Lynne Rees Peter Mutton & Jeremy Scrivens - Presentations

8/3/2019 Lynne Rees Peter Mutton & Jeremy Scrivens - Presentations

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Business Excellence“Modelling our Dynamic Enterprise Systems around

who we are being and what we do at our best .”

Lynne Phillips-ReesPeter Mutton

The Emotional Economy at WorkJeremy Scrivens

1



Today’s 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

2



Where do your people sit on the engagement scale?

3

‘The Compliant’

Put the minimum effortinto their work but that’s it

Not looking for better waysof doing things

Require supervision / workto third party compliance

Resistant / unenthusiasticabout change

“The Subversives”

Not just unhappy butacting out theirunhappiness

Every day underminingwhat their colleaguesaccomplish

“The Contributors’

Work with passion

Feel emotionally connectedwith their work, colleaguesand customers

Adapt positively to change

Create and innovate

Willingly serve others



Employee engagement in Australia – crisis or opportunity?

The Subversives

Data from Gallup



“Over the past ten years, businesses have used Lean, Six Sigma, business processengineering and other techniques to drive costs out of a business. They have alsosucceeded in driving people nuts. Something really important happened two

years ago. The percentage of people who loathe their jobs has been rising andthe number of people who love their jobs has been falling. Two years ago these

lines crossed. If we don’t find a way to reverse that trend then we are trulystuffed.”

Bill Aronson 2010

Director

Enterprise Designer Institute

Author

Turning Up for Life

5





Employee engagement is hierarchical with emotional connectors more powerfulStart with the heart – not the head

7

Emotional - heart

Rational - head



8

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 don’t try) as a result of emotional commitment, not rational commitment”

Corporate Leadership Council

9



Every Enterprise faces two competing demands: it must operateits current activities and adapt those same activities to face

future opportunities and challenges.

Technical Change(Kaizen)

Adaptive Change(Kaikaku)

Current solutions and knowledge New solutions and knowledge

Diagnostic – Fixing Inquiry – Creativity

The changes are designed externallyby third parties

The changes are created by thepeople who do the work

Focus on what we do and how we doit

Focus on why - values, beliefs &behaviour - who we are

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Principles for Engaging People in Adaptive ChangeMeg 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 what’s possible

The wisdom resides within us

Relationships are the glue that binds us together

See handout 11



Peter Drucker “The Next Society” Interview byDavid Cooperrider

“The task of leadershipis to create analignment of strengths, making our weaknessesirrelevant.”

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Two Very Different Approaches to Change

Appreciative Inquiry

Select a Positive Topic

Look for positive experiences –stories

Identify what works – strengths

Align strengths making weaknessesirrelevant (Drucker)

TECHNICAL FIX ADAPTIVE GROWTH

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Problem Solving

Define the problem

Analyse what isn’t working (gaps)

Go to the solutions manual

Fix weaknesses and close gaps



What’s the topic and the lens for our businesschange work- problems or possibilities?

Group ExercisePositive Topic Alternatives

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

T h e T i p

So much of valueIs hidden below

SYSTEMIC VALUESYSTEMIC VALUEThe work we doThe work we do

Process FlowProcess Flow

EXTRINSIC VALUEEXTRINSIC VALUERelationshipsRelationships

ColleaguesColleagues

CustomersCustomersSuppliersSuppliers

INTRINSIC VALUEINTRINSIC VALUEIndividualIndividual – – Self Self

ValuesValuesTalentsTalents

MeaningMeaning( bigger than( bigger than

myself)myself)EnduringEnduring

Robert Hartman

Value “axios” = good

We map and build on

what is good



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

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Results

Our People

Internal Customer Supplier RelationshipsSystemic Extrinsic Intrinsic

Values

Our SuppliersOur Customers

Mission Vision Strategy

Structure

Technology

Processes

Heroes

UnspokenNorms Buildings

Rituals

Visuals

Leadership

Recruitment

Learning

Accountability

Meaning

External CustomerSupplier Relationships

Systemic Extrinsic Intrinsic

External CustomerSupplier Relationships

Systemic Extrinsic Intrinsic

Mapping value“what is good”

Imre HegedusJeremy Scrivens



Inside Out BenchmarkingBeing Well & Doing Well

Being Well ADAPTIVE DNA CODE Doing Well

Who am I being?

Who are webeing?

Who are you being?

What do we do well?

To Appreciative Inquiry CycleConversation 3 Dream

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Platinum PrincipleTreat others as they want to be treated



David Jones & Associates

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Engagement / Practice IssuesHigh workload

Customer complaints

Increasing demand for personal tax returns

Unhappy staff – not staying

High stress and sick leave

Appreciative Inquiry – DNABusiness clients - not PAYE tax

Complex & holistic – not transactional

Going deep / spending time researching bestpractice

Innovation and practical solutions

Ownership of clients – long term relationships

Natural Talents of Team MembersNaturally diplomatic – won’t tell anyone they areunhappy

Thoroughness / accuracy

Forming & building long term relationships withpeople - face to face although Practice LeaderFocused on pace & results

High care – compassionate

Solutions Found From Within the PracticeDeveloped 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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Behaviour 40 50 60 70 Behaviour

Rational Focuses onfacts, objective, work,

Martin AlanRalphCarol

AnneBarry

PeterRose

TerrySallyMary

Empathetic ,Focuses on people,feelings, listens

Task Focused Results

focus, fast paced, getthe job done, likeschange

Martin

Alan

Mary

Terry

RalphPeter Rose

AnneBarry

Carol

Sally

Encouraging People

focus, slow paced,supportive, helpsout, stability

Confronting Makestough calls, confrontsearly, holds people

accountable

Martin Rose AlanRalph

Carol

AnneSallyMary

TerryBarryPeter

Accepting, canaccept mistakes,tolerant,

harmonious,accepting, relaxed

Behaviour 40 50 60 70 Behaviour

David Jones Accounting Group - Patience FactorBusiness DNA – Natural Talents

Documents

Lynne Rees Peter Mutton & Jeremy Scrivens - Presentations