Guiding Change for Professionals  

Developing  core  interpersonal  &  people  management  skills  at  all  

levels  of  the  organisa5on  

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?

Management 2020 : The Evidence

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)

Source: The  Chartered  Management  Ins5tute  (CMI)

UK  Business  Landscape  Changing  ?  

Key  feature  of  CMI  Open  LeFer:  For  a  BeFer  Managed  Britain,  organisa5ons  need  to  focus  on  three  cri5cal  areas:  

Purpose,  People  and  Poten5al    

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  

THE  FATAL  BIAS  The  prevailing  Management  Bias  

towards    cost  efficiency  is  seriously  harmful  to    

corporate  performance  

A Common issue we all face

JONES, D. J. & RECARDO, R. J. 2013. Leading and Implementing Business Change Management: Making Change Stick in the Contemporary Organization: Taylor & Francis.

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)

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The  prior  reports  and  the  above  statement  inspired  this  session  

Our Focus Today

PEOPLE

Our Practice

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

Assentire’s Multidisciplinary Practice

Assentire Practice Model Sept 2014

Henley Business School

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…

Occupational Psychology

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Enabling Technology, Process and People

M&A experiences made me curious about PEOPLE

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  

8  Deming’s  SoPK  was  developed  over  the  last  decade  of  his  life,  he  died  in  1993  at  the  age  of  93  

2015 REAL LIFE multi-play game

Please read and listen carefully to what comes next on the screen…

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…

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 !

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.

Guiding Change for Professionals

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’.

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

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

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/

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

Explored ‘theory-in-use’

Adapted from 2: R Schwarz, Jossey-Bass 2005, The Skilled Facilitator Field book

How often you see the behaviours across the organisation. Where: 5 = Often, 3 = Occasionally and 1 = Rarely.

Your turn to score the 2 x 21 descriptions  

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.  

Explored ‘theory-in-use’

How often you see the behaviours across the organisation. Where: 5 = Often, 3 = Occasionally and 1 = Rarely.

Group 1 Group 2

At work, do you experience Group 1, Group 2 or in-between?

Adapted from 2: R Schwarz, Jossey-Bass 2005, The Skilled Facilitator Field book

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

Mode  of  Management  Preference  

From  this   To  this  

Constraint   Stretch  

Compliant     Self-­‐discipline  

Control     Support  

Contract     Trust  Assentire Ltd ©

All are needed with the need to balance the natural tension between them

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

Leadership

© Assentire Ltd

PURPOSE

Culture

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

Organisational Dynamics (OD)

We need to pay special attention below the line, dramatically increasing

change success rates

Assentire Ltd © Grow Through Change, an Organisational Dynamics (OD) framework

Leadership

© Assentire Ltd

PURPOSE

Culture

Motivation

Up to 70% of change initiatives fail to meet stakeholders expectations What had we missed!

Typical change initiatives focus above the line,

neglecting or marginalising the human element

Organisational Dynamics (OD)

We need to pay special attention below the line, dramatically increasing

change success rates

Assentire Ltd © Grow Through Change, an Organisational Dynamics (OD) framework

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✔  

✔  

✔  ✔  

✔  ✔  

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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)

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,

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

Your turn  

Now consider what came to mind!

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 ?

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.  

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!

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

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) .

Our Client’s updated Change Challenge 1: Inclusion

2: Control

3: Openness

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

Motivation During Challenge

http://youtu.be/rrkrvAUbU9Y

The puzzle of motivation

http://youtu.be/u6XAPnuFjJc

Drive: The surprising truth about what motivates us

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

Resistance to Challenge and SDT

http://goo.gl/kyXg3x

What Drives Resistance to Change

Available on EBSCO

Theory-­‐in-­‐use  

No Charge copy from here http://goo.gl/hnVUYW

Will be available till the end of 2014 Use ‘henley’ pw to open

Innovation Audit, Team and Workgroup Edition

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

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

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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