2013 leading change for the future doig jansen day shared slides
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These are the slides from the first day of a "Leading Change for the Future" learning ppo
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2013 leading change for the future doig jansen day shared slides
- 1. Leading Change for the Future Cheryl Doig and Chris Jansen October 2012 1
- 2. Overview Day One • exploring change in your setting • future focused leadership • complicated or complex systems? • mapping systems • growing collaborative culture • organisational change processes • mapping your change inquiry 2
- 3. •cutting edge frameworks that are critiqued in the light of participant inquiry
- 4. Design Principles Principle 1: Embed learning in work contexts Principle 2: Transfer greater development ownership to the individual Principle 3: Cross-pollination of learning and collaboration across sectors •cutting edge frameworks that are critiqued in the light of participant inquiry
- 5. www.thinkbeyond.co.nz Structure & support systems Leadership engagement Partnering with learners Ongoing conversation The connected world Extending beyond current knowledge base, industry and thinking
- 6. Insights often arise at the boundary between communities. Etienne Wenger STOP SCIRT Start Marion College Unlimited Clarkville School Windsor School Mt Hutt College Barnados Burnside High Frame Consulting Ministry of Education CERA
- 8. 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…..” 8
- 9. 9 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
- 10. “The greatest challenge for future leaders is the pace of change and the complexity of the challenges faced….” 10 “Our organisations are not equipped to cope with this complexity…” (IBM study – 1500 CEO‟s) ….”perpetual white-water”…
- 11. 11
- 12. 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‟ 12
- 13. “Are we in a catch-22: stuck between failing to change and changes that fail?” 13
- 14. Leading positive and sustainable change…? 14
- 15. Changefocus 15
- 16. 16 Dilemmas
- 17. 17 Gain from this programme
- 19. Consider a change initiative you are involved in. Take turns to question each other and record on behalf of your partner Consider the key question you want to work on during the day – use the time to clarify this… 19 Partner interview
- 20. Scanning the horizon: Leadership Trends for Tomorrow’s Organisations Dr Cheryl Doig Think Beyond Ltd
- 21. ©Think Beyond Ltd 2011 Cartoon by David Fletcher
- 24. Deep Dive
- 27. Leadership for the future An iterative model… Mindfulness, balance, leading self Diversity eg culture, generations, beliefs Complexity, systems thinking Collaboration, technology, influence
- 28. Scan the environment- ‘what comes next, and what should we do about it?’
- 29. Self regulation
- 31. http://www.blogherald.com/2012/09/24/social- media-will-distract-you-at-work-infographic/ Interruptions every 10.5 minutes 23 minutes to get back to flow
- 34. • 90% of leading executives from 68 countries named multicultural leadership as their top management challenge - International Labor Union
- 35. • Are friends with their subordinates but make decisions on their own • Compete with their own direct reports and make sure they are better than others • Speak honestly, but take into account others' status • Use indirect language and metaphors rather than get straight to the point • Avoid taking risks The best leaders: http://blogs.hbr.org/imagining-the-future-of-leadership/2010/05/bringing-the-global- mindset-to.html by Mansour Javidan A Chinese Perspective
- 36. The weaving of generations • changing mindset of the new generation. • flexible employment opportunities www.pwc.com/managingpeople2020
- 39. http://www.youtube.com/watch?v=ce8xAL2ljXo Google Docs - Collaboration Project - Group Storytelling
- 40. Outperformers are 28% more likely to innovate with partners than underperformers. IBM Global CEO study 2012
- 41. Collective Intelligence Explains a groups performance on a wide variety of tasks Factors that were important: • average social sensitivity (the ability to read and understand the emotion of others) of group members, • the quality in distribution of conversational turn-taking. Ringleb, Rock, Conser - “NeuroLeadership in 2010” Collective intelligence is not strongly correlated with the average of maximum individual intelligence of group members
- 42. 4. Hackivism 3. 4d printing 1. Nano-medicine 2. WYOD 5. Quantified self 6. „Maker‟ movement www.thinkbeyond.co.nz
- 44. •Cybercrim e •$1 trillion NZ 2012 130 cyber-attacks were reported against critical infrastructure and Government targets in New Zealand in 2012 Deloitte sixth annual global Cyber Security Survey Passwords can be cracked in 5 hours http://reseller.co.nz/reseller.nsf/inews/companies-still-unprepared-for-cyber-attacks-deloitte Resiliency: Prevent - Detect - Respond Cooperation BYOD
- 48. 90% of all IT purchases by 2020 not from official IT department http://pro.gigaom.com/blog/shadow-it-is-growing-because-everything-is-it/
- 49. So what for leaders? •Clients, community and networks •Use of data •Global connections •Ethical upsurge •Accountability •Feedback loops Now what? www.thinkbeyond.co.nz
- 51. London: the first social media Olympics Corporate social responsibility Shared value concept Sustainability in the workplace
- 52. Adaptive leadership: mobilising people to tackle tough challenges and thrive
- 54. 54 Skeuomorphs: Build on past: mimic real world objects Anchor in values, competencies and strategic direction Rapid Prototyping and agile systems Can only be addressed through changes in people‟s priorities, beliefs, habits & loyalties Polished perfect isn't better than perfect, it's merely shinier. And late. http://sethgodin.typepad.com/
- 57. So what for leadership? www.thinkbeyond.co.nz
- 58. The future is already here -it’s just unevenly distributed – William Gibson
- 59. Leadership for the future An iterative model… Mindfulness, balance, leading self Diversity eg culture, generations, beliefs Complexity, systems thinking Collaboration, technology, influence
- 60. 60
- 61. Systems Thinking… ….is a way of making sense of a complex system …is the ability to see the world as relationships and connections ...allows us to influence a complex system 61www.ideacreation.org
- 62. “Where the world is dynamic, evolving and interconnected, we tend to make decisions using mental models that are static, narrow, and siloed.” 62www.ideacreation.org
- 63. Seeing connections instead of parts… “You can never understand anything by analysing it.” “We have to understand the whole before we can understand the parts - what matters is their interaction.” Russell Ackoff 63www.ideacreation.org
- 65. 65 Simple, predictable cause and effect interactions Multiple predictable cause and effect interactions Multiple connected but unpredictable interactions Multiple disconnected interactions Complex Complicated Chaotic Simple Cynefin Systems Framework Decisions are obvious Decisions require expert knowledge Decisions are uncertain and solutions only apparent in retrospect Decisions need to be made quickly to dampen energy Dave Snowden www.ideacreation.org Unordered Order
- 66. 66 Multiple predictable cause and effect interactions Multiple connected but unpredictable interactions Complex Complicated Chaotic Simple Cynefin Framework Decisions require expert knowledge Decisions are uncertain and solutions only apparent in retrospect Adaptive challenges Technical problems www.ideacreation.org Sense, analyse and respond Probe, sense and respond
- 67. Student behaviour issues Quality of alternative programmes S O Programme appealto other students S B R “Causal loop diagrams provide a framework for seeing interrelationships rather than events, for seeing patterns of change rather than snapshots” Senge 67www.ideacreation.org
- 68. # students enrolled reputation student satisfaction resources (physical, people) revenue S S S S S resources for research staff research activity UC research profile TEC funding S S S S efts cap economy marketing financial targets management strategies imposed performance standards staff involvement in decision making motivation and commitment resistance collaboration/ engagement team spirit/ morale sick leave, stress leave, staff turnover S S O S O O S S O O O Causal loop diagram for University of Canterbury R1 Growth R2 Growth R3 Performance B1 Resistance B2 Health
- 69. The Iceberg Model Four levels of thinking Events Patterns Systemic structure Mental models Maani 2010 69www.ideacreation.org
- 76. System thinking tools – affinity process 1) Clarify the question 2) Determine influence factors 3) Map connections 4) Identify leverage 5) Act with clarity 76www.ideacreation.org
- 77. What are the indicators of a successful school? What are the factors that contribute to this? • What influences that? • What influences that? • What influences that? 77www.ideacreation.org
- 78. 78 SUCCESSFUL SCHOOL Holistic Achievement Student – student relationships Professional development Staff – staff relationships Staff – student relationships Effective leadership Staff culture Resources and infrastructure Powerful teaching and learning Student engagement Community engagement Communication Decision making processes Credibility $$$$$$ Marketing and image Data on results Staff engagement Systems that work Students enrolling Mentoring and pastoral supportVision and values
- 79. System thinking tools – affinity process 1) Clarify the question 2) Determine influence factors 3) Map connections 4) Identify leverage 5) Act with clarity 79
- 80. What factors promote positive student behaviour? Questions focussed on parts of organisations… What factors effect powerful professional learning in schools? What processes build effective collaborations with communities? How could embracing technology impact schools?
- 81. “Clarify the question”….. What question would be useful for your organisation to explore….. • How can we maximise our collective performance in rebuilding CHCH horizontal infrastructure? • How can we support the resilience and well being of people in CHCH? • How can we re-configure a merged school? • How can we meet growing need in an environment of reducing funds? 81
- 82. System thinking tools – affinity process 1) Clarify the question 2) Determine influence factors 3) Map connections 4) Identify leverage 5) Act with clarity 82www.ideacreation.org
- 84. 84
- 85. 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 85www.ideacreation.org Adapted from Gallop
- 86. 1.Collaborating and partnering 2.‘Diverse’ talent leadership strategy 3.Flexible work options 4.Use of technologies to engage 5.Looking outside your areas of expertise/industry/country to learn from others 6.Corporate social responsibility and ethics 7.Reputation and brand leadership attraction 8.Strong workplace culture 9.Ability to support innovators in your organisation 10.An intentional career development matrix 1= We don’t have anything in place 6 = We are a market leader in this area Leveraging Performance Growth From innocence to excellence www.thinkbeyond.co.nz
- 87. Culture eats strategy for lunch…
- 88. Rogers - Diffusion of innovation 88
- 89. 89
- 91. Commitment Charting A (Induction) Team Leaders Technology Board B (the D) Adapted from the ESD Toolkit v2.0 91www.thinkbeyond.co.nz
- 92. Empathy Map PAIN What are their frustrations? What obstacles stop them achieving what the want? What risks do they fear taking? GAIN What do they want to achieve? How do they measure success? What strategies might they use to achieve their goals? EXTERNALINTERNAL OBSERVE INQUIRE ACTIONS & BEHAVIOURS What do they say and do? What is their attitude in public? What could they be telling others? What is their behavior to others? LISTEN SEE How do they see their environment? Who do they interact with – friends/ family/ colleagues/ associates? What types of offers are they exposed to on a daily basis? THINK/FEEL What is really important to them – what really matters? Imagine their emotions. What moves them? What keeps them awake at night? What are their dreams and aspirations? Are there any potential conflicts between what they say and what they really think/feel? HEAR What do their friends/family/colleagues say? Who really influences them? What do their influencers say? What media channels are influential? How? www.thinkbeyond.co.nz
- 93. Conversation •Exploratory •Suspend assumptions •Mutual questioning •Growing of insights and new ideas DialogueDiscussion Decision Understanding An exchange of ideas between two or more people Social Advocating InquiringListening Conscious use of language and clarity of purpose through… Task AND relationship www.thinkbeyond.co.nz © 2011 93 •Reach a conclusion •Kill choice •Debate •Logically explore
- 94. Herrmann‟s Whole Brain Processing Model… Where does this idea come from? How will I organise resources & planning? What is the big picture of this change? How will my team feel about all this?
- 96. 96 Complicated domain Technical Problems Comparing change processes Complex domain Adaptive Problems Need and Vision Fine-tune and embed Roll out Scale up TrainingAdopt proven idea Pilot Team Need and Vision Assess responses and fine tune Scale upLaunch multiple experiments Foster collective intelligence Pilot/AI/PD.. •Steps are pre-planned and predictable •Proven solution •Linear process •Steps are emergent •Inquiry focussed on new solutions •Cyclic process SENSE ANALYSE RESPOND RESPONDSENSEPROBE www.ideacreation.org
- 97. 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 97www.ideacreation.org
- 98. 98
- 99. Change Inquiry Process 1) Planning • Start with your change inquiry question • Collate key ingredients of process • Consider a sequence of steps 2) Prototyping • First person present summary (2 mins) • Second person ask questions and feedback (5 mins) • Swap roles 99
- 100. 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 100