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Facilitating Change
Through Helping
Leaders Grow
Antti Kirjavainen @anttiki
Agile Saturday XV
#AgileSaturday
that’s me at ~20
Culture of New Work coaching
curriculum
–
Why
Companies amidst change
Broadcast
Media
(one->many)
On-Demand
Media
(many->many)
Personal
Customer
Experience
(many->one)
IT
Consultancies
Efficient
supplier
Wanted partner
Expertise, vision
Responsiveness
Meaningful employer
Product/
service
companies
The dreaded “change is the new black” slide...
Material: Niels Pflaeging
Fortune SmartCEO
Turn to the person next to you and discuss:
Organisations, organising around work, leadership and
management:
● What are the old ways that are dying, going away?
● What is the new that is emerging, that helps us deal with
complexity?
The new? Teal
● Wholeness
● Self-management
● Evolutionary
purpose
Niels Pflaeging
Mirette Kangas
F. Laloux
Salim Ismail
Culture Mapping the Organisational Change
Thinking Structures Behavior Results
Everyone
wants this to
change
This needs
to change
for a lasting
effect
Experiments here provide
feedback to challenge
thinking
Help people in
organisations to
develop their
thinking to foster
change
Culture of New Work coaching
curriculum
–
What
Culture of New Work curriculum
● 12-week programme
● Support learning of new culture
of work, organisations, and ways
of organising
● For leaders, change agents,
influencers, opinion leaders,
experts
● Goal: help people in
organisations to develop their
thinking to foster change
The Cast
Virpi Mattila-
Manninen,
Yle
Maiju
Niinivirta
Milsa Malin Tero Kadenius
Ari-Pekka
Lappi Daniel Wellner
Some numbers
● 14 coaching curriculum groups + 1 on-going right now
● 7th semester (6 iterations done)
● Over 175 participants in total
● 250+ experiments carried out in every-day work and
reflected in the workshops
● Participant Assessments: average 8,8 / 10
● NPS: 50+ across the groups
Culture of New Work coaching
curriculum
–
How
Design principle:
Walk the talk, make
the vision of future
alive today
Themes, content and sources
Core
Protocols
Reinventing
Organizations
Responsibility
Process,
TrustTemenos,
Cynefin model,
Turn the Ship
Around, Lean
Change
Management
etc. etc.
“Many
perspectives”
“Who pays the
bills calls the
shots, right?”
“Well...”
Turn to the person next to you and share:
● Recall a moment when you were motivated to do
something
or
● Recall a moment where you lacked the motivation to do
something.
What made the difference in your motivation?
We treat
participants as our
primary customers
Invitation-based participation
“We create
commitment to
trainings with
invitation model and
application process.”
Participant interviews
Participant interviews: learnings,
experiments
Questionnaires. Personal connection is more
important than gathering data.
Doing interviews with pairs of participants. More
potential side-effects than advantages.
One-on-one conversational interviews,
face-to-face or online video (Zoom.us)
Create online doc of challenges relevant to
participants.
Participants bring their own challenges
Challenge
PitfallsThings
to
try
2-day trainings are
legacy learning
tech.
Photo CC-2.0-BY by wecometolearn
Squeezing the curriculum in to
2 or 3 days time
Allowing 3 to 4 months
calendar time to learn
Half-day sessions for
brain-friendly learning
Learning requires
time, focus and
energy
Learning requires
practice in
everyday work
Experiences to challenge thinking
Experiment templates
Goal
Expectations
Commitment
Measures
Reflection
What and
how
Sharing, reflecting on experiments together
Our purpose
Bright spots Improvement opportunities
Your one wish
Ask participants to interview their
peers. Provide a simple handout to
help with that.
Competence
development
focusing on
individuals
considered
harmful.
Our goal is to grow
a community of
organisation
radicals!
Organisation as a network
Participants from
many roles,
positions and
teams.
Niels Pflaeging
Turn to the person next to you and share:
Most of us have been in organisations where people do not
learn together.
Some of us have been in teams or organisations where that
happens in a daily basis, too.
What is the difference between those two, for you?
Fostering Mutual Trust
Introductions
Working agreements
Having lunch together
Appreciation
Check-ins
Feedback
Making sense of the new together
Sparring Partnerships
Sparring partners help
participants reflect on their
own context
Lots of variance in
commitment to working with
one’s sparring partner
?
How to foster learning and change
● Walk the talk, make the vision of future alive today
● Participants are your primary customers
● Hold the space for people to make sense together
● Learning takes time, focus and energy
● Learning takes practice in everyday work
● Building a learning community begins with fostering trust
What next?
Climate Change is real
● Challenge: Supporting learning in the age of climate
change
● Online f2f learning encounters
● Building a learning community online
Want to continue
the conversation?
Talk to me during the day (or at
the afterparty)!
You can also contact me on
Twitter or LinkedIn :)
Thank you!
WhatsApp +358 50 546 2465
antti@flowa.fi
Linkedin, Slideshare anttikirjavainen
Twitter @anttiki

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Agile saturday XV: Facilitating change through helping leaders grow