Guiding Change for Professionals Henley Business School (HBS) Alumni 14 Oct-2014

Guiding Change for Professionals

Developing core interpersonal & people management skills at all levels of the organisa5on

Management 2020 : The Evidence 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?

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)

UK Business Landscape Changing ?

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

Purpose, People and Poten5al Source: The Chartered Management Ins5tute (CMI)

A Common issue we all face 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 mindset 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)

The prior reports and the above statement inspired this session

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

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Our Focus Today

PEOPLE

Our Practice Henley Business School

Enabling Technology, Process and People

Research Project (MBA 2009)

User Behaviour influencing Information System Success

M&A experiences made me curious about PEOPLE

Occupational Psychology Psychometrics Practitioner Research Project

(MSc Coaching and Behavioural Change 2012)

Resistance to Change from a Leaders’ Perspective

(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…

Assentire’s Multidisciplinary Practice 7 Assentire Practice Model Sept 2014

Assentire’s Multidisciplinary Practice • 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

• 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

Deming’s SoPK

• 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

Assentire Practice Model Sept 2014

Knowledge of Variation

Human Psychology

• Motivation • Personality Traits • Interpersonal Skills • Emotional Intelligence • Derailing Behaviours • Primary Colours of Leadership • Transformational Leadership

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

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

2015 REAL LIFE multi-play game

Please read and listen carefully to what comes next on the screen when you play the Video‌

Use your Mobile device and scan the QR code Or Click on URL to play Video http://goo.gl/a69raZ

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 !

Guiding Change for Professionals

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.

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’ 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.

How often you see the behaviours across the organisation.

Where: 5 = Often, 3 = Occasionally and 1 = Rarely.

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

Explored ‘theory-in-use’ Group 1

Group 2

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

How often you see the behaviours across the organisation.

Where: 5 = Often, 3 = Occasionally and 1 = Rarely.

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

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

To this

Constraint

Stretch

Compliant

Self-­‐discipline

Control

Support

Contract

Trust Assentire Ltd ©

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

Organisational Dynamics (OD) 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

PURPOSE Leadership

Culture

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

Motivation

Š Assentire Ltd

Grow Through Change, an Organisational Dynamics (OD) framework

Assentire Ltd Š

Organisational Dynamics (OD) 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

✔ Leadership ✔

PURPOSE

✔

✔ ?

✔

Culture

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

✔

✔

Motivation

© Assentire Ltd

Grow Through Change, an Organisational Dynamics (OD) framework

Assentire Ltd ©

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 Your turn Â

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

Now consider what came to mind!

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.

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 ?

•

The Human Element 3: Openness

1: Inclusion

What I want to Do

What I actually Do

What I want Others to Do

What Others actually Do

2: Control

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 3: Openness

1: Inclusion

2: Control

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 The puzzle of motivation

Beyond talk: creating autonomous motivation through self-determination theory.

D Stone, E Deci and R Ryan 2009 Journal of General Management

http://youtu.be/rrkrvAUbU9Y Drive: The surprising truth about what motivates us

http://youtu.be/u6XAPnuFjJc

DRIVE Terms: Mastery, Autonomy, Purpose

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 SDTbased 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 Competence, Autonomy, Relatedness

Resistance to Challenge and SDT What Drives Resistance to Change

Theory-­‐in-­‐use http://goo.gl/kyXg3x

Innovation Audit, Team and Workgroup Edition

Available on EBSCO

No Charge copy from here http://goo.gl/hnVUYW Will be available till the end of 2014 Use ‘henley’ pw to open

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