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Three decades of ‘Hyper’ -organisation ‘Dis’ -organisation © Quality & Equality 12
Non stop cycle of “hyper-organisation” Focus on staying slim Keep performance on the up Ruthless pursuit of greater efficiency (all at great speed) Strip out unnecessary position process, purchases and people Improve economic rationalism © Quality & Equality 13
Page 1 and 2: The 2012 Scottish HR Conference 1.
Page 3 and 4: The edge is a risky place to
Page 5 and 6: Programme Outline 1 2 3 4 Contextua
Page 7 and 8: technological advancement fierce co
Page 9: Communication Empathetic communicat
Page 14 and 15: Impact on the world of work ! Inces
Page 16 and 17: 1934-1945 Work Attitude and Motivat
Page 18 and 19: Static change - is about moving fro
Page 20 and 21: Traditional Leadership Response 1.
Page 22 and 23: The leader’s focus needs to shift
Page 24 and 25: What sort of implications for HR Ma
Page 26 and 27: Implication for HR Profession on us
Page 28 and 29: Macro level issues 1. What is the c
Page 30 and 31: 2. Why this change List all reasons
Page 32 and 33: 2. How would this change affect our
Page 34 and 35: 4. What level of gain are we aiming
Page 36 and 37: 5. What type of change Transformati
Page 38 and 39: High (Overhauling) 6. Based on th
Page 40 and 41: 7. Stocking taking Question : Has y
Page 42 and 43: System Perspective OD Arena Environ
Page 44 and 45: Four frames model for strategic cha
Page 46 and 47: Vision Skills Incentives Resources
Page 48 and 49: Micro Level 1. Who are the key grou
Page 50 and 51: 2. Readiness and capability plannin
Page 52 and 53: 2. Early Adopters Champions Followe
Page 54 and 55: 3. Dovetailing benefit case / logic
Page 56 and 57: 4. For each key group, do we have e
Page 58 and 59: 6. Personal change capacity Underst
Page 60 and 61: Reluctant Player (C player) The
Page 62 and 63:
What is the HR role in personal cha
Page 64 and 65:
Where are we Do we need to chunk th
Page 66 and 67:
Session 4 Deepening HR change capab
Page 68 and 69:
Addressing resistance during change
Page 70:
Change and multiple realities Multi
Page 73 and 74:
A sample of reac
Page 75 and 76:
Working with resistance involves ou
Page 77 and 78:
Activity 4.1 © Quality & Equality
Page 79 and 80:
Engagement the big factor that
Page 81 and 82:
Why engagement maKers in change
Page 83 and 84:
The neuroscience of engagement ! St
Page 85 and 86:
Away The scarf model Towards (Thr
Page 87 and 88:
Utilise engagement framework Princi
Page 89 and 90:
Session Five Deepening HR change ca
Page 91 and 92:
The Human Transition Process Ending
Page 93 and 94:
Phases of Transition Endings Loss
Page 95 and 96:
The Tension of Transition Future re
Page 97 and 98:
The three states not only do not sh
Page 99 and 100:
Interim issues that organisation ne
Page 101 and 102:
The questions that a change leader
Page 103 and 104:
Practical implications for HR E
Page 105 and 106:
Temporary Change Structure
Page 107 and 108:
There is another important group th
Page 109 and 110:
Change Team Member Specification Bu
Page 111 and 112:
Reference group(s) (offer second op
Page 113 and 114:
Champions and Sponsors • The role
Page 115 and 116:
Activity 5.1
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In complex and chaotic change conte
Page 119 and 120:
Is our understanding of our ‘deep
Page 121 and 122:
Change leader as an Instrument •
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OD Practice Trademark The total sys
Page 125 and 126:
Design Premise Use of Self Living s
Page 127 and 128:
Compassion - at root, means to suff
Page 129 and 130:
Hospicing the OLD • pay aKenC
Page 131 and 132:
Easing the difficulty of change Hir
Page 133 and 134:
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