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Scan agile 2019: Facilitating Change Through Helping Leaders Grow
The document discusses a coaching curriculum aimed at facilitating organizational change by helping leaders develop new ways of thinking about work, leadership, and collaboration. Key themes include self-management, wholeness, and evolutionary purpose, with a focus on fostering a culture of continuous learning and experimentation within organizations. Participant feedback and engagement metrics demonstrate positive outcomes, while the document emphasizes the importance of trust and community in driving successful change.
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Scan agile 2019: Facilitating Change Through Helping Leaders Grow
- 1. Facilitating Change Through Helping LeadersGrow Antti Kirjavainen Scan-Agile 2019
- 2. that’s me at~20
- 3. Culture of NewWork coaching curriculum – Why
- 4. Companies amidst change Broadcast Media (one->many) On-Demand Media (many->many) Personal Customer Experience (many->one) IT Consultancies Efficient supplier Wantedpartner Expertise, vision Responsiveness Meaningful employer Product/ service companies
- 5. The dreaded “changeis the new black” slide... Material: Niels Pflaeging Fortune SmartCEO
- 7. Turn to theperson next to you and discuss: Organisations, organising around work, leadership and management: ● What are the old ways that are dying, going away? ● What is the new that is emerging, that helps us deal with complexity?
- 8. The new? Teal ●Wholeness ● Self-management ● Evolutionary purpose Niels Pflaeging Mirette Kangas F. Laloux Salim Ismail
- 9. Culture Mapping theOrganisational Change Thinking Structures Behavior Results Everyone wants this to change This needs to change for a lasting effect Experiments here provide feedback to challenge thinking
- 10. Help people in organisationsto develop their thinking to foster change
- 11. Culture of NewWork coaching curriculum – What
- 12. Culture of NewWork curriculum ● Support learning of new culture of work, organisations, and ways of organising ● For leaders, change agents, influencers, opinion leaders, experts ● Goal: help people in organisations to develop their thinking to foster change
- 13. The Cast Virpi Mattila- Manninen, Yle Maiju Niinivirta MilsaMalin Tero Kadenius Ari-Pekka Lappi Daniel Wellner
- 14. Some numbers ● 14coaching curriculum groups + 1 on-going right now ● 7th semester (6 iterations done) ● Over 175 participants in total ● 250+ experiments carried out in every-day work and reflected in the workshops ● Participant Assessments: average 8,8 / 10 ● NPS: 50+ across the groups
- 15. Culture of NewWork coaching curriculum – How
- 16. Design principle: Walk thetalk, make the vision of future alive today
- 17. Themes, content andsources Core Protocols Reinventing Organizations Responsibility Process, TrustTemenos, Cynefin model, Turn the Ship Around, Lean Change Management etc. etc. “Many perspectives”
- 18. “Who pays the billscalls the shots, right?” “Nope!”
- 19. Turn to theperson next to you and share: ● Recall a moment when you were motivated to do something or ● Recall a moment where you lacked the motivation to do something. What made the difference in your motivation?
- 20. We treat participants asour primary customers Niels Pflaeging
- 21. Invitation-based participation “We create commitmentto trainings with invitation model and application process.”
- 22.
- 23. Participant interviews: learnings, experiments Questionnaires.Personal connection is more important than gathering data. Doing interviews with pairs of participants. More potential side-effects than advantages. One-on-one conversational interviews, face-to-face or online video (Zoom.us) Create online doc of challenges relevant to participants.
- 24. Participants bring theirown challenges
- 25. 2-day trainings are legacylearning tech.
- 26. Squeezing the curriculumin to 2 or 3 days time Allowing 3 to 4 months calendar time to learn Half-day sessions for brain-friendly learning
- 27. Learning requires time, focusand energy
- 28.
- 29. Experiences to challengethinking
- 30.
- 31. Sharing, reflecting onexperiments together
- 32. Our purpose Bright spotsImprovement opportunities Your one wish Ask participants to interview their peers. Provide a simple handout to help with that.
- 33.
- 34. Turn to theperson next to you and share: Most of us have been in organisations where people do not learn together. Some of us have been in teams or organisations where that happens in a daily basis, too. What is the difference between those two, for you?
- 35. Our goal isto grow a community of organisation radicals!
- 36. Organisation as anetwork Participants from many roles, positions and teams. Niels Pflaeging
- 37. Fostering Mutual Trust Introductions Workingagreements Having lunch together Appreciation Check-ins Feedback
- 38. Making sense ofthe new together
- 39. Sparring Partnerships Sparring partnershelp participants reflect on their own context Lots of variance in commitment to working with one’s sparring partner ?
- 40. How to fosterlearning and change ● Walk the talk, make the vision of future alive today ● Participants are your primary customers ● Hold the space for people to make sense together ● Learning takes time, focus and energy ● Learning takes practice in everyday work ● Building a learning community begins with fostering trust
- 41.
- 43. Climate Change isreal ● Challenge: Supporting learning in the age of climate change ● Online f2f learning encounters ● Building a learning community online
- 44. Want to continue theconversation? Talk to me during (or after) Scan-Agile! Reserve a suitable time to speak from me here: http://tiny.cc/talk-antti You can also contact me on Twitter or LinkedIn :) WhatsApp +358 50 546 2465 [email protected] Linkedin, Slideshare anttikirjavainen Twitter @anttiki Thank you!