014
Weaving collaboration: Exploring new possibilities in post-quake CanterburyChris Jansen
Presentation with Dr Billy O'Steen at the Shirley Papanui Community Leadership Day in Christchurch on May 9th 2014...fantastic group of 80 passionate leaders across this part of Christchurch, Kia kaha!
Using Vertical Development in a complex and unpredictable world Kate Pilgrim
Summarising MDV Consulting’s White Paper: ‘What in the world is going on?’ – a guide to using vertical development or adult development to foster leaders capable of thriving in a world of increased complexity and unpredictability. Sets out the background to our modern world, key capacities and capabilities needed to thrive in complexity and volatility and examples of developmental practices and habits for leadership capacity building.
Leading in these tough times is not easy. What worked in the past doesn't help us. New capabilities can enable leaders to work with increasingly unpredictable conditions with confidence.
Learning to draw on multiple perspectives helps us solve complex and complicated problems.
It comes down to developing relationships, optimizing interactions and outcomes. How we talk can expand our leadership in positive ways.
2013 EARCOS #1 Designing a change initiative: Leveraging the cynefin frameworkChris Jansen
Workshop #1 of 4 at the East Asian Regional Council of Overseas Schools Leadership Conference in Bangkok in November 2013 – over 1000 principals and leaders of international schools from throughout Asia.
Christchurch - a leadership incubator? Dec 2014Chris Jansen
A presentation exploring innovative approaches to leadership, inter-agency collaboration and government - community partnership emerging in post-quake Christchurch
Genesis Group China - Leadership development keynote 2013Chris Jansen
This is a presentation that I have just made at four large HR forums in Beijing, Shanghai, Nanjing and Guangshou in China. As you can see on the slides it was all translated into Mandarin as the audience of 300 were all Chinese speakers. What a wonderfully rich cultural experience!
Chris Jansen (www.Ideacreation.org) - "To all the edupreneurs"Chris Jansen
A keynote address co-delivered with Dr Cheryl Doig at AISA (African International Schools Association) Leadership Conference in Johannesburg, South Africa in 2012.
2013 EARCOS #3 Shifting toxic culture to ownership cultureChris Jansen
Workshop #3 of 4 at the East Asian Regional Council of Overseas Schools Leadership Conference in Bangkok in November 2013 – over 1000 principals and leaders of international schools from throughout Asia.
Developing professional learning communities through Appreciative InquiryChris Jansen
Appreciative Inquiry as a powerful tool for positive change in organisations, networks and communities - INTASE Leadership Conference Singapore April 2014
Weaving collaboration: Exploring new possibilities in post-quake CanterburyChris Jansen
Presentation with Dr Billy O'Steen at the Shirley Papanui Community Leadership Day in Christchurch on May 9th 2014...fantastic group of 80 passionate leaders across this part of Christchurch, Kia kaha!
Using Vertical Development in a complex and unpredictable world Kate Pilgrim
Summarising MDV Consulting’s White Paper: ‘What in the world is going on?’ – a guide to using vertical development or adult development to foster leaders capable of thriving in a world of increased complexity and unpredictability. Sets out the background to our modern world, key capacities and capabilities needed to thrive in complexity and volatility and examples of developmental practices and habits for leadership capacity building.
Leading in these tough times is not easy. What worked in the past doesn't help us. New capabilities can enable leaders to work with increasingly unpredictable conditions with confidence.
Learning to draw on multiple perspectives helps us solve complex and complicated problems.
It comes down to developing relationships, optimizing interactions and outcomes. How we talk can expand our leadership in positive ways.
2013 EARCOS #1 Designing a change initiative: Leveraging the cynefin frameworkChris Jansen
Workshop #1 of 4 at the East Asian Regional Council of Overseas Schools Leadership Conference in Bangkok in November 2013 – over 1000 principals and leaders of international schools from throughout Asia.
This plenary address, by Cheryl Doig and Chris Jansen, at the AISA Leadership Retreat in Ghana explores some of the trends that leaders should be aware of in order to lead in the future. It challenges us to be creative and challenging educators.
Global Leadership: Why being networked mattersCheryl Doig
This presentation explores some ways in which educational leaders are extending their networks and looking beyond their own systems in order to lead for the future. It uses the ACEL Leadership Capability Framework as the basis to explore innovation, partnerships and networks in more depth.
ELC 2015 Innovative Leadership Development pre conference workshop slidesChris Jansen
One day pre-conference workshop at EARCOS Leadership Conference in Bangkok Nov 2015. Co-facilitating with Brian O'Maoileoin, Primary Principal from United World College (Singapore - Dover).
Abstract: Public Lecture Da Vinci
Dr Rica Viljoen
The theory that will underpin the public lecture deals with the complex problem of how individuals, groups, organisations and societies handle changing life conditions. Thinking systems in people, organisations and society help us to understand the adaptive capability of changing environmental conditions. These conditions in the environment study the following:
• Worldview: messaging and pattern recognition
• Degree of complexity: exiting or emerging codes of thinking
• Command and control: the inherent flexibility
• Organising Principles: the intensity of the condition
• Elaborating stream implications: the view and implications of the past, present and future time line
• Potential: the functionality or health of the ecology
Insights gained from a meta-study on leadership will be presented. These insights lead to the publication of the book Organisational Change and Development. Multi-cultural research conducted in 42 different countries, with more than 100 000 participants, will be shared. These ethnographical insights will be interwoven with the Interesting findings from various Da Vinci PhD-studies to present a rich narrative on the human condition. The purpose of the lecture is to uniquely offers the application of diversity of thought and contexual understanding in various geo-political, industry domains organisational spaces.
The stories that will be shared, was lived by leaders in multi-cultural settings. The organisational and societal development interventions that will be described, was facilitated by Rica and/or her co-researchers. One such case will deal with the successful implementation of co-determination – a unique way of partnering between workers, management and trade unions in an effort to optimise stakeholder relationships and conduct sustainable business in South Africa and other emerging economies. An effort will be made to present enough rich narratives for the participant to be triggered, inspired and even moved to action to make the world a better place for all.
The following books will be available after the lecture:
• Organisational Change and Development (Viljoen, 2015)
• Employee Engagement in a South African Context (Nienaber and Martins, 2016)
• Organisational Diagnostics (Martins, Martins and Viljoen, 2017)
Author: Adrian Perreau de Pinninck
Course: Masters on Biotechnology and R&D Management at UPF
Describes the different aspects to take intou account in order to make the most of the innovation abilities of a group or company
How to transform personal development for professional in a disruptive age.
This manifest is based on previous work which we created and shared earlier. This second edition is enhanced with more suggestions on how to apply such an approach in practice. In this second edition we are introducing the Personal Productivity Grid to support personal development for professionals.
Use this link to access the first edition of this manifest:
https://www.slideshare.net/JeroenSpierings/professional-development-for-teachers
You must learn to see the world a new. We learn from the emerging future and utilize the wisdom of crowds This needs to be the mindset for transformation.
In general the flow of knowledge will activate the continuous optimization process.
A circular process where we constantly seek for and access knowledge, from feeling, observation, demonstration and challenging we are able to apply the knowledge in practice. We create deeper understanding and new ideas for adoption will emerge. We reflect on the application and learn so that we can curate new knowledge and share this with a wider audience. We focus on empowering teachers to make a difference. Important element is the sharing of knowledge, expertise and experiences so that we collectively learn from the emerging future. Each teacher can use the flow of knowledge to build their personal productivity grid to drive personal growth.
You step into the future to shift your frame of reference.
An agile approach to organizational development. The Acelera The Sprint is an iterative innovation process focused on the creation of value and the priorities of the organization, which compresses years of learning in just a few months, accelerating the transformation via integrated agile teams, massive collaboration as a value creation model and putting the emphasis on the development of transformative leadership and the adoption of agile methodologies and new digital ways of doing.
Modernizing Your Association Education: Planning For The Participatory CultureJeff Hurt
Talking heads, passive listeners, audience engagement, active participation or something in between? What's the best way to provide education at conferences and events? Discuss new research on adult learning from MIT, Duke and the University of California and its impact on your education programming. Discover how participatory culture is invading the traditional education model and what you can do to create engaging education sessions for your organization meetings
Business Psychology for Organizational AgilitySeta Wicaksana
“Agile” government agencies significantly outperform other agencies on virtually every important metric, from productivity to employee and client satisfaction
Empowering Agile Self-Organized Teams with Design ThinkingC4Media
Video and slides synchronized, mp3 and slide download available at URL https://bit.ly/2EyA2RM.
William Evans covers the key principles and practices of design thinking and how it can be leveraged by agile teams to collaboratively test new options and create new value. He presents a case study of how an infrastructure engineering team learned the key practices of design thinking to reduce the lead time for delivering services and systems. Filmed at qconnewyork.com.
William Evans explores the convergence of practice and theory using Lean, Design Thinking, Theory of Constraints, and Service Design with global enterprises from NYC to Berlin to Singapore. He works with a select group of clients undergoing Lean and Agile transformations across the entire organization.
Guided Inquiry: An Instructional Framework for Designing Effective Inquiry U...Syba Academy
Lecture by LYN HAY, Head of Professional Learning, Syba Academy and Adjunct Lecturer, Charles Sturt University
Presented to Librarian's Knowledge Sharing Workshop participants and teaching staff of Jerudong International School, Friday 21 February, 2014
Brunei Darussalam
Lean is about learning, John Shook told a crowd of 200 managers from manufacturing, healthcare, government, and service organizations who had gathered for a learning session sponsored by the Iowa Lean Collaborative on Oct 2, 2012.
To be successful, he said lean learning needs these characteristics:
• All learner partners actively participate
• Mutual Respect: Openness in sharing experience, knowledge, challenges, struggles;
• Teachers are learners; learners are teachers
• Problems to be addressed are important and challenging to all partners
Foundations of Current Leadership theory and practice
The majority of current management theory practice is based on the perspective of an ordered and structured world, where cause-and-effect relationships are relatively predictable. The foundations of the industrial age were also the foundations for leadership theory and practice, promoting the concept that leaders are able to stand as independent, expert observers outside the system and impact on it with predictable results. Through applying certain well researched formulas and principles, leaders would be able to achieve results over time.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
8. 8
Speed Complexity
Uncertainty Ambiguity
Opportunities
Paradox
Unintended consequences
Lack of Control
change is changing…..
Information overload
Interconnectedness of systems
Dissolving of traditional organisational boundaries
Disruptive technologies
Generational values and expectations
Increased globalization
11. Technical challenges
―can be solved with knowledge and procedures
already at hand‖
Adaptive challenges
―embedded in social complexity, require behaviour change
and are rife with unintended consequences‟
11
12. ―The greatest challenge for future
leaders is the pace of change and
the complexity of the challenges
faced….‖
12
―Our organisations are not equipped to cope with this
complexity…‖ (IBM study – 1500 CEO‘s)
….‖perpetual white-water‖…
13. Change Processes
Change manager
Driving change
Alignment
Change proposals ‗Consultation‘
Cynicism
Social engineering
Assumptions that get in the way…
• ―People don‘t want to change….so it needs to be
driven….‖
• ―If you allow people freedom to innovate – discipline
will disappear!?‖
• ―The management don‘t trust us…..‖ 13
14. ―Are we in a catch-22: stuck
between failing to change and
changes that fail?‖
14
15.
16. Can I lead positive and sustainable
change…?
16
37. …self organising…
37
Self organisation…
…emergence
a collective of independent agents that self-organise in a dynamic
manner in order to create emergence—a patterned higher-order
response to a threat or opportunity…
41. 41
How does self organisation work?
• independent agents
• interactions with neighbours
• decentralised control
• an attractor - motivated by threat or opportunity
Self organisation leading to emergence
Complexity thinking, complex adaptive systems, adaptive leadership
www.ideacreation.org
49. ……..get your goo glasses on – when you walk into a room put
aside the programme, cut out the strategy – see the history,
interactions, how wired they are, the group dynamics - look
for the living breathing thing and then that‘s the stuff that
grows….‖ Duane Major
49
―A key concept is Goo – like primordial soup, you can see it
moving and growing – it involves people, relationships, you
can‘t control it but you can notice it and foster it…it changes
and evolves – its living and breathing….
50. Adaptive leadership: fostering self organisation
Conditions for self organisation Leadership role
1. independent agents 1. Proactive mentoring of individuals
2. interactions with neighbours 2. Foster interaction and shared learning
3. decentralised control 3. Distribute power + decentralise control
4. an attractor - motivated by 4. Explore and articulate shared values
threat or opportunity
50www.ideacreation.org
51. Complexity / Change / Uncertainty / Ambiguity
Paradox / Lack of Control / Unintended consequences
Adaptive
challenges
Leadership capacity
Organisational capacity
Self organising, adaptive,
innovative, flexible, nimble,
responsive, creative and
resilient
Distribute power
and decentralise
control
Explore and articulate shared values Foster interaction and shared learning
Proactive
mentoring
of individuals
51www.ideacreation.org
52. Layer 1: Proactive mentoring
develop independent agents
Recognise and value people
•Strong belief in people
•Prioritize them and take the time
•Creating space to empower people
•Notice, listen, appreciate
•Enlarge their self belief
•Recognise their strengths and passions
Develop people
•They leave in better shape than when
they arrived
•Create support structures to meet needs
•Make opportunities available
•Support initiative and boundary pushing
•Note achievements
“employee first – customer second”
Anand Pillai
52www.ideacreation.org
54. Who are you actively
developing and looking
out for? Who is looking
out for you?
How could we increase
this informal
mentoring?
54www.ideacreation.org
55. The Roles of a Manager
Leadership
(Vision & people driven)
Management
(Office bound/paper driven)
Professional
(Teaching role)
Plan
Organise
Control
Administer systems
Critique
Create Order
Vision
Meaningful Contribution
Values
Engage and develop
people
Create context
Commitment,
Change & Hi-
Performance
Cammock (2001) The
Dance of Leadership
Compliance
& Status-Quo
Efficiency
55www.ideacreation.org
56. How‘s the balance of
leadership vs
management in your
role?
Satisfied?........
56www.ideacreation.org
57. Layer 2: Foster interaction and shared learning
interactions with neighbours
―a healthy organisation is one in
which all participants have a voice‖
(Peck ,1988).
Develop culture
•Creating environments
•Fostering high trust
•Build positive relationships
•Restorative environment
•Compliment each other‘s strengths
Foster learning
•Role model a learning attitude
•Opportunities to dialogue and build networks
•Listening to leverage collective intelligence
•Redesign social architecture
•Take time to consult, get buy in and find the best solution
•Generate feedback
―It is no longer sufficient to have one
person learning for the
organisation... Its just not
possible any longer to figure it out
from the top, and have everyone
else following the order of the ‗grand
strategist‘. (Senge , 2002)
57www.ideacreation.org
59. When I first came into this leadership role – I got together a
team of senior staff and re-wrote all the staff procedure
manuals. I started with an idea that we‘d perhaps do it in
a month. Then I tried to take this to the meeting and
present it to (the staff) and it just ended up in this
shitfight basically . . . What about this?, You‘ve forgotten
about that?, blah, blah, blah. It was a total disaster, and
one of the absolute low points of my time here. But it
made me realise that unless I got these people to come
with me I was wasting my bloody time.
59
60. We ended up having to go back to the drawing board and
eventually we figured out this process which is still here
this year, well it‘s completely fundamental now. It‘s called
OPG (Operational Policy Groups) where you take a subset
of people to work on developing a process and then
anyone who‘s not present, you give them the right to
submit.
60
61. Even though it took 12 months longer than I thought, we
got a result that actually stuck. We didn‘t come up with a
nice new book that no one used, which is very very
common. We got two things out of it, we got the best
answers, these great rules that were user friendly,
generally easy to follow, concise, nothing that wasn‘t a
rule, didn‘t make it in here. So we got a great answer, a
great result, and we got really good buy-in too.
61
62. Yeah, that was really an epiphany around the issue for me,
and I guess it‘s characterised my leadership style ever
since. I learnt that if things are really important,
especially in an organisation like this, where we have
staff who actually have knowledge, skill, experience and
passion – we have to include them in the process (L 21).
62
63. Who has a voice in our
organisation?
What mechanisms can we
create to foster interaction
and shared learning?
63www.ideacreation.org
64. ―Traditional organisations require management systems that control peoples
behaviour, learning organisations invest in improving the quality of thinking,
the capacity for reflection and team learning, and the ability to develop shared
visions and shared understandings of complex issues‖ (Senge, 2002)
Layer 3: Distribute power and decentralise control
decentralised control
Share journey – share leadership
•We are all leaders
•Break down hierarchy
•Share responsibility and accountability –
bit by bit …
•Create ownership and empowerment
•Delegate and let go
•Foster interdependance
•Master the process – not the content
64www.ideacreation.org
65. A framework for empowerment
Extrinsic motivation intrinsic motivation
external locus of control internal locus of control
control empowerment
Strict and complete external control no external control
Responsibility on leader
responsibility shared
responsibility on participant
I decide we decide you decide
less choice more choice
Dependence interdependence independence
Jansen 2005
66. High Supportive &
Low Directive
Behaviour
High Supportive
&
High Directive
Behaviour
(High)
(Low)
(Low)
(High)DIRECTIVE BEHAVIOUR
SUPPORTIVEBEHAVIOUR
High Supportive &
High Directive
Behaviour
Low Supportive &
High Directive
Behaviour
Low Supportive
& Low
Directive
Behaviour
Situational Leadership
66
68. Go to the people,
Live with them,
Learn from them,
Love them,
Start with what they know,
Build with what they have,
But with the best leaders,
When the work is done,
The task accomplished,
The people will say,
―We have done it ourselves‖
Chinese Philosopher Lao Tsu
68www.ideacreation.org
70. 4) Explore and Articulate Shared Values
70
We need to be culturally tight and managerially
loose. Order and design are not externally
imposed but emerge as a result of the
combination of individual freedom and shared
core values
Getting on the same page
•Explore individual values and negotiate organisational values to fit
•Role model values in leadership behaviour
•Reconnect all staff with personal moral purpose
•Establish benchmark of needs
•Create clarity around shared vision
•Leave space for emergent outcomes
78. Engagement leads to peak performance
Sample culture survey:
Rate each question from 1 (low) to 5 (high)
Add up total out of 25
1) I really care about the future of my organisation
2) I am proud to tell others that I work for this organisation
3) My organisation inspires me to do my best
4) I would recommend my organisation to a friend as a good place to work
5) I am willing to put in a great deal of effort and time beyond what is
normally expected
78www.ideacreation.org
Adapted from Gallop
83. 83
Mechanisms to assist with this,
• cross functional groups
• focus groups
• vertical teams
• multi disciplinary teams / interdisciplinary teams
• design charrette - architecture
• Google days, IBM open chat,
• Agile development methodologies, scrum
• Operational process groups - OB
• You and I portal - talk to the CEO line and CEO to put question
online
• Open office sessions
• Empowering team: co-constructed department meeting
• Think tanks
• Innovation page
• online surveys
• ???
Leveraging collective intelligence
88. 88
Planning change processes
Need and
Vision
Fine-tune
and
embed
Roll out
Scale up
TrainingAdopt
proven
idea
Pilot
Team
•Steps are
emergent
•Inquiry
focussed on
new
solutions
•Cyclic
process
Clarify
need
and
vision
Assess
responses
and fine
tune
Scale upLaunch
multiple
experiments
Foster
collective
intelligence
Pilot
www.ideacreation.org
89. Organisational change processes
1. establish urgency based on provable need/gap
2. form a powerful coalition or core team
3. develop a vision and operation plan
4. launch numerous small ‘safe to fail‘ pilots
5. communicate the vision and develop whole organisation approach
6. consolidate improvements by building capacity
7. widen awareness and support
8. celebrate and embed
Based on Kotter
89www.ideacreation.org
90. Cunning ‗inside out‘ change strategies
for middle leaders
Start with small team of enthusiastic people
•Aligned purpose
•Genuine respect for each other and friendship
•Permission giving and support from senior leader
•Trial without organisational constraints and politics
•Document evidence
Open to wider group of staff
•Keep gate keepers in the loop
•Voluntary involvement is key – intrinsic motivation
•Connect with each staff members purpose
•Seek out and share success stories
•Show them colleagues implementing achievable initiatives
•Stick doggedly to values
•Garner publicity and profile for the success not the people
Widen scope – increase number of staff opting in
Critical mass – explore full cross programme implementation
Build in sustainability
94. What is success?
To laugh often and much
To win the respect of intelligent people
And the affection of children
To earn the appreciation of honest critics
And endue the betrayal of false friends
To appreciate beauty
To find the best in others
To leave the world a bit better
Whether by a healthy child, a garden patch
Or a redeemed social condition
To know even one life has breathed easier
Because you have lived
This is to have succeeded
RALPH WALDO EMERSON
94