- 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 12 and 13: Three decades of ‘Hyper’ -organ
- Page 14 and 15: Impact on the world of work ! Inces
- Page 16 and 17: 1934-1945 Work Attitude and Motivat
- 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
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Addressing resistance during change
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Change and multiple realities Multi
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A sample of reac
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Working with resistance involves ou
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Activity 4.1 © Quality & Equality
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Engagement the big factor that
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Why engagement maKers in change
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The neuroscience of engagement ! St
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Away The scarf model Towards (Thr
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Utilise engagement framework Princi
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Session Five Deepening HR change ca
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The Human Transition Process Ending
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Phases of Transition Endings Loss
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The Tension of Transition Future re
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The three states not only do not sh
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Interim issues that organisation ne
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The questions that a change leader
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Practical implications for HR E
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Temporary Change Structure
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There is another important group th
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Change Team Member Specification Bu
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Reference group(s) (offer second op
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Champions and Sponsors • The role
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Activity 5.1
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In complex and chaotic change conte
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Is our understanding of our ‘deep
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Change leader as an Instrument •
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OD Practice Trademark The total sys
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Design Premise Use of Self Living s
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Compassion - at root, means to suff
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Hospicing the OLD • pay aKenC
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Easing the difficulty of change Hir
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