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”…
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
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
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
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
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
50.
51. London: the first social media Olympics
Corporate social responsibility
Shared value concept
Sustainability in the workplace
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/
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
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
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
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
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?
95.
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
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