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Engaging the Whole Organisation

CIPD South West Independents Group. Engaging the Whole Organisation. Geof Cox New Directions Ltd. Agenda. The case for whole system involvement in facilitating change Experience some techniques Some case studies Questions raised Application to your world. Strategic advantage comes from….

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Engaging the Whole Organisation

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  1. CIPD South West Independents Group Engaging the Whole Organisation Geof Cox New Directions Ltd

  2. Agenda • The case for whole system involvement in facilitating change • Experience some techniques • Some case studies • Questions raised • Application to your world

  3. Strategic advantage comes from… • Engaging the talents and capacity of everyone in the workforce • Increasing the speed of innovation and transformation • Creating an environment that attracts and retains the best talent Source: survey of CEOs 2006

  4. The 3I CommitmentModel Commitment Motivation, Responsibility • Commitment, Enthusiasm Motivation, Passion and taking responsibility: • deeply personal processes • cannot be significantly created from the outside. Influence Inform Involve • Decision, acceptance • Best alternative • Values • Personal conviction You can create circumstances where people can motivate and inspire themselves. • Understanding • Facts, Purpose, Goals • Alternatives • Pro/Con

  5. Commitment Decision making Information Involvement Influence Understanding

  6. Does your organisation flock?

  7. TELL SELL TEST CONSULT CO-CREATE Degree of engagement and commitment Creating a shared vision… Source: Fifth Discipline Fieldbook

  8. Where solutions come from in step change situations 6% 34% 60% How to get these heard? Source: IBM

  9. Approach to change Higgs/Rowland model 2005

  10. Source: Weisbord, Productive Workplaces

  11. Traditional Expert designed Cut off from real data Linear process Slow Top down cascade Set in concrete Fix a problem Whole system Involve everyone Focused on live data Plan/implement simultaneously Fast No cascade needed Flexible - strategic thinking Strength based Strategy / change planning

  12. Issues… • How to involve all stakeholders - who may be in conflict • How to enable meaningful dialogue in large groups and avoid chaos • How to increase speed of decision making / implementation to match speed of change • How to translate negative fear into positive energy • How to increase acceptability and commitment

  13. Large Group Interventions • Large numbers in a participative process • Short lead times • Fast results • Whole system in the room • High levels of involvement • High levels of ownership • No need to ‘sell’ the outcome • Implement immediately

  14. Issues… • How to involve all stakeholders - who may be in conflict • How to enable meaningful dialogue in large groups and avoid chaos • How to increase speed of decision making / implementation to match speed of change • How to translate negative fear into positive energy • How to increase acceptability and commitment

  15. Finding Common Ground – Creating a Time Line • On your own – make some notes on memorable personal, global and functional (HR) events that are memorable milestones or turning points to you. • Transfer these onto the three time lines on the wall.

  16. Form 3‘maximum mix’ groups • Take a time line each • Tell us a story that comes from this time-line • Look at the other two time-lines. What patterns do you see with yours?

  17. Future Search • Stakeholder involvement and participation in creating a common future • Classic design • 64 people: 8 groups of 8 • 2-3 days duration • Focus on the past • Map the present messy complexity • Focus on the future • Act

  18. IKEA Case studies Salford

  19. Issues… • How to involve all stakeholders - who may be in conflict • How to enable meaningful dialogue in large groups and avoid chaos • How to increase speed of decision making / implementation to match speed of change • How to translate negative fear into positive energy • How to increase acceptability and commitment

  20. What are the issues? • Think about the issues that you need to address when working in HR today…

  21. Real Time Strategic Change • D x V x F > R • Plan and implement simultaneously • Large and small groups • Design form follows function

  22. Case studies

  23. Issues… • How to involve all stakeholders - who may be in conflict • How to enable meaningful dialogue in large groups and avoid chaos • How to increase speed of decision making / implementation to match speed of change • How to translate negative fear into positive energy • How to increase acceptability and commitment

  24. Invitation to Inquiry: what works? • Think about situations you have experienced where change has been really successful, energising, accepted, meaningful… • Form pairs – share your stories in an appreciative dialogue

  25. Invitation to Inquiry: what works? • In groups, share the essence of the dialogue… • What themes or conditions seemed to be important for successful change? • What are the most significant ones – the top 4 or 5?

  26. Traditional What problems are you having? What are your needs? Fix what is broken Strength based What is working and how can you amplify it? What outcomes do you want? Search for best practice and inspiring ideas, images and connections Strength based approaches…

  27. Case Studies

  28. Issues… • How to involve all stakeholders - who may be in conflict • How to enable meaningful dialogue in large groups and avoid chaos • How to increase speed of decision making / implementation to match speed of change • How to translate negative fear into positive energy • How to increase acceptability and commitment

  29. What issues… • What issues around our theme exist now? • Take a piece of paper, write your issue and your name and announce it to the group as you post it on the wall • Form groups around the issues that interest you

  30. Open Space Technology • A three day coffee break! • Self organised agenda • Passion and responsibility • Largest so far - 5,000+ participants

  31. Case studies Transition towns

  32. World Café

  33. When LGIs are suitable • When a diverse group of people must deal with complex and potentially conflicting material. • Nobody knows the answer. • Ongoing participation is required for success. • Senior management wants to engage the whole system in finding the answer. • Response time is “yesterday.”

  34. When LGIs are NOT suitable • The answer is already known. • Sponsors think they know the answer. • Sponsors feels the need to be in charge and control, control, control.

  35. Participants: ARE IN • Authority to act (e.g. decision making responsibility in an organisation or community) • Resources such as contacts, time or, money • Expertise in the issues to be considered • Information about the topic that no others have; and • Need to be involved because they will be affected by the outcome and can speak to the consequences Weisbord & Janoff

  36. Questions and Application • Questions? • Where can large group processes be used to engage my organisation?

  37. A final note… What happens when a group of musicians, who’ve never played together before, work with no score but just a minimal structure, but with a common interest in creating something magical…. Could you do this with your team ????

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