Aimed for consultants, this program dispenses with some myths while providing insights into how performance happens, showing the leverage points to help companies adapt. Traditionally the consulting approach has been 'change management' as if dynamic change were controllable. With the need for speed companies are wondering what to do with a hierarchical structure that slows decision-making and blocks engagement. Luckily, it isn't about dismantling a hierarchy. It is about using it differently. This slide show demonstrates how performance really happens and how consultants can help managers adjust their role while paying attention to the underlying cultural assumptions.

1. “How
Change
has
Changed
-­‐
What
Consultants
Need
to
Know”
with
Dawna
Jones
www.FromInsightToAcAon.com
Wednesday, 14 May, 14

2. Seeing the Big
Picture; Practise
High level overview
How performance really happens
Implications: management style &
manager’s role
Why traditional business thinking
creates boiled frogs
Ways to Leverage Accelerated Change
Wednesday, 14 May, 14

3. Evolution
>Facilitating
change, team
performance;
>Developing Inner
Leadership Skills;
>Decision-making for
Dummies (Business)
>Global Business
Innovation
Wednesday, 14 May, 14

4. Change- Why the
cultural undertow?
Wednesday, 14 May, 14

5. Current: Stressed - No
choice
Wednesday, 14 May, 14

6. Running hard yet
going nowhere
Wednesday, 14 May, 14

7. Traditional
Management
Belief:
Top down
Centralized DM
Authority-based
Command & Control
Wednesday, 14 May, 14

8. Reality
Performance runs on
networks
Personal-
Professional
Customer-Community
Wednesday, 14 May, 14

9. Connecting personal decisions to planetary
stewardship.
Networks of High Performance
— Social biology research in
Hewlett Packard: http://
www.management-
issues.com/2010/2/8/
podcast/how-to-deliver-
phenomenal-results.asp
— Shared Goal and Goal
Oriented
— Most of network outside the
company’s boundaries
— True for many
organizations -
management style
Wednesday, 14 May, 14

10. Shift #1: Away from
Command and Control
decision-making to
decentralized &
shared
accountability
Wednesday, 14 May, 14

11. Shift #2-From
Commanding employees
(disengagement) to
Working
Collaboratively-
Engaging Employees
Wednesday, 14 May, 14

12. Implications:
Manager’s Role Changes
People naturally collaborate - get
out of way
Find resources-Participative DM
Clear barriers: systemic, procedures
Instil healthy workplace
relationships>better decisions
Wednesday, 14 May, 14

13. Manager’s Leadership
Challenges
Replace control over staff to gaining
power by working with team
Switch to a Facilitative style -
participative DM = Engage creativity
Redefining identity from being in
charge to serving employees
Wednesday, 14 May, 14

14. Shift #3: From focus
solely on profit to
a higher purpose &
service-financial
security
Wednesday, 14 May, 14

15. “Profit is like
oxygen, without it you
are out of the game.
If you think your
purpose is to breathe,
you are missing
something.” -Peter
Drucker
Wednesday, 14 May, 14

16. Focusing Solely on
Profit is High Risk
Decision-making
focus: too narrow,
short,internal.
Can’t see what is
going on inside
company or social/
environmental
changes outside
Puts Companies in
Boiled Frog Mode -
waiting for a
crisis
Selective
Attention &
Invisible Gorilla
http://youtu.be/
vJG698U2Mvo
Wednesday, 14 May, 14

17. Shift #4: From Capital
Assets Focused (Assuming
Predictable conditions-unlimited
resources)
to Care for people +
Planet Living system
(Given unpredictable + complex
conditions)
Wednesday, 14 May, 14

18. Two management
paradigms:
Traditional (profit driven)
& Stewardship (values-
driven)
Wednesday, 14 May, 14

19. Wednesday, 14 May, 14

20. Survive at Any Cost
Wednesday, 14 May, 14

21. Stick to Traditional
Not able to adapt: Keep running
Leaving a lot of money on the
table>distrust
Highly stressful decision-making
environments=lousy decisions=gerbils
Narrow focus ignores key information
decision-making
Disengaged employees
Wednesday, 14 May, 14

22. Shared Value-Trust
Wednesday, 14 May, 14

23. In Transition
Wednesday, 14 May, 14

24. Companies That Mimic Nature -
“Profit for Life -J. Bragdon”
www.lampindex.com
Wednesday, 14 May, 14

25. >Highly Networked
>Decentralized
decision-making
>Open information flow
+feedback
>Self-organizing
>Self-renewing=Learn
>Leaders @ Levels
Resilient & Agile
Principles
Wednesday, 14 May, 14

26. Why? Uncertainty-
ComplexityWednesday, 14 May, 14

27. Change by Crisis or
Choice
Wednesday, 14 May, 14

28. Using Uncertainty
Creative + Iterative =
Agile & Resilient
Restore trust & confidence
“The way things are done
around here”= Exceptionally
High Risk
Doing Nothing=Fear-based
Wednesday, 14 May, 14

29. Expose Traditional
Beliefs
“Self organized
teams are out of
control”
“That will only
work there; we’re
different” (OK..So
what will work?)
“Collaborate, or
else....!”
Wednesday, 14 May, 14

30. Leverage Points
Deepen trust - self +
team leadership
Transparency + Flow
of information -
Real-time DM
Expose cultural
beliefs - behaviour +
decisions
Emotionally engage
employees-shared vision+
higher purpose + Autonomy
Wednesday, 14 May, 14

31. You-Changing how change
is used
>Incremental- too
slow
>Radical=Crisis +
Creative
>Inspired=gentler
transformation
Wednesday, 14 May, 14

32. Questions? -
Learning Resources
Business Podcast -
www.Management-Issues.com/
eprovoc
www.StoosSparks.com -
Business Innovation Ideas
www.FromInsightToAction.com
-Thinking Global;Acting
Locally
Wednesday, 14 May, 14

33. Contact Dawna Jones ~
www.FromInsightToAction.com
When Doing What Works Isn’t Working
FOLLOW on...
Twitter @EPDawna_Jones
www.FB.com/
FromInsightToAction
http://ca.linkedin.com/
in/dawnahjones/
Wednesday, 14 May, 14