organisational sustainability in multicultural environments through the creation of a
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Organisational sustainability in multicultural environments through the creation of a culture of engagement Dr Rica Viljoen. Rica Viljoen. Doctor in Business Leadership (SBL Unisa) - PowerPoint PPT PresentationTRANSCRIPT
Organisational sustainability in multicultural environments through the creation of a
culture of engagement
Dr Rica Viljoen
• Doctor in Business Leadership (SBL Unisa)• International Organisational Development specialist and practitioner
focusing on optimising individual, group and organisational behaviour• Focus on creating Engagement in multi-cultural organisations through
Inclusivity• Consulted to and facilitated in various countries e.g. California,
Chicago, Peru, Australia, Spain, Zambia, Mali, Tanzania, Namibia, Zambia, Ghana
• Associated with numerous academic institutions as subject matter expert e.g. da Vinci Institute, University of Johannesburg, SBL – UNISA and Village of Leaders – Stellenbosch
• Managing Director of Mandala Consulting
Rica Viljoen
• Topic Description• Academic foundation• Engagement• Creating climate of engagement• Unleashing tacit potential in systems• Benchmark of Engagement (BeQ) • Case study: Ghana, Australia• Benefits of Engagement• Methodologies that release Engagement• Further development of BeQ• Conclusions• Questions
Layout of presentation
Organisational sustainability in multicultural environments through the creation of a culture of engagement
In today’s competitive, ever changing world, companies strive harder than ever to implement strategy in a sustainable manner and to stay recent in the mind of the global consumer.
The people capacity in the system and the interaction between human entities lead to the “amount of energy” in a system to perform.
This can lead to a climate of engagement – a system where the tacit potential of an individual manifest and is applied to organisational tasks to the benefit of the individual, the group and the organisation.
Topic Description
. Other forms of energy is “apathetic” or “disconnected” with obvious human
potential losses.
Engagement lead to organisational benefits such as customer centricity, productivity, safe behaviour, low turnover and low absenteeism.
1.4 Focus groups
1.3 In depth interviews
1.1 Existing Theory
1.2 Case Study
2.2 Post intervention investigatio
n
2.1 Grounded Theory
2.3 Phenomenology
DataGathering
Data analysis through Qualitative Methodologies
Inclusivity Framework
Testing Phase
Adapted Inclusivity
Framework
Identification of Future research
Conclusions and recommendations
Limitations of study
Research Questions
2.4 Content Analysis
Introduction
Research Design
Results of
qualitative research process
Academic Foundation
The
Individual
The
Team
The
organisation
Assumptions
AboutWe
Assumptions
About They
Assumptions
About Me
Respect, Regard,
Resilience, Personal Responsibility
Support, Leadership,
Diversity,Accountability
Trust, Alignment,
Adaptability to change,Inclusivity,
Ethics
Within the context of the industry and the country:
Non-negotiable pre-requisites for Engagement
LEADERSHIP
• The BeQ-model reflects the interplay between assumptions and perceptions alive and well in organisations around constructs that contribute to the unleashing of individual voices, potential and gifts.
• As the industry dynamics, the country climate and worldview also influence these perceptions, they are also explored.
Disconnected<45%%
Apathetic45-59%
Involved60-74%
Engagement> 75%
Internationally Benchmarked
Energy is positive, neutral or negative
Results of
quantitative research process
Employee Engagement is defined (Corporate Leadership Council, 2004:3) as
the “positive emotional connection to an employee’s work, thus affective, normative and continuance
commitment” and "a heightened emotional connection that an employee feels for his or her organisation, that influences him or her to exert greater discretionary effort to his or her work".
Engagement
Engagement through Inclusivity
“…a radical organizational transformational methodology which aligns the doing and the being side of the
organization around commonly defined principles and values, co-created by all.
It is a systemic approach that focuses on underlying beliefs and assumptions and challenges patterns in the
individual, group and organisational psyche, to spend energy and engage in a sustainable, inclusive manner with the purpose to achieve shared consciousness.”
Engagement
Viljoen (2008) defined a culture of Engagement as
“the way in which adult members of a system interact around the Doing and the Being to unleash potential.
Engagement is viewed as the output of the energy in the system to perform”
The level of Engagement is determined by the systemic result of the interplay between the individual potential, group potential and
organisational potential in the context of the specific industry or national culture”.
The I-engage define behavioural engagement as defined by Massey (2008)
Engagement
The level of Engagement is determined by the systemic result of the interplay between the individual
potential, group potential and organisational potential in the context of the specific industry or national
culture”.
The I-engage define behavioural engagement as defined by Massey (2008)
Engagement
A culture of Engagement- energy on all dimensions
OD Interventions
New world of work
Nature of the world
Why we change Essence of Change
New Sciences
We change differently
ConsciousnessOn
Diversity
The Individual
The
Team The
Organisation
How individuals change
How groups change
The What
Context:Industry
South AfricaAfricaGlobal
Leadership
Doing
Being Disconnect
Apathy
Engagement /Commitment
Inclusivity
Organisation
Group
IndividualEQ Journey
Dialoguing
World Cafe
Storytelling
Appreciative Inquiry
Organisational LeadershipCulture of Engagement
LeadershipWork attributes
State EngagementTrait Engagement
Behavioral Engagement
How organisations change
The way: How we change
MandalaConsulting
The
individual
The Team
The
Organisation
Level of
engagement
Assumptions
AboutWe
Assumptions
About They
Assumptions
About Me
and Society Context
National Cultural
Level of Engagement
Level of
engagement
Correlates directly to:
+ -Productivity Abseetism
Retention Turnover
Employee Satisfaction Apathy
Creativity and Innovation Number of incidents
Safe Behaviour Number of Accidents
Exceptional Service Mistakes
Ability to deal with change Apathy
Superior Quality
Business Benefits of a Culture of Engagement
Inclusivity has benefits on all the different domains:
• Individual domain: Personal growth, enhanced EQ, Personal effectivenessHigher levels of ConsciousnessAllowing of differences, Hope, Pride.
• Group domain: Enhanced group dynamics, Less unconscious group dynamics,
Innovation, Creativity.
• Organisational domain: Trust, Conducive climate and growth,Sense of Belonging, Commitment,Retention of Talent
• Societal context: Community Building, localization of Skill ,Reputable Employer
Energy to perform
Benefits of Engagement
“We are all connected and operate within living fields of thought and perception. The world is not fixed but in constant flux; accordingly, the future is not fixed, and so can be shaped
Humans possess significant tacit knowledge – we know more than we can say
The question to be resolved : how to remove the blocks and tap into that knowledge in order to create the kind of future we all want?”
David Bohm
Quote
Sustainable Transformation
Strategic architecture The articulated and clearly understood concept of the desired future state
Strategy translation into Operational termsLeadership alignment
Vision
Mission
Core purpose
StructureCore values Core
capabilitiesExternal
Value PropInternal Branding
Leadership Framework
Profit modeling
Shared views ofthe present
and the future
Leadership formulates strategy
Change resilience
Alignment, Shared
understanding
Renewed capacity to
perform
Understandingdifferences
Engagement
Insight
Leadership Drives and implement
strategy
Strategy operationalised
Balanced Score Card andValues
Operational goals
Measures
Targets
Strategic Initiatives
Strategic Goals
Values
Group and Individual BSC
Scenarioplanning
IDPKPA’s
Behaviours
SWOT
PESTLE
PORTER
The DOINGStep 1:Analysis
The DOINGStep 2:Planning
The DOINGStep 3:Translation
The BEINGStep 2:Inclusion
The BEINGStep 3:Translation
EngagementTransformational Process
The DOINGand BEINGFinal Step:Cementing
Optimal people job fit
The BEINGStep 1:Ensure talent
OD interventions
Damang Case study
High Alignment
Safety Focus
LanguageDiversity
Low WellbeingCapability
High Risk Taking
Decreased Performance
Pride
Unwillingness to EngageHave voice
Sense of Urgency
Low Confidence
Evident Enablers Outcome Compromisers Manifested Dynamic
InconsistentPerf management
Supervisor ‘s Motivation and
Leadership
Low Acknowledgement
Commitment
Low Belonging
Paralyzed
Focus of BeQ
Mpira mo ho
Focus of BeQ
Ghana Case StudySANKOFA
Ghana: Drivers of I_Engage
Different Value Systems Engage Differently
I-Engage formula: Ghana
I_ENGAGEMENT =
.16*SUPERVISOR_CAPABILITY + .123*TRUST+ .1055EXPAT_LOCAL
I-Engagement Quotient different for each different environment
I_ENGAGE =
.125*ENABLED + .103*INCLUSION+ .153*CORPOR_CITIZEN +.089*SUPPORT+ .078*DIVERSITY + 1.405
I-Engage formula: Australia
I-Engagement Quotient different for each different environment
I-Engage formula: South Africa
I_ENGAGE =
.12*DIRECT LINE MANAGER_CAPABILITY + .1123*RESPECT+ .1032DIVERSITY_ACCEPTANCE
+.800FEELING_REWARDED
I-Engagement Quotient different for each different environment
Hofstede National Cultural Dynamics
Hofstede National Cultural Dynamics
Conclusion
Mind the gap!!!!
• The DOING and BEING are equally important and should be dealt with as such.
• Building a culture of Engagement is a Radical Transformational Strategy.
• Hope is created during this strategy – this energy, if not channeled can have negative implications.
• Transformational leadership is needed to sponsor the process.
• Leadership strength and ethics on all organizational levels are critical.
• Emotional intelligence development critical in order to deal with mature system dynamics.
• Each action has a reaction – creating an inclusive system will lead to exclusion of other systems.
Meta-insights gained on Engagement
“It’s not that we need to form new organisations. It’s simply that we have to awaken to new ways of thinking. I believe it makes no sense to spend a lot of time attacking the current realities. It is time to create the new models that have in them the complexity that makes the older systems obsolete. And to the extent that we can do that, and do that quickly, I think we can provide what will be necessary for a major breakthrough for the future.”
~ Dr. Don Beck
Quote
Questions
?
References
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References
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References
Harter, J.K. Schmidt, F.L. & Hayes, T.L. 2002, ‘Business- unit- level relationship between employee satisfaction, employee engagement, and business outcomes: A meta analysis‘, Journal of Applied Psychology, vol. 87, no. 2, pp. 268-279. Kahn, W.A. 1990, ‘Psychological conditions of personal engagement and disengagement at work‘, Academy of Management Journal, vol. 33, no. 4, pp. 692-724. Luthans, F. & Peterson, S.J. 2002, ‘Employee engagement and manager self-efficacy: Implications for managerial effectiveness and development‘, Journal of Management Development, vol. 21, 5, pp. 376-387. May, D.R. Gilson, R.L. & Harter, L.M. 2004, ‘The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work’, Journal of Occupational and Organizational Psychology, vol. 77, PP. 11-37. Macey, W.H. & Schneider, B. 2008. ‘The meaning of employee engagement’ , Industrial and Organisational Psychology, vol, 1, pp 3-30.McDade, S. & McKenzie, A. 2002, ‘Knowledge workers in the engagement equation’, Strategic HR Review, vol. 1, 4, pp. 34-37. Meyer, J.P. & Allen, N.J. 1991, ‘A three component conceptualisation of organisational commitment’, Human Resource Management Review, vol. 1, pp. 61-89.
References
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