Supporting slides used as part of the Henley Business School Alumni SIG Event organised by the Leadership of Organisational Change Committee. Held on the 14th of October 2014 at AECOM, Mid City Place, 71 – 77 High Holborn London WC1V 6QS. Original event details: http://www.henley.ac.uk/events/guiding-change-for-professionals

1. Guiding Change for
Professionals
Developing
core
interpersonal
&
people
management
skills
at
all
levels
of
the
organisa5on

2. 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?

3. 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)

4. 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
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)
THE
FATAL
BIAS
The
prevailing
Management
Bias
towards
cost
efficiency
is
seriously
harmful
to
corporate
performance

5. 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 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)
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.
5

6. Our Focus Today
PEOPLE

7. Our Practice
Henley Business School
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
Enabling Technology, Process and People
Occupational Psychology
Assentire’s Multidisciplinary Practice
Assentire Practice Model Sept 2014
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…
7
M&A experiences made
me curious about PEOPLE

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

9. Please read and listen carefully to what
comes next on the screen…
2015 REAL LIFE multi-play game

10. 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

11. 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 !

12. 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.

13. 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’.

14. 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

15. 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

16. 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/

17. 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

18. Explored ‘theory-in-use’
Your turn to score the 2 x 21 descriptions
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
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.

19. 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

20. 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

21. 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

22. 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

23. Organisational Dynamics (OD)
Up to 70% of change initiatives fail to meet stakeholders expectations
This failure rate has not changed in over 50 years!
PURPOSE
Leadership
Culture
Motivation
© Assentire Ltd
Typical change initiatives
focus above the line,
neglecting or
marginalising the
human element
We need to pay special
attention below the line,
dramatically increasing
change success rates
Assentire Ltd ©
Grow Through Change, an Organisational Dynamics (OD) framework

24. Organisational Dynamics (OD)
Up to 70% of change initiatives fail to meet stakeholders expectations
✔
✔
PURPOSE
Leadership
Culture
✔
Motivation
© Assentire Ltd
What had we missed!
Typical change initiatives
focus above the line,
neglecting or
marginalising the
human element
We need to pay special
attention below the line,
dramatically increasing
change success rates
Assentire Ltd ©
✔
✔
Grow Through Change, an Organisational Dynamics (OD) framework
✔
✔
?

25. 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)

26. Time for your story
Your turn
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

27. 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 ?

28. 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!

29. 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

30. 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) .

31. Our Client’s updated Change Challenge
1: Inclusion
2: Control
3: Openness

32. 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

33. Motivation During Challenge
The puzzle of motivation
http://youtu.be/rrkrvAUbU9Y
Drive: The surprising truth
about what motivates us
http://youtu.be/u6XAPnuFjJc
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

34. Resistance to Challenge and SDT
http://goo.gl/kyXg3x
What Drives Resistance to Change
Available on EBSCO
Theory-­‐in-­‐use
Innovation Audit, Team and Workgroup Edition
No Charge copy from here
http://goo.gl/hnVUYW
Will be available till the end of 2014 Use ‘henley’ pw to open

35. 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

36. 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
36

37. 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