Evidence and Data are not enough. Changing the Climate of Fear Organizational Climates

1. Evidence and Facts are not enough
Creating conversations for change, purpose,
passion, trust and courage.
Stephen Parry
Author of Sense and Respond
Senior Partner at LloydParry
@Leanvoices
Faculty Member at the Prof. Dan Jones
Lean Enterprise Academy
Twitter: @LeanVoices and Linkedin
Blog : www.LeanVoices.com
Stephen.parry@seebusinessdifferently.com
www.seebusinessdifferently.com
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2. Evidence and facts are not enough
• Change resistance.
• Whose perspective?
• Fear: A dynamic system.
• Authenticity gap.
• Search for common purpose.
• Diagnosing the Climate.
• Who is leading?
• Purpose, passion, integrity, courage.
We cannot ensure success but……
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3. Recognition Achievement Motivated
Passion
Harmony
Nurture Encouraged
Acceptance Collaborative Respectful
Rational
Together
Courage
Exploring
Purpose Engaging
Optimistic Sharing Creating
Trust
Ease Agreement
Discovering
Challenging Excited
Growing
Learning Kind Supportive Integrity
Thoughtful Intelligent
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Knowledge

4. Whose perspective ?
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5. Why facts and evidence are not enough
Facts Embarrassment Authority Retribution
Facts, Taboo Subjects. Cohesion. Punishment.
Theories, Culture, Control. 2nd order punishment.
Command and Control.
Evidence, Chain of Authority Limited career.
Incompetence.
Benefits, Confusion.
Social Standing.
Opportunities. Collapse of consensus.
Surface mistakes.
Confrontation with a Protect confidence of
failed operation. Admit mistakes. the group.
These are entirely reasonable objections
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6. Why facts and evidence are not enough
Facts Embarrassment Authority Retribution
Facts, Taboo Subjects. Cohesion. Punishment.
Theories, Culture, Control. 2nd order punishment.
Command and Control.
Evidence, Chain of Authority Limited career.
Incompetence.
Benefits, Confusion.
Social Standing.
Opportunities. Collapse of consensus.
Surface mistakes.
Confrontation with a Protect confidence of
failed operation. Admit mistakes. the group.
This is the organisational ‘Climate’
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7. Discredit.
Data, 1st Ignore.
Methods, Don’t even think about it or Discredit.
Theory, More data.
ask questions to undermine argument.
Punish.
People. Resources.
Motives. Priorities.
Agree
Coaching. 2nd Order
Engage Punishment.
Ask questions to understand argument. Punished for not
Leadership.
Support and want to get involved. punishing.
Increase Burden.
Shame.
Conversations Ostracised.
for change. PIP.
Reality Pretence
Agree and betray the group? Lie and be part of the group?
Cost in human and business integrity
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8. Pretence, reality and cost: but what’s the benefit?
Pretence Reality Cost
What we say its like What it is really like What it costs us to pretend
Caring for people. Working to the numbers. Low self-esteem
Giving people Ticking the boxes. Futility.
opportunities. Manipulating the numbers. No fulfilment.
We are coping, everything Back-stabbing. Withdrawing.
is OK. Lying. No fun.
We are doing a good job. Covering up. Loss of honesty
We work as a team. No trust. Loss of integrity.
We listen to people. Blaming. Loss of repeat business.
Cheating. Customer dissatisfaction.
Play the game. Little or no innovation.
Cynicism.
Missed opportunities.
Fear of being found out.
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9. Authenticity Gap: Making the pretence, reality and cost visible: ‘Your baby is ugly’
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10. Resistance to change is inversely proportional
to the quality of your leadership
High
Resistance to
Change
Leadership
High
Quality
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11. New Purpose a new Climate
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12. Search for Common Purpose: Global Application Development Company.
ICT Value Chain
Business Purpose Common Purpose
We provide expertise
and services to enable With pride we relentlessly
us to produce, sell and pursue and apply our
support software by insight, ingenuity and
‘We all work for the same creating and running technologies to create
wealth and a secure future.
company but we live in robust, effective and
different worlds’ efficient ICT-Solutions.
Thomas Queisser To contribute with my
Sense and Respond Leader skills and to be fairly Strengthen my value
rewarded in a secure chain in a way that
and trusted environment differentiates me from
that offers challenges competitors and
and allows me to provides a return on my
develop and grow. investment.
Employee Purpose Customer Purpose
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13. What type of climate do you create for customers, employees, managers and leaders?
Company pushes products and services ON-COMMAND
Customers and employees are designed out
Make and Sell Organisation Mass Production
Transactional Incentivised Functional Direct
and processed contribution efficiency and control
Customer/User
Employee motivation Support operations Executive leadership
experience
Relational Willing End-to-end Listen
and personal contribution effectiveness and adapt
Customer Value Enterprise®
Sense and Respond Adaptive Organisation
Customer pulls products and services ON-DEMAND
Customers and employees are designed in
The Behaviours, Measures, Job Design and Purpose are different.
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14. Recognition Achievement Motivated
Passion
Harmony
Nurture Encouraged
Acceptance Collaborative Respectful
Rational
Together
Courage
Exploring
Purpose Engaging
Optimistic Sharing Creating
Trust
Ease Agreement
Discovering
Challenging Excited
Growing
Learning Kind Supportive Integrity
Thoughtful Intelligent
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Knowledge

15. ‘We cannot ensure success but we can deserve it’
John Adams 2nd President of the United States of America
Purpose
Integrity
Trust
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Passion
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16. TM
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