Supporting slides used as part of the Henley Business School Alumni SIG Event organised by the Leadership of Organisational Change Committee.
Held on the 14th of October 2014 at AECOM, Mid City Place, 71 – 77 High Holborn London WC1V 6QS.
Original event details: http://www.henley.ac.uk/events/guiding-change-for-professionals
“If you want to be a leader who attracts quality people, the key is to become a person of quality yourself. Leadership is the ability to attract someone to the gifts, skills and opportunities you offer as an owner, as a manager, as a parent. I call leadership the great challenge of life.”
– Jim Rohn
"One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment."
— Robert E. Quinn
“If you want to be a leader who attracts quality people, the key is to become a person of quality yourself. Leadership is the ability to attract someone to the gifts, skills and opportunities you offer as an owner, as a manager, as a parent. I call leadership the great challenge of life.”
– Jim Rohn
"One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment."
— Robert E. Quinn
ГИД ПО САМОРАЗВИТИЮ-ПЕРСОНАЛЬНОМУ И ПРОФЕССИОНАЛЬНОМУ. РАЗВИТИЕ В ГРУППЕ.
1)Самооценка(сильные стороны- слабые стороны-возможности-риски). Приоритеты. Планирование действий. Развитие навыков.
2)Работа команды-работа в команде. Стадии группового развития. Взаимодействие в группе.
3)Самоанализ.
Engineers and other technical professionals many times find themselves promoted into management. A different set of skills is needed to thrive in this new role. Leadership is one of those skills.
is highly competitive, and driven by considerations of technology, innovation, quality, cost effectiveness, timeliness and excellence in service delivery, Government organisations cannot afford to lag behind
Leadership Strategies And Practices Powerpoint Presentation SlidesSlideTeam
Develop and retain leaders who can guide your organization through times of change. Get your hands on content ready leadership strategies and practices PowerPoint presentation slides to develop necessary skills in your potential leaders. Our pre-designed professionally created governance plans and policies PPT templates will leave great impact on the audience while presenting organization’s long-term goals. To achieve more, our leadership plans and policies presentation layout contains templates slides like leadership vs management, formal & informal leadership, autocratic leadership, democratic leadership, laissez-faire leadership, likert’s style of leadership, transactional and transformational leadership, managerial grid, fiedler’s model, path-goal theory, decision model, participation leadership and many more. Apart from this, with our leadership management PPT slides, you can also highlight various other concepts like strategic management, trait leadership, leadership skills & training, qualities of leadership, effective leadership planning and many more. So, don’t wait for it! Quickly click to download our leadership strategies and practices presentation graphics slides. Explain the importance of each ingredient with our Leadership Strategies And Practices Powerpoint Presentation Slides. Elaborate on integral elements. https://bit.ly/3wnKelT
A Seven-Country Study of the Importance of Leadership Competencies for Succes...reginelda
We asked practicing managers to rank 16 typical leadership competencies according to their importance for success, and we examined cultural differences in the outcomes.
Presentation held at EAWOP conference, May 2011, Maastricht.
How is Leadership Changing? What do Young Professionals need to succeed in this New Normal?
This closing keynote at the first AICPA EDGE Conference in New Orleans included a facilitated conversation with this group of over 100 young professionals.
Tom Hood led the process with alumni form AICPA's leadership academy who have been taught the i2a: Insights to Action - Strategic Thinking System. They led table discussions and used sticky notes to make their ideas portable and their thinking visible to others. The results are on slides 17-26.
We are quickly moving from command & control to connect & collaborate and these young leaders understand these changing dynamics of leadership.
L E A R N I N G O U T L I N E
Follow this Learning Outline as you read and study this chapter.
Who Are Leaders and What Is Leadership
Define leaders and leadership.
Explain why managers should be leaders.
Early Leadership Theories
Discuss what research has shown about leadership traits.
Contrast the findings of the four behavioral leadership
theories.
Explain the dual nature of a leader s behavior.
ГИД ПО САМОРАЗВИТИЮ-ПЕРСОНАЛЬНОМУ И ПРОФЕССИОНАЛЬНОМУ. РАЗВИТИЕ В ГРУППЕ.
1)Самооценка(сильные стороны- слабые стороны-возможности-риски). Приоритеты. Планирование действий. Развитие навыков.
2)Работа команды-работа в команде. Стадии группового развития. Взаимодействие в группе.
3)Самоанализ.
Engineers and other technical professionals many times find themselves promoted into management. A different set of skills is needed to thrive in this new role. Leadership is one of those skills.
is highly competitive, and driven by considerations of technology, innovation, quality, cost effectiveness, timeliness and excellence in service delivery, Government organisations cannot afford to lag behind
Leadership Strategies And Practices Powerpoint Presentation SlidesSlideTeam
Develop and retain leaders who can guide your organization through times of change. Get your hands on content ready leadership strategies and practices PowerPoint presentation slides to develop necessary skills in your potential leaders. Our pre-designed professionally created governance plans and policies PPT templates will leave great impact on the audience while presenting organization’s long-term goals. To achieve more, our leadership plans and policies presentation layout contains templates slides like leadership vs management, formal & informal leadership, autocratic leadership, democratic leadership, laissez-faire leadership, likert’s style of leadership, transactional and transformational leadership, managerial grid, fiedler’s model, path-goal theory, decision model, participation leadership and many more. Apart from this, with our leadership management PPT slides, you can also highlight various other concepts like strategic management, trait leadership, leadership skills & training, qualities of leadership, effective leadership planning and many more. So, don’t wait for it! Quickly click to download our leadership strategies and practices presentation graphics slides. Explain the importance of each ingredient with our Leadership Strategies And Practices Powerpoint Presentation Slides. Elaborate on integral elements. https://bit.ly/3wnKelT
A Seven-Country Study of the Importance of Leadership Competencies for Succes...reginelda
We asked practicing managers to rank 16 typical leadership competencies according to their importance for success, and we examined cultural differences in the outcomes.
Presentation held at EAWOP conference, May 2011, Maastricht.
How is Leadership Changing? What do Young Professionals need to succeed in this New Normal?
This closing keynote at the first AICPA EDGE Conference in New Orleans included a facilitated conversation with this group of over 100 young professionals.
Tom Hood led the process with alumni form AICPA's leadership academy who have been taught the i2a: Insights to Action - Strategic Thinking System. They led table discussions and used sticky notes to make their ideas portable and their thinking visible to others. The results are on slides 17-26.
We are quickly moving from command & control to connect & collaborate and these young leaders understand these changing dynamics of leadership.
L E A R N I N G O U T L I N E
Follow this Learning Outline as you read and study this chapter.
Who Are Leaders and What Is Leadership
Define leaders and leadership.
Explain why managers should be leaders.
Early Leadership Theories
Discuss what research has shown about leadership traits.
Contrast the findings of the four behavioral leadership
theories.
Explain the dual nature of a leader s behavior.
Do People Resist Change March 2015 talk at the Association for Project Manage...Assentire Ltd
Rod researched ‘Resistance to Change, from a Leaders’ Perspective’ and has a passion for working with organisations at key transition points within their life cycle. Informed by more than 25 years as an Electronics Engineer, a Manager in Hi-tech International Corporate and SME contexts experiencing many M&A related assignments. Rod brings measurement methodologies to inform Behavioural Change initiatives, exploring Team Performance and Innovation Potential.
This presentation describes the programme in more details. This is a part-time Master degree program for senior managers. This is an international program delivered by a consortium of schools based in China, Brazil, India,
UK, Canada.
The work of HR part two the flow ofinformation and work.docxchristalgrieg
The work of HR part two: the flow of
information and work
Harnessing
the power
of corporate
culture
STRATEGIC COMMENTARY
Laurent Jaquenoud
e-HR
Employee self-service at RDF
HOW TO...
Integrate corporate culture and
employee engagement
PRACTITIONER PROFILE
Julie Bass, Groupama
METRICS
Rating intellectual capital
HR AT WORK
Tailored recognition at Lloyds TSB
Asset Finance
HR AT WORK
Transport for London’s
non-traditional training
REWARDS
Communicating employee
recognition at MDOT
RESEARCH AND RESULTS
Effective recruiting tied to stronger
financial results
September/October 2005
Volume 4, Issue 6
PAGE 20
DEPARTMENTS
Ethics and strategy innovation at Citigroup
How O2 built the business case for
engagement
Creating a business-focused IT function
Developing leaders for a sustainable
global society
Defining the strategic agenda for HR
FEATURES
by Dave Ulrich and Wayne Brockbank
32 Volume 4 Issue 6 September/October 2005
VER THE PAST DECADE, increasing
focus has been placed on the role that
businesses can – and should – play in
contributing to a sustainable global society.
Failure to face up to these challenges has significant costs.
Increasingly, a firm’s long-term competitiveness is
dependent on how creatively and adroitly its leaders
manage at the intersection of financial, social and
environmental objectives.
Responsibility for assuring that leaders at all levels in
the firm are ready to meet these rising expectations is
widely shared throughout the corporation, but HR
professionals, particularly those responsible for leadership
development, can be at the forefront of the effort.
To be in this vanguard, leadership development
experts must reflect on two critical questions: What
kind of leader is called for? And how do we develop
individuals with these capabilities? Since 1999 the
Aspen Institute’s Business and Society Program has
been convening experts in leadership development
from academic institutions, corporations and
professional service firms around the world, inviting
them to share insights on these questions. This article
details what we have learned so far from conversations
with these leading thinkers.
A new model for business leadership
If we are now expecting businesses to operate with a
longer-term view that takes social and environmental
impacts into account, we need a new model of
leadership to achieve that result. Typically, “new
model” leaders:
• are able to span boundaries, listen to diverse
constituencies and be willing to be altered by any of
these inputs;
• have the courage to make tough decisions in a way
that acknowledges the often conflicting
values/expectations of these constituencies;
• are enriched, not overwhelmed, by complexity and
diversity;
• build a team that is stronger than its individual parts;
• see the firm in a larger context, considering social and
environmental issues beyond the corporation’s gates;
• move beyond solving specific problems or addressing
particular needs ...
Delivering high performance through inclusive leadership.Gary Coulton
We live in times of Volatility, Uncertainty, Complexity and Ambiguity (VUCA). In this webinar, internationally recognised expert in inclusion, Dr. Ian Dodds, demonstrates how to deliver high performance in these VUCA times through Inclusive Leadership. He describes what Inclusive Leadership is and how to develop Inclusive Leaders to deliver high performance, great customer service, high levels of employee engagement and complex change. Ian is a founder partner of the Adaptive Intelligence Group (AdaptiveIG) contributing his expertise to create adaptive cultures and an environment of excellence.
Ob i intro- diversity- personality & values- emotions & moodsShivkumar Menon
Organizational Behavior I as part of the XLRI VIL Syllabus
The areas captured are relevant in today's context at the workplace. The concepts and applications delve on people, organization, structure and how behavior of employees and leaders in organizations bring efficiency and effectivity.
Bba602 management and development skillssmumbahelp
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Transform your business: Create a Culture for Continuous Improvement - Prof D...Invest Northern Ireland
You have improved the operation of your business or are looking to do so. But how do you keep it going?
How do you keep everyone moving forward?
If you want better outputs, more motivated staff, increasing profits and a culture of continuous improvement you need to attend this conference.
With the future uncertain you need to be in control of your business growth. At this event there will be a practical workshop session led by a specialist in the field.
Cultural Change & Leadership Keynote: Professor David Bamford, Operations Management Huddersfield Business School
Human Resource ManagementHRM Definitions• ‘HRM invol.docxwellesleyterresa
Human Resource Management
HRM Definitions
• ‘HRM involves the productive use of people in achieving the organization’s strategic objectives and the satisfaction of individual employee needs’ (Stone 2014, p. 4).
• ‘HRM is a strategic approach to managing employee relations which emphasizes that leveraging people’s capabilities and commitment is critical to achieving sustainable competitive advantage or superior public services. This is accomplished through a distinctive set of integrated employment policies, programs and practices, embedded in an organizational and societal context’ (Bratton & Gold 2012, p. 7).
•HRM ‘refers to the policies, practices and systems that influence employees’ behavior, attitudes and performance. Many companies refer to HRM as ‘people management’. To achieve effective outcomes in terms of individual and ultimately organizational performance, these practices need to be linked with the organizational goals, or organizational strategy’ (Kramar et al 2014, p. 6).
•Human resource management is a distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce using an array of cultural, structural and personnel techniques (Storey 2007, p. 7).
• ‘Our conception of HRM covers the policies and practices used to organise work and to employ people. In other words, HRM encompasses the management of work and the management of people to do the work’ (Boxall & Purcell 2008, p. 3).
•Work policies/practices: way the work is organised (e.g. low-discretion jobs where supervisors exercise a high degree of control).
•Employment policies/practices: manner in which firms hire and manage people, including:
•management activities in recruiting, selecting, deploying, motivating, appraising, training, developing and retaining employees
•processes for informing, consulting and negotiating with individuals/groups
•disciplinary activities, contract termination and workforce downsizing.
Critical Issue 1: Globalization
Following the recent Global Financial Crisis and associated financial problems in the EU, what might HR professionals do, both strategically and operationally, to ensure that their organizations’ HRM systems and practices are fully transparent and accountable?
Critical Issue 2: The psychological contract
What do you think has changed in Gen X and Gen Y employees’ psychological expectations of their employers, and vice versa? What do HR professionals need to do to address these new expectations?
Critical Issue 5: HR ethics
Choose a current ethical issue in organisations (for example, bribery, corruption, discrimination or harassment) and discuss its implications for HRM policies and practices.
Critical Issue 1: Terminology
What are the key terms used in the modern organisation, and what signals do they send about the intended nature of the employment relationship?
Critical Issue 2: Responsibilities
To what degree are ...
A suite of frameworks for organizational effectivenessAyman Mashhour
I have prepared this deck to deliver a lecture to senior students at one of the Cairo University faculties.
I would appreciate feedback and comments please.
Similar to Guiding Change for Professionals Henley Business School (HBS) Alumni 14 Oct-2014 (20)
Accelerating Collaboration Everywhere - Agile Business Conference 2016Assentire Ltd
Roundtable: Valuing Individuals and Interactions through Social Learning
Agile Business Conference 2016: Material to explore social learning, the principles of 70:20:10 and how frameworks can be used to develop awareness, skills, and motivation for optimum organisational agility.
Facilitator resource info pack innovation audit 2.0.1Assentire Ltd
Increasing Organisations' Performance.
This is an example of the material we use in our workshops exploring Group Dynamics for improved Communication and Collaboration. Many of the items in the file are also available as booklets, interactive cards and A1 posters to help the facilitation process.
We go through four steps.
1: Increasing Awareness of Group Dynamics.
2: Provide the language to talk about Group Dynamics, gaining consensus regards what action would be helpful to do next.
3: Develop the plan of how to go about making the changes a reality.
4: Validate by testing the plan against the context it is operating within.
We will shortly be making this kit available to fellow Coaches, L&D, OD specialists. Hardcopy available here https://goo.gl/x0CpJK
The ‘Innovation Audit’ has been developed to help organisations gain new insight into how they are positioned regarding Learning, Agility and Flexibility. These are some of the key components for Innovative organisations. The audit explores yours and others perspectives of the organisational cultural and Eco-cycle. It adds a unique all-round perspective of your organisation, exploring how it has performed in the past in prior change programmes. Many organisations believe they already learn from their past or desire to enhance this behaviour.
Some questions to hold,
How well do you respond to the dynamic demands of your market?
Do you and others;
have a dominant Performance or Learning Culture?
know the 'Strategic Direction' of the company
know where you are on the 'Organisational Eco- Cycle
know how your profile looks in terms of the 8 domains of the 'Change Matrix’
PURPOSE, LEADERSHIP, CULTURE, MOTIVATION, COMMUNICATION, MANAGEMENT, GROUP DYNAMIC, PERSONAL DYNAMIC.
If you want to try this (there REALLY is no charge), contact rod.willis@assentire.net
Readiness - Innovation Audit for Change Feb 2014 IntroductionAssentire Ltd
While you are paying attention to the business, it is easy for soft-spots to develop without anyone noticing, result: ‘Strategic Drift’.
Organisations need to Innovate their Product and Service offering, either organically and/or through M&A. Understand which parts of the organization are ready and where additional support needs to be considered, ‘forewarned is forearmed’.
Get another perspective on Risk Assessment for the organization regarding Readiness for Change and Innovation Potential.
Unattended soft-spots reduce customer value, resulting in the organization only following the market.
Address your soft-spots and be able to drive the market, setting the bar by which others are judged.
Major change within organisations has become the norm in the 21st centuryAssentire Ltd
Major change within organisations has become the norm in the 21st century.
Much research both practitioner and academic has taken place to better
understand the challenges that this represents. This is not a new phenomenon,
there is material dating back centuries looking at or reflecting upon changing
the order of the day.
Coming forward in time, to just 50 years ago, the
observations written about are not so different from what is written today in
2013. The adoption of certain terms has occurred to help communicate and
offer consultancy services and promote better understanding. Examples are
“Change Management” and “Resistance to Change” however, the very nature of
adopting non-standardised terms has resulted in a range of different
interpretations, these terms we think we understand, but they clearly have
different meanings for different people as was identified in this research
project. What is common, if you ask someone their opinion regarding
“Resistance to Change”, is they have one, just may not be what you are
expecting.
Resistance to Change, a Leaders' perspective. Webinar amp oct 2013 21stAssentire Ltd
Using research to improve the delivery and effectiveness of change programmes. This was the title of a Webinar sponsored by the Association for Project Management (apm) on the 21st October 2013
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
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We will dig deeper into:
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2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
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Company Valuation webinar series - Tuesday, 4 June 2024
Guiding Change for Professionals Henley Business School (HBS) Alumni 14 Oct-2014
1. Guiding Change for
Professionals
Developing
core
interpersonal
&
people
management
skills
at
all
levels
of
the
organisa5on
2. Management 2020 : The Evidence
New CMI report ‘Management 2020: leadership to unlock long term growth’
3 key areas were identified in terms of good practice and these form the basis
of the APPGM Commissions Management 2020 Framework:
• Purpose , People and Potential
'Ambitious companies of all sizes need to help managers at every level to
develop core interpersonal and people-management skills if they want a
workforce that performs at the highest level'.
Management 2020: leadership to unlock long term growth
Is there REALLY an Issue?
3. UK’s
current
leadership
and
management
performance
Research shows that:
• Ineffective management is estimated to be costing UK businesses
over £19 billion 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 75% 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)
4. UK
Business
Landscape
Changing
?
Commission
Chairs
Peter
Ayliffe,
President
of
CMI
and
Barry
Sheerman
MP,
Chair
of
the
APPGM
MaFhew
Hancock
MP:
Minister
of
State
for
Skills
and
Enterprise
Seema
Malhotra
MP
Chair,
PLP
Departmental
Group
for
Business,
Innova5on
and
Skills
Member
of
APPGM
Commission
Key
feature
of
CMI
Open
LeFer:
For
a
BeFer
Managed
Britain,
organisa5ons
need
to
focus
on
three
cri5cal
areas:
Purpose,
People
and
Poten5al
Source: The
Chartered
Management
Ins5tute
(CMI)
THE
FATAL
BIAS
The
prevailing
Management
Bias
towards
cost
efficiency
is
seriously
harmful
to
corporate
performance
5. A Common issue we all face
Guiding Change for Professionals
“Managing resistance is difficult because it is centred on human factors, for which
skills and experience in organisations are in limited supply. Most managers and
business professionals are products of the prevailing management paradigm, one that
has not significantly evolved since the beginning of the twentieth century. This mind-set
emphasised the financial and structural aspects of organisations over the human
aspects and it is therefore ill-equipped to deal with human resistance.”
(Jones and Recardo, 2013)
The
prior
reports
and
the
above
statement
inspired
this
session
JONES, D. J. & RECARDO, R. J. 2013. Leading and Implementing Business Change Management:
Making Change Stick in the Contemporary Organization: Taylor & Francis.
5
7. Our Practice
Henley Business School
Research Project
(MBA 2009)
User Behaviour influencing
Information System Success
Research Project
(MSc Coaching and Behavioural Change 2012)
Resistance to Change from a
Leaders’ Perspective
Enabling Technology, Process and People
Occupational Psychology
Assentire’s Multidisciplinary Practice
Assentire Practice Model Sept 2014
Psychometrics Practitioner
(BPS Level B & Test Specialist 2015)
Profiling for Success™ Suite
Five Factor Model (NEO PI-R)
Hogan Development Survey® (HDS)
Primary Colours® of Leadership
The Leadership Circle®
And many more…
7
M&A experiences made
me curious about PEOPLE
8. Assentire’s Multidisciplinary Practice
• Motivation
• Personality Traits
• Interpersonal Skills
• Emotional Intelligence
• Derailing Behaviours
• Primary Colours of Leadership
• Transformational Leadership
• Common-Cause Variation
• from the nature of the system
• totally random, can’t be explained
by a specific cause
• Special-Cause Variation
• from a special cause, not random
• deviates from norm distribution
• The organisation as a network of
interdependent components that
work together to try to accomplish
the aim of the ‘system’
• Thinking in terms of a system is
critically important for discovering,
analysing and solving a wide range
of problems
• An orchestra is judged by its
listeners, by the way individuals
work together
• Develop Awareness
• Develop Management Skills
• Develop the Ability to Motivate
• Plan-Do-Study-Act
• Develop an understanding of the
Silos of Knowledge and the
implications of this
Theory of
Knowledge
System
Appreciation
Human
Psychology
Knowledge
of Variation
Assentire Practice Model Sept 2014
Deming’s
SoPK
Deming’s
SoPK
was
developed
over
the
last
decade
of
his
life,
he
died
in
1993
at
the
age
of
93
8
9. Please read and listen carefully to what
comes next on the screen…
2015 REAL LIFE multi-play game
10. Please read and listen carefully to what comes next on the screen when you play the Video…
Use your Mobile device and scan the QR code
Or
Click on URL to play Video http://goo.gl/a69raZ
11. Who is in Control?
• Somehow he is overriding the System’s
Priorities!
• The Human Element will always be present !
• Compassion , Fear , Instinct !
• They will always interfere with the System !
12. Guiding Change for Professionals
We will now explore a Client case-study, looking into the
typical ’soft’ (interpersonal and people-management) challenges that can
be experienced when encountering difficult situations whilst
managing change.
We will share a relationship model supported by experiential work to
bring the model to life.
We conclude with a motivational model
This workshop is about knowing, then doing, and you will leave the event
with a framework for exploring interpersonal relationships and
motivational behaviours helpful in all change scenarios.
13. Our Professional Services Client Story
Working to expand their team of practitioners using a range
of Psychometric tools to inform the selection process
We used
Values-based Motivation (VbIM)
Primary Colours® of Leadership Personality report
built upon NEO Personality Trait (Big-5/Five Factor)
plus: Numeracy-Verbal-Abstract Reasoning and
Memory & Attention tests for the Trainees
Wanting ‘smart people’ that will be a ‘good fit’.
14. Our Client’s Change Challenge
Select ‘smart people’ and gain a sense of how effective
they are likely to be
Appointments started well, then we ran into an issue.
Capability match was good, however there was something
not quite right in terms of team compatibility for all.
Tools we used to explore what had occurred
Every company faces a learning dilemma:
The smartest people find it the hardest to learn1
1: We reviewed this paper by C Argyris1
2: Explored ‘theory-in-use’ R Schwarz2
3: Explored Modes of Management Preference
4: Considered the dynamics in the organisation
1: C Argyris, HBR 2012, Teaching Smart People How to Learn
2: R Schwarz, Jossey-Bass 2005, The Skilled Facilitator Field book
15. Our Client’s Change Challenge
Select ‘smart people’ and gain a sense of how effective
they are likely to be
1: We reviewed this paper by C Argyris1
2: Explored ‘theory-in-use’ R Schwarz2
3: Explored Modes of Management Preference
4: Considered the dynamics in the organisation
1: C Argyris, HBR 2012, Teaching Smart People How to Learn
16. Teaching Smart People How to Learn
Select ‘smart people’ and gain a sense of how effective
they are likely to be
Every company faces a learning dilemma: the smartest people find it the hardest to
learn.
It is impossible to reason anew in every situation. If we had to think through all the
possible responses every time someone asked, “How are you?” the world would pass us
by. Therefore, everyone develops a ‘theory-of-action’—a set of rules that individuals
use to design and implement their own behaviour as well as to understand the
behaviour of others. Usually, these theories-of-actions become so taken for granted
that people don’t even realize they are using them.
Defensive Reasoning and the Doom Loop: When professionals don’t do their jobs
perfectly, they zoom into a ‘doom loop.’ Performance evaluation is tailor-made to push
professionals into the doom loop.
Argyris explores ‘espoused-theory-of-action’ and ‘theory-of-action’ and then goes on
to describe Single and Double-Loop learning and how to overcome the Doom Loop.
1: C Argyris, HBR 2012, Teaching Smart People How to Learn
More on Chris Argyris http://infed.org/mobi/chris-argyris-theories-of-action-double-loop-learning-and-organizational-learning/
17. Our Client’s Change Challenge
Select ‘smart people’ and gain a sense of how effective
they are likely to be
1: We reviewed this paper by C Argyris1
2: Explored ‘theory-in-use’ R Schwarz2
3: Explored Modes of Management Preference
4: Considered the dynamics in the organisation
2: R Schwarz, Jossey-Bass 2005, The Skilled Facilitator Field book
18. Explored ‘theory-in-use’
Your turn to score the 2 x 21 descriptions
How often you see the behaviours across the organisation.
Where: 5 = Often, 3 = Occasionally and 1 = Rarely.
Adapted from 2: R Schwarz, Jossey-Bass 2005, The Skilled Facilitator Field book
Group 1
Group 2
Let’s spend no more than 15 minutes to rate, then explore together on our tables.
Then share the typical findings with the whole group.
19. Explored ‘theory-in-use’
Group 1
Group 2
At work, do you experience
Group 1, Group 2 or in-between?
How often you see the behaviours across the organisation.
Where: 5 = Often, 3 = Occasionally and 1 = Rarely.
Adapted from 2: R Schwarz, Jossey-Bass 2005, The Skilled Facilitator Field book
20. Our Client’s Change Challenge
Select ‘smart people’ and gain a sense of how effective
they are likely to be
1: We reviewed this paper by C Argyris1
2: Explored ‘theory-in-use’ R Schwarz2
3: Explored Modes of Management Preference
4: Considered the dynamics in the organisation
Our thought process was informed by this type of material
22. Our Client’s Change Challenge
Select ‘smart people’ and gain a sense of how effective
they are likely to be
1: We reviewed this paper by C Argyris1
2: Explored ‘theory-in-use’ R Schwarz2
3: Explored Modes of Management Preference
4: Considered the dynamics in the organisation
25. Our Client’s Change Challenge updated
How to select smart people and gain a sense of how effective they
are likely to be and what is their Interpersonal Relationship
Orientation, explore how ‘compatible’ they are likely to be
within the team (an aspect of Group Dynamics)
Identify how well someone is going to ‘fit’ within the
team.
Explore the Human Element and understand the
‘Team Atmosphere’ and level of ‘compatibility’ when
contrasted with the existing team members.
We reviewed:
1: Reviewed ‘The Human Element’ by Will Schultz
2: Experiential Story Telling (Now it’s your turn)
26. Time for your story
Your turn
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,
hear what you hear, see what you see, feel what you feel
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
27. Now consider what came to mind!
Let’s spend no more than 15 minutes to explore together on our tables.
Then share the typical findings you are happy to share with the whole group.
Share in triads what unfolded for each of you.
• 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 ?
28. The Human Element
1:
Inclusion
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!
29. Where does the theory of
‘The Human Element’ come from ?
in 1952 Research Psychologist Will Schutz, 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:
We used FIRO element-B™
NB: Many practitioners lack knowledge of the 1980
version, so they still use the 1957 version
Looks at an Individual’s Relationship Space
30. Back to our Client’s updated Challenge
How to select smart people and gain a sense of how effective
they are likely to be and what is their Interpersonal Relationship
Orientation, explore how ‘compatible’ they are likely to be
within the team
Explore the Human Element and ultimately
understand the ‘Team Atmosphere’ and level of
‘compatibility’ when contrasted with the existing
team members (using FIRO Element B) .
32. Mo5va5on
&
success
of
change
ini5a5ves
We conclude with a motivational model that directly taps
into the Management 2020 Framework with tools for all
participants to take away
• Resources to explore Self-determination theory (Drive)
• Links to the
– Innovation Audit – Team & Workgroup Edition
– Pulse-Behaviour APP
33. Motivation During Challenge
The puzzle of motivation
http://youtu.be/rrkrvAUbU9Y
Drive: The surprising truth
about what motivates us
http://youtu.be/u6XAPnuFjJc
Beyond talk: creating autonomous motivation
through self-determination theory.
D Stone, E Deci and R Ryan 2009 Journal of General Management
Abstract: Many managers and academics have a
passing familiarity with self-determination
theory (SDT) which articulates the core
principles that underlie the concept of
sustainable motivation in organisations.
But far fewer understand how to successfully
implement a SDT intervention in the face of
organisational pressure for short-term
accountability and performance.
We present the core principles of SDT, describe
the principles that underlie successful SDT-based
interventions, propose six steps {i.e.
actions) that facilitate the creation of
autonomous motivation, articulate the
obstacles to successful implementations and
present two examples of successful
organisational implementations
DRIVE Terms: Mastery, Autonomy, Purpose
Competence, Autonomy, Relatedness
34. Resistance to Challenge and SDT
http://goo.gl/kyXg3x
What Drives Resistance to Change
Available on EBSCO
Theory-‐in-‐use
Innovation Audit, Team and Workgroup Edition
No Charge copy from here
http://goo.gl/hnVUYW
Will be available till the end of 2014 Use ‘henley’ pw to open
35. Conclusion
Our final approach to support the selection and development of new team or
group members for our client.
• Explore the Primary Colours® of Leadership Personality report
• Explore the impact of Values-based Motivation
• Establish an understanding of Modes of Management preferences
• Understand the ‘team atmosphere’ and ‘compatibility’ (FIRO element B®)
Future actions we are considering
• Dig deeper with the Innovation Audit – Team and Workgroup Edition
• Monitor and sustain the change (onboarding in this instance) with the
Pulse-Behaviour App www.pulse-behaviour.co.uk
36. Pulse-Behaviour APP
Focusing on 4
Behavioural Views
The Organisation
Other Groups
Own Group
Own Behaviours
This APP is Free to deploy
Reporting is charged
www.pulse-behaviour.co.uk
36
37. Thank
you
for
your
5me
For
further
informa5on
or
resources
please
contact
Rod
Willis
,
Assen5re
Ltd
+44
(0)7788
457202
or
rod.willis@assen5re.net