Sheet presentation used in a Management Development Program at a gold minining company in South Africa about provoking change in this organization

1. Purposeful change in organisations Monday

5. Accepted stories What makes your stories unique? How do I know that I ’ m dealing with a gold mining company and not with a factory in cookies or a hospital ? What similarities can you discover in the stories? What are apparently accepted stories that you tell each other? What should happen to make the accepted story change?

8. Assignment 1. Describe your organisation in three different ways. Make sure that all three the descriptions are true, but are almost contradicting each other. 2. Read “ know your organisation ” .

9. Purposeful change in organisations Tuesday

12. HRO High Reliability Organising Weick & Sutcliffe, Managing the Unexpected Basic idea: Mindfulness in stead of perfect organising

13. High performance culture HRO-conditie 3: Redundancy HRO-condition 1: Informed culture HRO-condition 2: Shared references Hallmarks: 1. Preoccupation with failure 2. Reluctance to simplify, 3. Sensitivity to operations 4. Cultivation of resilience 5. Organising around expertise. High performance through reliablity and quality Capacity to manage the unexpected or unwanted Mindfulness: stay aware and alert Basic conditions Interventions HRO-condition 4: Heedfull interactions

23. Hero ’ s

25. Assignment 1.a. Describe why your function is important to the company. What question is your function an answer to? 1.b. Describe in what way your functions are related to each other. 2.a. Describe your greatest concern. What are the perpetuating factors that prevent you from solving the problem? 2.b. Do you recognise similarities in your concerns and perpetuating factors? 2.c. In what way do organisation and context produce these concerns? 3. Read “ Building a team that works ” and “ Why transformation efforts fail ” (Kotter).

26. Iceberg method Symptom What symptoms can I see? Problem What problems do these symptoms represent? Cause What caused these problems to occur? Perpetuating factors What pattern or mechanism prevents us from solving this problem?

27. Purposeful change in organisations Wednesday

28. Iceberg method Symptom What symptoms can I see? Problem What problems do these symptoms represent? Cause What caused these problems to occur? Perpetuating factors What pattern or mechanism prevents us from solving this problem?

30. Separating means and goals - Solution : we will introduce the ISO quality system - Problem : if we don ’ t have that, we do not get permits - Problem behind the problem : our production lacks quality - To what stakeholder is this a problem? Introducing ISO is not a goal, it is a mean. Most of the time there are several possibilities to reach a goal

32. OC&D – the team perspective When can you call a group of people a team? Check your sociogram. Did you mention all the people that are in your team? Who did you forget and why? What makes your team a team? And what do they need to become a team even more?

34. Back to the Iceberg method... Symptom What symptoms can I see? Problem What problems do these symptoms represent? Cause What caused these problems to occur? Perpetuating factors What pattern or mechanism prevents us from solving this problem?

39. What we cannot see immediately Seducing strategies Non intervention agreements

43. Purposeful change in organisations Thursday

44. Changing culture There is not such a thing as ‘ culture change ’ . A culture can be observed in the behavior of people and is enforced by the way things are organised. You can change the way things are organised and you can practice new behavior.

45. Provoking change If you want people to build a boat, make sure they are longing for the sea

47. Why transformations fail Kotter Error 3: lacking a vision Error 4: undercommunicating the vision Error 5: not removing obstacles to the vision Experience that touch and make a difference!

48. From theory to practice In four groups: Think back of your greatest concern. What did you try already to get to a solution? In what way did you make change happen and in what way were you provoking change to happen? What can you do that you did not try yet?

51. Meeting a manager... 13.00h 5 min presentations 13.15h Introduction concern guest + what he expects from Albert in solving this concern after Albert finishes his training 13.25h 3 min questioning our guest 13.35h preparation offers 13.40h meeting with the consulting firms 13.55h choosing the best offer

53. Why transformations fail Kotter Error 6: Not creating short term wins Error 7: Declaring victory too soon Error 8: Not anchoring change

56. Organising less... Zero based organising... A flock of birds... If you had to start over this company and there were no rules, what one rule or agreement would be necessary and enough?

57. So, OC&D is... Not so much about changing the world around you... Or the context, the organisation, the team... But is about changing the agreements we ’ ve made in organisational contexts