Cultural Change - Monsters and heroes
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Richard Claydon and Stefan Norrvall's presentation from Change Management Hangout on the failed promise of cultural change as the silver bullet for an engaged, hard working, loyal workforce.
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Cultural Change - Monsters and heroes
- 1. Cultural Change Heroes and Monsters E-Book Link: theironicmanager.com/heroes-monsters
- 3. WALKING DEAD THEMES Fear of a Meaningless Existence Reborn Tribalism Constantly Alert and Agile
- 5. GAME OF THRONE THEMES The End of Traditional Leadership The Impotence of Planning The Unpredictability of Power
- 11. THE NEW HEROES The tight-knit survival group The "behind the scenes" un-recognised hero The for the greater good hero
- 12. THE NEW HEROES Hero Triad Activity
- 13. THE HEROIC JOURNEY Take an Irony Bath
- 14. THE HEROIC JOURNEY Take an Irony Bath Find your Cynics
- 15. THE HEROIC JOURNEY Take an Irony Bath Find your Cynics Understand your Mythologies
- 16. THE HEROIC JOURNEY Understand your Mythologies Loving Unloving Trusting Untrustworthy Courageous Cowardly Dignifying Undignifying Fair Unfair Honest Dishonest
- 17. THE HEROIC JOURNEY Take an Irony Bath Find your Cynics Understand your Mythologies Widen your Limits of Discretion
- 18. THE HEROIC JOURNEY Theory X & Theory Y People need to work and want to take an interest in it. Under right conditions, they enjoy it Attitude Direction Responsibility Creativity Motivation People will direct themselves towards an objective that they accept People will seek and accept responsibility, under the right conditions Under the right conditions, people are motivated by the desire to realize their own potential Creativity and ingenuity are widely distributed and grossly underused People must be forced or bribed to make the right effort People are motivated mainly by money and fears about their job security People dislike work, find it boring, and will avoid it if they can People would rather be directed than accept responsibility, (which they avoid) Most people have little creativity - except when it comes to getting round rules
- 19. THE HEROIC JOURNEY Widen the limits of discretion
- 20. THE HEROIC JOURNEY Widen the limits of discretion
- 21. Meritocracy Budgeting Planning Control of work hours Job Descriptions Competencies Management Incentives Individual targets Performance Appraisal/360属 Salary Ranges Training budgets Personnel Development Org Charts Target negotiation Holiday applications Personnel Expenses Suggestion boxes Assessment Centers Knowledge Management Pay for Performance Paid extra hours Bonuses Sales Quotas Dress codes Job titles HR Allocations Cost Management Plan-Actuals variances Forecasting MbO Development Centers Bosses hire Strategic Planning Travel policies Jours fixes Earnings Guidance Matrix Structures Key Accounting Business Areas Business Partners SWOT Analysis
- 22. THE HEROIC JOURNEY Take an Irony Bath Find your Cynics Understand your Mythologies Widen your Limits of Discretion Pedal the Agile Bicycle
Editor's Notes
- #2: Into: Theory-based Practice Strong Culture -> Decadence -> Dystopia TV Series Reflecting Themes New Organizational Heroes Strong Culture Theory Tom Peters In Search of Excellence - Promise of joyful work & prosperous life Peak era = decadent tendencies Cultural cycle theory enthusiasm, development, peak, decadence, dystopia Gideon Kunda Engineering Culture Hard working, loyal & committed employees Burnt out zombies, family breakdown, suicides Espoused values unable to capture complex reality gap between expected and actual reality Survival requires irony, cynicism and dramatic understanding My Research 1981-1992-2006-2016 The end of the cultural cycle Volatility, Uncertainty, Complexity, Ambiguity Human Response healthy (irony, skepticism, humour, cynicism) unhealthy (confusion, emotional and psychological breakdown, nihilism)
- #4: Theme 1 - Fear of a Meaningless Existence: Meaninglessness of strong culture | ironic/nihilistic response Broken People in Silicon Valley Theme 2 - Reborn Tribalism: Seth Godin: Tribes Culture Fit Cultures of non-conformity Theme 3 - Be Alert and Agile: No resting place Survival requires constant action
- #6: Theme 1 - The End of Traditional Leadership: Qualities of the traditional leader no longer suffice (charismatic (Robert Baratheon), virtuous (Ned), strategic (Robb), ruthless (Tywin)) Leadership emerges from those forced by circumstances to reinvent themselves (Tyrion the diplomat, Jaime the noble cynic, Jon and Daenyrs, maturing relationship builders, Arya the backstage trickster ) Theme 2油- The Impotence of Planning:油 Good strategic planning is no predictor of success (Robb) Backstage agreements and agile tactical maneuvering Theme 3 - The Unpredictability of Power: Complex characters. Bad people do good things and vice versa. The tiniest action can end up having huge consequences. Complex situations. However ruthless and clever you are, you still have to contend with fire-breathing dragons and the army of the dead to succeed.
- #7: The Theme - The Rise of Machiavellian Ruthlessness: Emotional intelligence as tool to be successful, not effective! Indirect communication. Promising one thing to the unsuspecting while planning something else. Making fools of anyone who has moral fibre. Making deals with power brokers, then doing their bidding. Cersai, Littlefinger Thinking Point: Frank Underwood is the most traditional leader of all the characters in our currently popular shows. Moneyed, elegant, stylish, well mannered, charming, witty, and debonair. Yet he has no ethical morality. No sense of purpose other than to seize power. Driven by unrelenting ambition when nothing is ever enough. Why are we compelled to watch such a character?
- #8: The Theme -油The Sacrifice of Personal Morality: Complexity and Paradox: Coping with incompatible demands in working life and between working and home life Emergent leadership: An ability to quickly analyse and deal with new experiences and data Resilience: See it through to conclusion, no matter what Authenticity and the loss of moral compass: Walt becomes authentically aligned to being the best meth manufacturer possible. Thinking Point: Walter White is destroyed by his descent into a moral-free existence. Which, paradoxically, is motivated by a deep morality about providing for the family. Are you morally conflicted? Are the contradictory imperatives stressful? How might they be for those undergoing the change initiative? 油 Takeaway: Strengths-based training is becoming increasingly trendy in the contemporary organizational space. Classic tragedies all follow a plot line in which the hero undermines himself by an over-reliance of his core strengths. This reliance results in a trained incapacity and cognitive bias that prevents him seeing what is really going on. Be careful of over-reliance on one way of doing things in complex conditions of change. Or risk a tragic outcome.
- #10: DYSTOPIAN TRIAD
- #12: Is it realistic to have a superhero to lead an organisation, one person with all the answers and the great vision behind whom we all rally? We think not, it is more realistic that we have to work together to achieve change and that we all play our part in leading change.
- #13: Is it realistic to have a superhero to lead an organisation, one person with all the answers and the great vision behind whom we all rally? We think not, it is more realistic that we have to work together to achieve change and that we all play our part in leading change.
- #14: 1: Analytical Thinking The ability to separate油the business油into its constituent parts in order油to study the parts and their relations. Produces a functionalist understanding of the organisation. Reduces performance to numbers. People to油personality traits and competencies. And projects to step-based processes.油 油 2: Creative Thinking The ability to see the world in a novel way. Occurs in unpredictable shifts and flows. Elegantly combines images, words and patterns to discover new possibilities. Opens up new ways of being and doing. Which are evaluated as creative or not by experts, peers and the public.油 油 3: Critical Thinking The ability to油follow reason and evidence wherever they may lead. A systematic way of solving problems. 油Possessing curiosity, fairness and a confidence in reasoning. Helps determine between genuinely innovative and snake-oily solutions.油 油 4: Design Thinking The ability to empathetically understand what humans need. To take on board context and culture before delivering ways to do things. Actively engages people in the process. And then learns and improves by and through油making things. Working out their strengths and weaknesses. Redesigning. And so on.油 油 5: Systems Thinking The ability to see the "big picture" rather than isolated parts. To understand reoccurring systemic problem, often made worse by previous attempts to fix them. Takes environmental variables油into consideration. And deals with non-obvious problems.油 油 6: Synthetic Thinking The ability to油turn a油combination of ideas into a complex whole. Requires wide cross-disciplinary knowledge. Joins together concepts from a range of different disciplines (e.g. management, philosophy, sociology, art) to produce coherent pathways forward.
- #15: All heroes need a band and willing (or sometimes reluctant) supporters. Who will help you on your journey? Find the people that can provide support.
- #17: Values Continua from Ian Macdonald, Catherine Burke, Karl Stewart (Systems Leadership) What are the stories people are telling now and what positive or negative values are ascribed to them? To shift the organisational narratives this is where you are starting from. Reference David Snowden's work on narrative inquiry and using SenseMaker Who are the villains in this quest The Systems, Symbols, and leadership behaviour that reinforce the mythologies you want to shift. The people who benefit from the current situation.
- #19: Theory X and Theory Y From Niels Pflaeging Author of Organize for Complexity www.organizeforcomplexity.com
- #20: Theory X how we are creating a lifeless organisation through all sorts of controlling mechanism to reduce variability in the tasks and thinking. End state neatly defined (although that is just an illusion).
- #21: Theory Y perspective allows for wider limits of discretion. The end is often undefined.
- #22: From Niels Pflaeging Author of Organize for Complexity www.organizeforcomplexity.com Niels calls this the Billion Dollar 際際滷 all the silly Theory X based practices or systems that are common placed in most organisations. We should get rid of these.
- #23: Ironic bath this complex, chaotic situation were in, what we are doing is not helping, my task is to identify different pathways, different types of thinking, to move decision makers away from the prevailing analytical thinking will not suffice. Who will help me? What are the current mythologies in the organisation? Who are my blocking characters? Systems, Symbols, people benefiting from current situation. Theory Y mindset to widen limits of discretion.
- #24: So is this all theory and a utopian ideal? Or are there some examples of organisations that do this?
- #25: From Niels Pflaeging Author of Organize for Complexity www.organizeforcomplexity.com