The document discusses the human element in organizations and leadership. It notes that human factors like compassion and fear will always interfere with or enhance organizational systems. It also discusses the need for organizations to focus on purpose, people, and potential to improve management practices in the UK. Finally, it suggests that monitoring organizational behaviors systematically using data analytics can help identify early signs of problematic behavioral drift.

1. The Human Element
in Organisations
Nations, Organisations, Groups,
Teams and Individuals

2. 2015 online multi-play game

3. Use your Mobile device and scan the QR code
Or
Click on URL to play Video http://goo.gl/a69raZ
Please read and listen carefully to what comes next on the screen when you play the Video…

4. Who is in Control?
Man/Woman or Machine/Organisation
Somehow he/she is overriding the System’s/
Organisation's Priorities!
The Human Element will always be present!
Compassion, Fear, Instinct!
They will always interfere with or maybe enhance the System/Organisation!

5. The Human Element
Setting the Context
Organisations, Groups and Teams need to adjust and/or
respond to the needs demanded by both Tasks and
Relationships.
By doing so, you enable an efficient and effective
Organisation, Group or Team in terms of co-creating
results.

6. UK Business Degrading ?
Statistics released by the Office
for National Statistics (ONS) in
2014 show that output per hour
worked in the UK is 21% lower
than the average for the other
six members of the G7 – the US,
Germany, France, Italy, Japan
and Canada.
Meanwhile, the UK also lags behind its international competitors in terms of its
management practices. A 2012 report by the Department for Business, Innovation
& Skills (BIS) found that its average management score is some way below that of
the US, Japan, Germany and Canada.

7. UK’s current leadership and
management performance
Research shows that:
• Ineffective management is estimated to be
costing UK businesses over £ xxxx per year
in lost working hours.
• Incompetence or bad management of
company directors causes xx % of
corporate failures

8. UK’s current leadership and
management performance
Research shows that:
• Ineffective management is estimated to be costing UK
businesses over £19billion 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 three quarters 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)

9. Source: The Chartered Management Institute (CMI)
UK Business Landscape Changing ?
Key feature of CMI Open Letter:
For a Better Managed Britain, organisations need to focus on three critical areas:
Purpose, People and Potential
Commission Chairs
Peter Ayliffe, President of CMI and
Barry Sheerman MP, Chair of the APPGM
Matthew Hancock MP: Minister of State for Skills and
Enterprise
Seema Malhotra MP Chair, PLP Departmental Group for
Business, Innovation and Skills Member of APPGM
Commission
THE FATAL BIAS
The prevailing Management Bias
towards
cost efficiency is seriously harmful
to
corporate performance

10. Global Business Landscape Changing ?
For a Better Managed Britain, organisations need to focus on three critical areas:
Purpose, People and Potential
The NEED, to enhance change, training and development initiatives across organisations, with a focus on
People Management and Interpersonal Skills.
Analysing the input from over 1,000 participants, two Independent reports in 2014 identified:
The need to provide more training for People Management and Interpersonal skills,
with a particular concern for first time and middle managers.
The need to provide more training for People Management and Interpersonal skills,
with a particular concern for first time and middle managers.

11. Rhetorical Question
• Do we REALLY know what we don’t know?
• There are known, knowns;
• There are things that we know that we know.
• We also know there are known unknowns; that is to say we know there
are some things we do not know.
• But there are also unknown unknowns, the ones we don't know we
don't know.
Maybe there is more we don’t know afterall!
United
States
Secretary
of
Defense
Donald
Rumsfeld
(Feb
2002)

12. Leadership
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PURPOSE
Culture
Leadership
Motivation
Motivation
Up to 70% of change initiatives fail to meet stakeholders expectations
This failure rate has not changed in over 50 years!
Typical change initiatives
focus above the line,
neglecting or
marginalising the
human element
CultureCultureCulture
Organisational Dynamics (OD)
We need to pay special
attention below the line,
dramatically increasing
change success rates
Assentire Ltd ©
Grow Through Change, an Organizational Dynamics (OD) framework

13. Just more training then?
What to do: Tap into what you already know, just from many different perspectives
There is a SYSTEMIC
weakness in our education
delivery systems as we
continue to create ever
focussed SILOS of Knowledge.
We teach Humans about
Reading, Writing and
Arithmetic,
WHY don’t we Teach
People about People!

14. Some scaffolding to help
while we build
our understanding

15. Context - What to Focus on?
Creating an org where people want to belong
Environment: Constraints & Opportunities
Behaviours: Action & Reaction
Capabilities: Perception & Direction
Values and Beliefs: Motivation and Permission
Self-identity: Role & Mission
Beyond self-identity: Vision & Purpose
My External Context
What I Actually Do
My Capabilities
My Belief & Values System
Who I Am
Purpose beyond oneself
Derived from the work of the anthropologist, Gregory Bateson.
He identified several fundamental levels of learning and change
Past
Present
Future
Known by many names:
Psychological, Neurological and Logical Levels

16. Context - Where to Focus?
Organisational Performance
Leadership
Motivation
© Assentire Ltd
PURPOSE
Culture
RELATIONSHIP
Do you want to
avoid being one of
those failed
organisations!
Then you need to
look below the
line!
TASK
Typical Business &
Business School
focus of attention?
CultureCulture
Where are you
focussing your
attention?
Past
Present
Future

17. Psychological
Preference:
Adjusting to the
needs of
Relationships and
Tasks
Team Alignment:
‘Speed-read’
others and
yourself to
manage more
effectively
Taking the ‘pulse’ of
the Leadership of the
Organisation
Capability and Capacity
Direction, Drive and Efficiency
Typically Short-term focus
Good Governance and Wisdom
Typically Long-term focus
Where we stand, directly impacts our own unique perspective of things & others
Context – From What Perspective?

18. But how do we explore what we
don’t know? All you do is develop…
2:Management
skills and
practice
3: Motivational
skills and
practice
3: Motivational
1: Awareness
of self and
others
don’t know? All you do is develop…
First, look at the Team or Workgroup Space (Group Dynamics)
Second, look at the Individual Relationship Space (Personal Dynamics)

19. Exploring Group Dynamics

20. Team or Group Climate Analysis
Becoming Aware
How do individuals within a group or team perceive that space?
Performers
High performing teams able to
work, listen and learn from each
other. However they are
unlikely to come up with highly
Innovative ideas outside the
scope of their responsibilities
Individualists
Fragmented team members
tending to work individually
promoting their own ideas and
not listening. Often considering
how to survive within the
organisation
Assentire Ltd ©
Innovators that Perform
High performing teams able to
Innovate. Ideally positioned to
take Action and Learn together
to address new challenges. They
are likely to continue to pay
attention to what is needed now
Innovators
Ideally positioned to learn and
act to address new challenges
and win new opportunities, but
more as individuals than a team.
Possible fragmented activity
from the team perspective
A simple display
Only 35 questions and takes 15 min per participant
work, listen and learn from each
unlikely to come up with highly
not listening. Often considering

21. Where to focus your attention?
Developing the skills to manage
Informed
by:
Teaching
Smart
People
how
to
Learn
(Single
and
Double-­‐loop
learning)
By:
Chris
Argyris
Informed
by:
Understand
how
MoIvaIon
really
works
(DRIVE
=
SDT)
Drive
by
Pink
and
SDT
by
Deci
&
Ryan
MoIvaIon
and
InnovaIon
PotenIal
RelaIonship
and
Team
Performance

22. Exploring Personal Dynamics
The Mountain
we all will climb

23. Time for your story
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
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

24. Now consider what came to mind!
• 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 ?
• Let that story fade

25. The Mountain
Amount of
Interaction
Inclusion
Refers to associations between
and among people: the desire to
be given attention, to interact, to
belong, to be unique.
Schutz, 1994

26. The Human Element
1:
Inclusion
2: Control
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!

27. The Human Element
Where does this idea ‘The Human Element’ come from?
• Research Psychologist Will Schutz, in 1952 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 (so we use FIRO element-B™).
However, most people use the 1957 version FIRO-B due to lack
of motivation to up their game or in many cases lack of
knowledge.
Look at the Individual Relationship Space (Personal Dynamics)

28. To Summarise

29. What Next - Grow Through Change
Psychological Levels meets FIRO element B
Environment: Constraints & Opportunities
Behaviours: Action & Reaction
Capabilities: Perception & Direction
Values and Beliefs: Motivation & Permission
Self-identity: Role & Mission
Beyond self-identity: Vision & Purpose
Inclusion > Control > Openness
Inclusion > Control > Openness
Inclusion > Control > Openness
Inclusion > Control > Openness
Inclusion > Control > Openness
Inclusion > Control > Openness
Past
Present
Future
Inclusion > Control > Openness
Inclusion > Control > Openness
Inclusion > Control > Openness
Inclusion > Control > Openness
Inclusion > Control > Openness
Inclusion > Control > Openness
The Human Element
The Context

30. What we now Know
We can guide smart people so they KNOW:
• Context impacts what Actions to take
• Management Mode impacts Perception
• Relationships impact Team Performance
• Motivations impact Innovation Potential
• Psychological Mindedness is ESSENTIAL
Leadership
Motivation
© Assentire Ltd
PURPOSE
Culture
Purpose,
People
and
PotenIal
Do
you
want
to
know
more…

31. Use your Mobile device and scan the QR code
Or
Click on URL to play Video http://goo.gl/ayrR00
Play the Video…

32. h"p://pulse-­‐behaviour.mobapp.at
Monitoring the behaviours
across the organisation…
Through the eyes and ears
of those within the
organisation…
In a safe and systematic
way…
Using data mining with
Analytics to create
meaningful information…
Presenting your information
to enable early-warning
signals of behavioural drift