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Organisational culture & transformation

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Coming to apithology ... and the generative unfolding of The Holos Group — Dr. Richard Harmer. I was on a late night flight form Sydney to Melbourne in October, 2012.

Coming to apithology ... and the generative unfolding of The Holos Group — Dr. Richard Harmer

I was returning home after a day of coaching - working with a client organisation’s high potentials and future leaders. Each person I had spoken with that day was incredibly smart, accomplished, and full of hope about what was possible for their career. And yet for each person I coached that hope was filled with a tinge of concern - even trepidation - about their likelihood of realising that future potential, and a deep questioning of their ability to “be enough” if they did.

I remember the flight vividly, as if it were yesterday. I was tired from the busy day of dialoguing with my coaching clients, but was also feeling fully alive. I remember feeling a sense of relief during that flight, that I had “finally” overcome that concern of whether I would “be enough” to successfully navigate whatever life was to throw at me (how wrong I was to have that thought, but that is a story for another time!). The Three Qualities of People I Most Enjoy Working With. Designing motivation – Philip Oude-Vrielink Philip Oude-Vrielink. What motivations One body of research talks about intrinsic and extrinsic motivators — activity and outcome based.

Designing motivation – Philip Oude-Vrielink Philip Oude-Vrielink

Another body of research talks about personal and social motivators. Most people consider these four domains as separate. I consider them as the four ways we experience what we do, how we do it, and who with. In other words, they’re the four ways we experience what’s enjoyable or unpleasant to experience. Many organisations focus on the outcome aspects of motivation — reward and recognition. What matters All four aspects matter. Amply rewarded is one thing. Crafting choice. The Further Reaches of Adult Development - Robert Kegan. How Different Cultures Understand Time. Hello My team and I recently joined HR leaders at the Asia-Pacific HR Summit.

A pressing topic for organisations is the ongoing challenge of managing change. My keynote presentation about the neuroscience of change was keenly attended and we heard success strategies from organisations such as Campbell Arnott’s, CNH Industrial and QBE. The past couple of months have been full of growth and change for the Langley Group. We welcomed three new members to our consulting team, launched a new website and blog for the Langley Group Institute and our Diploma of Positive Psychology & Wellbeing, and have set new dates for public programmes due to popular demand. We've extended our call for participants for our study on brain training, so if you didn't sign up earlier, you can still contribute. What is Holacracy? — About Holacracy. On March 5th, 2014 CNN published a piece Go to work, ditch the boss?

What is Holacracy? — About Holacracy

On Zappos’ adoption of Holacracy. The piece, which includes an interview of Zappos’ advisor John Bunch, highlights Holacracy, “as an organizational system that does away with hierarchy.” This is incorrect. Holacracy is absolutely hierarchical. Holacracy does not create a flat management structure nor a bossless office. What is Holacracy? In traditional organizations, each employee has one manager and one title. Consider also how traditional organizations struggle to adapt to changing market conditions. Holacracy offers “Social Technology.” Structural Adaptivity Holacracy fundamentally changes the way workers organize around work: there is an explicit distinction made between Roles and Souls — a description of the work to be done and the people who do it.

Terminology aside, this shouldn’t sound like a radical change from how things are arranged in a traditional organization. The wrong way to successful change – Philip Oude-Vrielink Philip Oude-Vrielink. Why the low success rate?

The wrong way to successful change – Philip Oude-Vrielink Philip Oude-Vrielink

With your change initiatives, do you want a higher success rate? I’ve recently had several people express their wish for certainty that their change initiative will be successful the first time. A completely understandable and common desire. However, depending on the source, the suggestion is that about 50% of large change initiatives are ‘successful’ and even less when it comes to mergers and acquisitions. Depending on how you look at it, many, if not most, large change initiatives are not successful. I’d add the word, ‘yet’. If you think you've not succeeded, remember the word, 'yet'.

Culture or strategy? – Philip Oude-Vrielink Philip Oude-Vrielink. The leadership business of culture - Philip Oude-Vrielink Philip Oude-Vrielink. Why the cynicism?

The leadership business of culture - Philip Oude-Vrielink Philip Oude-Vrielink

John Kotter in Leading Change did a great job of showing that 70% of organisational and workplace change initiatives fail. A few years ago, in a study of 1500 change management executives (people whose job is to get change right), IBM found 60% of change projects failed. You might have tried, in the past, to work with and change your team or organisation’s culture — with mixed success. Even with the of best intentions, investing time, effort and energy trying to shift that elusive, intangible ‘thing’ of culture often doesn’t seem to change much. Resistance kicks in, inertia counteracts momentum, and things often end up looking a lot like they did before. Frequent failure breeds cynicism. The factor critical for successful culture change – Philip Oude-Vrielink Philip Oude-Vrielink. Sourcing subjective outcomes Respect can’t result from denigration.

The factor critical for successful culture change – Philip Oude-Vrielink Philip Oude-Vrielink

Exclusion won’t create inclusion. No form of prejudice can ever produce equality. When it comes to the subjective, intangible, invisible aspects of people and human experience, the outcome you get is the method you use. In other words, the culture you’re after must be the method you use to create it. Respect and inclusion are created when the methods are consistently experienced overall as being respectful and inclusive. When it comes to culture change, the end is the method. Method integrity matters.