barry bailey - ppma conference 2010
DESCRIPTION
Workstream 1 - Barry Bailey - Developing your skills through active developmentTRANSCRIPT
‘‘Leading through, and beyond, Leading through, and beyond,
Change’Change’
Utilising Active DevelopmentUtilising Active Development
‘…‘…Extraordinary times…’Extraordinary times…’Barry BaileyBarry Bailey
“...we are living in extraordinaryextraordinary times, and extraordinary extraordinary times require extraordinaryextraordinary measures...”
“...If we always do what we’ve always done...
“If we always do what we’ve always done...
During “extraordinary times”...“extraordinary times”.........status quo is NOT an option.
... we’ll always get what we always got...”... we’ll always get what we always got...”
...we may end up like Woolworths, or Zavvi’s or MFI ...we may end up like Woolworths, or Zavvi’s or MFI or Wedgwood or Land of Leather or.....”or Wedgwood or Land of Leather or.....”
Why Change?Why Change?
““...ORGANISATIONS don’t change ... ...ORGANISATIONS don’t change ...
...or DON’T!”...or DON’T!”
...it’s the PEOPLE that do....
Why Change?Why Change?
“What are the extraordinaryextraordinary measuresmeasures which your authority will need to implement in order to provide even greater services to your community over the next few years?”
““...ORGANISATIONS don’t change ... ...ORGANISATIONS don’t change ...
...or DON’T!”...or DON’T!”
...it’s the PEOPLE that do....
Why Change?Why Change?
Claire Robertson a “...Saturday girl at Woolworths...”
“What are the extraordinaryextraordinary measuresmeasures which your authority will need to implement in order to provide even greater services to your community over the next few years?”
... “LEARNING STYLES” don’t change ... ... “LEARNING STYLES” don’t change ...
...or DON’T!”...or DON’T!”
...it’s the LEARNING TECHNIQUES that do....
Why Change?Why Change?
“What are the extraordinaryextraordinary measuresmeasures or learning and development techniqueslearning and development techniqueswhich your authority will need to implement in order to provide even greater
services to your community over the next few years?”
... “LEARNING STYLES” don’t change ... ... “LEARNING STYLES” don’t change ...
...it’s the LEARNING TECHNIQUES that do....
Why Experiential Learning?Why Experiential Learning?
“What are the extraordinaryextraordinary measuresmeasures or learning and development techniqueslearning and development techniqueswhich your authority will need to implement in order to provide even greater
services to your community over the next few years?”
SOURCE: Scientific Research All research was performed by Dr. Simon Priest PhD25 Year Experiential Education Expert. Publisher of over 12 books on the subject and on the Board of Advisors for PLAYTIME Inc
“I Hear – I forget,
I See – I remember,
I Do – I understand” I Do – I understand”
Why Experiential Learning?Why Experiential Learning?
Confucius
... “LEARNING STYLES” don’t change ... ... “LEARNING STYLES” don’t change ...
...it’s the LEARNING TECHNIQUES that do....
You’re in good CompanyYou’re in good Company
“What are the extraordinaryextraordinary measuresmeasures or learning and development techniqueslearning and development techniqueswhich your authority will need to implement in order to provide even greater
services to your community over the next few years?”
… let’s shift some paradigms!
“...we’ve always done it this way...”
...what ...what IFIF we were to do things differently within your authority? we were to do things differently within your authority?
Shifting the ParadigmShifting the Paradigm
“We keep moving forward, opening new doors, and doing new things, because we're curious and curiosity keeps leading us down new paths.”
Walt Disney
The Experiential Learning CycleThe Experiential Learning Cycle
CHALLENGE EXPERIENCE REFLECTIONTRANSFER &
APPLICATION
Appreciative Inquiry
Reviews
Application of the “learnings”
into the workplace
The Experiential Learning CycleThe Experiential Learning Cycle
The year ahead: Challenges & OpportunitiesThe year ahead: Challenges & Opportunities
This report is based on responses to an online survey of 1,554 Managers within the ILM Membership working in the public sector, conducted by research consultancy FreshMinds in December 2009 and January 2010, and commissioned by the Institute of Leadership & Management
Form
a
How do you react to How do you react to Change?Change?
Resistance to ChangeResistance to Change
The Early RisersThe Early Risers• Like change for change sake• First people to buy new craze• Into Technology
The Early AdaptersThe Early Adapters• Follow Early Risers when “happy”• Want detail and logic – Why?• Will accept some risk
The CrowdThe Crowd• Majority who will follow when it’s the ‘norm’
Five Characters of ChangeFive Characters of Change
The LegitimisersThe Legitimisers• Within the crowd but among slowest to accept• Will carefully evaluate the change ideas• Known and respected by the Crowd• Will help others to reach decisions
The ResistorsThe Resistors• Against the Change• Will not HELP the Change• May grumble consistently• May actively RESIST Change• May look for “Supporters” to Rebel
The Transitional CurveThe Transitional Curve
Motivator
Influencer
Self Awareness
Decision Making
Conscientiousness
AdaptabilityStress Resilience
Empathy
The Transitional CurveThe Transitional Curve
Emotional Intelligence & LeadershipEmotional Intelligence & Leadership
Leadership and Followership
There is clear measurement of skill and knowledge transfer
Shared Vision
Planning Prioritisation Techniques
Strategic Planning Methodology
Emotional Intelligence Profiling
Project Planning and Tracking Tools & Charts
SMART Objectives
Mission Statements and Vision Statements
Goals, Objectives, Strategies, tactics
Team Dynamics – Belbin Models
Change Team Dynamics - Planning
Increased Team Working and Camaraderie
Increased Awareness of Team Dynamics – e.g. MBTI Profiling
Visionary, Innovative and Creative Thinking
Conflict Resolution
Management of Diversities
Team Creativity
Increased Problem Solving Skills
Enhanced Trust of each other
Increased Personal Confidence
The Art of Delegation and Empowerment
Team Excellence and Team Spirit
Effective Communication
Rapport Building
Personal Leadership
Project and Change Management
Solutions focussed Thinking
Outstanding Motivation
High Performance Teams
Maximised Team Member Support
FUN!
Experiential Learning OutcomesExperiential Learning Outcomes
Innovation in Action!Innovation in Action!
Necessity...the Mother of Innovation...Necessity...the Mother of Innovation...
oror
Innovation Inaction?Innovation Inaction?
Zurich Motor Show: Sept 2009
Three words?Three words?
Two?Two?
“What are the extraordinaryextraordinary measuresmeasures which your authority will need to implement in order to provide even greater services to your community over the next few years?”
Shifting the ParadigmShifting the Paradigm
Applying Innovation to the Public SectorApplying Innovation to the Public Sector
Is Necessity, therefore, the Mother of Invention
As the “bar gets continually higher” and the demands for highly efficient services and Government demanded performances consistently increase, we simply have to find alternative ways of working.
According to Wikipedia, the definition of Innovation is:
““...a new way of doing something......a new way of doing something...””
...Innovation?
Quotation on Innovation:Quotation on Innovation:
Albert EinsteinAlbert Einstein
“The world we have made as a result of the level of thinking we have done thus far creates problems we problems we cannot solve at the same level of thinking at which cannot solve at the same level of thinking at which we created them.we created them.
Imagination is more important than knowledge”.
When people When people really need really need and and really really want want to do something... they will to do something... they will figure out a way to do it.figure out a way to do it.
Creating an Innovation Culture
It’s Your It’s Your Turn : Turn : Impasse + Big FootImpasse + Big Foot
‘‘I DO….I Understand…”I DO….I Understand…”
‘All authorities need to take a fresh look at processes and systems’.
‘Authorities need to move away from rigid models and traditional ways of doing things’.
Local Government Pay and Workforce Strategy
ShiftingShifting the Paradigm the Paradigm
“What are the extraordinaryextraordinary measuresmeasures or learning and development techniqueslearning and development techniqueswhich your authority will need to implement in order to provide even greater
services to your community over the next few years?”