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Traditional Leadership Response 1. Leaders need to get strategic direction right by widening the engagement of people in the strategy formulation process (both for data robustness and people ownership of the strategy). 2. Leaders need to know how to do internal organisation adjustment (systematic alignment) to ensure the organisation is equipped to support any change/strategic implementation. 3. Leaders need to be equipped to lead change and to ensure the change processes a) is synonymous to development, b) helps to start shifting behaviour and mindset. 4. Ensuring the culture is adjusted to support the organisation in changing time. 5. Leaders need to be effective commissioners to ensure the right people get involved to deliver the change that will be sustainable. © Quality & Equality 20
When significant challenges resulting from multidimensional and unpredictable forces. Leaders need to: ! Use a different set of insights into complex situations and simple approaches to build adaptive capacity ! To understand how to see and influence patterns of behaviour, interaction, and performance © Quality & Equality Ltd 21
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 18 and 19: Static change - is about moving fro
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
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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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