Supporting Teams Through Transformation
Pamela Hadfield
Organisational Development & Learning
Manager
A Guarding System
An Emotional System
A Thinking System
A GROWING, EVOLVING
SYSTEM
Amygdala Brain Stem
Thalamus
Prefrontal Area
THE TRIUNE BRAIN
Neocortex
PATTERN MATCHING & PROBLEM SOLVING
TEAM DEVELOPMENT
• One Derby One Council transformation programme.
• Change vs Transition• OD&L offer managers a “people centred”
development package.• Transition & Appreciative Inquiry Awareness.• Use this awareness to build ownership and a
sense of community.
One Derby, One Council Transformation Process
STEP 1 - 90 minute workshop on TRANSITION – which is a 3-phase
psychological re-orientation that people go through as they come to terms with change.
HEAD OF
SERVICE
STEP 2 – Head of Service
rolls out transition message to management team
STEP 3 – 90 minute workshop on the basics
of APPRECIATIVE INQUIRY which is a powerful, people-centred change model.
HEAD OF
SERVICE
Process will be supported by the Organisational Development & Learning
Team but owned by the management team.
STEP 4 -“Creating The
Future – Embedding Our Values” – 3 hour appreciative inquiry workshop undertaken by
Head of Service with their management team.
“Positive Outcomes” from AI forwarded to all teams through the Team Briefing Process
INDIVIDUAL TEAMS
STEP 5 – 90 minute TEAM CONVERSATION workshops – shorter
version of the appreciative inquiry process for all Tier 4 managers within the service.
STEP 6 – One hour team conversation process “Finding
The Positive Core Within Our Team” – undertaken by
managers and their teams.
Head of Service to take an active interest in this process and become familiar with each
team’s identified “Positive Core”.
STEP 7 – Each team to display their “Positive Core” as they
think fit.
BU
ILD
ING
OW
NE
RS
HIP
& A
SE
NS
E O
F C
OM
MU
NIT
Y
TRANSITION
APPRECIATIVEINQUIRY
TEAMCONVERSATION
TRANSITION OBJECTIVES
By the end of the workshop participants would:
• Have a clear understanding of the transition process linking the theory to what was really happening within each service.
• Begin to shape a transition plan.• Be clear about the next steps in the
process.
The THREE phases of the
transition process
ENDINGS
NEUTRAL
ZONE
NEW
BEGINNINGS
THE TRANSITION MODEL
AI OBJECTIVES
By the end of the workshop participants would:
• Have a clear understanding of the appreciative inquiry process.
• Begin to shape an AI question specially focussed on each individual service.
• Be clear about the next steps in the process.
DISCOVERY
Appreciating what is best about the team & what is
working well.
DESTINY
Sustained energy for continued renewal through empowerment, & learning
DESIGN
Co-constructing how to make it happen &
committing to action.
DREAM
Identifying what possibilities to create a positive future
image.
AI is based on the simple assumption that every team has something that works well and that these strengths can be the starting point for creating a positive future. Inviting people to participate in dialogue and share stories about their past and present achievements through positive questions can identify a “positive core”. This “positive core” creates energy and excitement and a desire to move toward a shared dream. AI focuses on imagination and innovation – instead of the negative, critical and spiralling diagnoses commonly used in organisations. It starts with the creation of an AFFIRMATIVE TOPIC. An affirmative topic is carefully chosen to move you towards where you want to be.
THE AI MODEL
LEADERSHIP DEVELOPMENT
• Leadership development which focussed entirely on a work based approach.
• Partnership with University of Derby – leading expert on work based learning.
• Concentrated 90 minute “bite sized” workshops.
• Supporting & Leading Transformation which would be formally accredited.
LEADING DURING UNCERTAIN TIMES
THE CONFIDENT LEADER
THE RESILIENT LEADER
THE CONNECTING LEADER
EI Leadership Managing Difficult
Behaviour Building a
Flourishing Team
Signature Strengths Embracing Chaos Taking Control &
Making Sound Decisions
Working with Other People’s Maps
Representational Systems
Metaprograms
CURRENT POSITION
• Programme began in January this year.• Over 130 managers already going through the
process. • The trend is for specific teams/service areas to
go through the process together rather than attend open, cross organisation sessions.
• As more new teams “come on line” the number is expected to increase.
• Initial feedback is very encouraging.• Kirkpatrick’s four stage process is the evaluation
model being used.