Business Excellence Modelling our Dynamic Enterprise Systems around who we are being and what we do at our best.

Lynne Phillips-Rees Peter Mutton The Emotional Economy at Work Jeremy Scrivens
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Todays Talk
The Engagement Crisis in Our Organisations Engage People in Adaptive Change Principles for Engaging People in Adaptive Change Mapping What Works in Our Enterprise Systems How Far Down Do We Map Our Systems? The Three Levels of Value Start Business Change by Building Authentic Relationships Dynamic Systems Case Study Marion City Council
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Where do your people sit on the engagement scale?

The Contributors Work with passion Feel emotionally connected with their work, colleagues and customers Adapt positively to change Create and innovate Willingly serve others

The Compliant Put the minimum effort into their work but thats it Not looking for better ways of doing things Require supervision / work to third party compliance Resistant / unenthusiastic about change

The Subversives Not just unhappy but acting out their unhappiness Every day undermining what their colleagues accomplish

Employee engagement in Australia crisis or opportunity?

The Subversives

Data from Gallup

Over the past ten years, businesses have used Lean, Six Sigma, business process engineering and other techniques to drive costs out of a business. They have also succeeded in driving people nuts. Something really important happened two years ago. The percentage of people who loathe their jobs has been rising and the number of people who love their jobs has been falling. Two years ago these lines crossed. If we dont find a way to reverse that trend then we are truly stuffed.

Bill Aronson 2010 Director Enterprise Designer Institute Author Turning Up for Life
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Employee Engagement Report 2011

Beyond the numbers: A practical approach for individuals, managers and executives Published Dec 2010 / Jan 2011

Many managers are struggling with engagement. Managers are not necessarily doing the things that matter most, which are around coaching talents, relationships and engaging their teams in authentic, reflective conversation Managers should Understand each individuals talents, interests and needs and then match those with the organizations objectives While at the same time creating personal, trusting relationships. Create a culture and work flow where people are inspired to give more than get Furthermore, they need to discuss engagement often.

Employee engagement is hierarchical with emotional connectors more powerful Start with the heart not the head

Emotional - heart

Rational - head

Does our business change and improvement work focus on emotional job?

Corporate Leadership Council

Employee performance depends on the heart over the mind Employees try (or dont try) as a result of emotional commitment, not rational commitment
Corporate Leadership Council

Every Enterprise faces two competing demands: it must operate its current activities and adapt those same activities to face future opportunities and challenges.
Technical Change (Kaizen) Current solutions and knowledge Diagnostic Fixing The changes are designed externally by third parties Focus on what we do and how we do it Adaptive Change (Kaikaku) New solutions and knowledge Inquiry Creativity The changes are created by the people who do the work Focus on why - values, beliefs & behaviour - who we are
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Principles for Engaging People in Adaptive Change Meg Wheatley

People support what they create People act responsibly when they care Conversation is the way human beings have always thought Focus the conversation on what works and whats possible The wisdom resides within us Relationships are the glue that binds us together See handout
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Peter Drucker The Next Society Interview by David Cooperrider

The task of leadership is to create an alignment of strengths, making our weaknesses irrelevant.

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Two Very Different Approaches to Change

Problem Solving Define the problem Analyse what isnt working (gaps) Go to the solutions manual Fix weaknesses and close gaps

Appreciative Inquiry Select a Positive Topic Look for positive experiences stories Identify what works strengths Align strengths making weaknesses irrelevant (Drucker) ADAPTIVE GROWTH

TECHNICAL FIX

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Whats the topic and the lens for our business change work- problems or possibilities?
Group Exercise Positive Topic Alternatives

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Mapping & Building on What Is Good -The Three Levels of Value

SYSTEMIC VALUE The work we do Process Flow

The T

ip

Robert Hartman Value axios = good We map and build on what is good

EXTRINSIC VALUE Relationships Colleagues Customers Suppliers

INTRINSIC VALUE Individual Self Values Talents Meaning ( bigger than myself) Enduring

So much of value Is hidden below

How Far Down Do We Map Our Enterprises? Dynamic Systems View

Results

Mapping value what is good

Heroes

Values

Mission

Vision

Strategy

External Customer Supplier Relationships Systemic Extrinsic Intrinsic Leadership

Visuals

Our Suppliers
Learning

Our People
Internal Customer Supplier Relationships Systemic Extrinsic Intrinsic

Accountability

Our Customers
Processes

Rituals

Technology

External Customer Supplier Relationships Systemic Extrinsic Intrinsic

Unspoken Norms

Recruitment

Structure

Buildings

Meaning
Imre Hegedus Jeremy Scrivens

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Inside Out Benchmarking Being Well & Doing Well

Being Well ADAPTIVE DNA CODE
Who are we being? Who are you being?

Doing Well

What do we do well?

Who am I being?

Platinum Principle Treat others as they want to be treated

17 To Appreciative Inquiry Cycle Conversation 3 Dream

David Jones & Associates

Engagement / Practice Issues High workload Customer complaints Increasing demand for personal tax returns Unhappy staff not staying High stress and sick leave Appreciative Inquiry DNA Business clients - not PAYE tax Complex & holistic not transactional Going deep / spending time researching best practice Innovation and practical solutions Ownership of clients long term relationships Solutions Found From Within the Practice Developed a team charter around shared values & behaviours ( speaking up / slow down pace) Withdrawing from personal tax return business Expanding business advisory practice Team based client work Career planning and mentoring
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Natural Talents of Team Members Naturally diplomatic wont tell anyone they are unhappy Thoroughness / accuracy Forming & building long term relationships with people - face to face although Practice Leader Focused on pace & results High care compassionate

David Jones Accounting Group - Patience Factor Business DNA Natural Talents
Behaviour Rational Focuses on facts, objective, work, 40 Martin 50 60 Alan Ralph Carol Anne Barry Peter Rose Alan Mary Terry Ralph Peter Rose Anne Barry Alan Ralph Carol Anne Sally Mary 60 70 Terry Sally Mary Behaviour Empathetic, Focuses on people, feelings, listens

Task Focused Results focus, fast paced, get the job done, likes change

Martin

Carol Sally

Encouraging People focus, slow paced, supportive, helps out, stability

Confronting Makes tough calls, confronts early, holds people accountable

Martin

Rose

Terry Barry Peter

Accepting, can accept mistakes, tolerant, harmonious, accepting, relaxed

Behaviour

40

50

70

Behaviour
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