Thriving In The 21 st Century B. Collaboration Is Key. Introduction - Bettina. Books

Transcription

1 Thriving In The 21 st Century B Collaboration Is Key 9 th March 2017 Introduction - Bettina Books Educational Background: PhD & MBA from London Business School Degree in Architecture & Town Planning In pursuit of understanding and enabling innovation since 1992 Websites:

2 Our Journey The 21st Century

3 Alex Venn, 2001 The context of the 21st century 1. Change: The pace is accelerating Necessity 1: Concurrency What Matters to consumers...????? Rate of Change Luxury, lust & Human factors passion insights Market driven by senses Emotional Market driven by individualism & competence fascination Technical Market driven by competence value & quality Market driven by Distribution quantity & price competence Change - Increased connectivity Changing Consumers Concurrency Necessity 2: Collaboration Connectivity Complexity Collaboration 4. Change - Convergence Convergence Innovation Necessity 3: Innovation Challenges to Humanity 5. Change: (Innovation) Challenges Scarcity of water Traffic Decreasing bio-diversity Renewable energy Obesity Deforestation Emerging economies Poverty Ageing population Financial crises Subsidies Floods Fast food Dr Bettina von Stamm 9 th Semi-arid land Terrorism March Change: The pace is accelerating Adapted from: Complex Adaptive Leadership, Nick Obolenski, 2010

4 From my journey From NPD to neuroscience

5 Fear disables innovation Safety Unconditional respect or love Being listened to Clarity Permission Authentic attention Acknowledgement Trust Inclusion Generosity Physical threat Fear/Anxiety/Guilt Rejection/Exclusion Ambiguity & lack of clarity Perceived unfairness Not being listened to Sarcasm Being told how to think Being judged Vulnerability Group 8 Education VASSP Conference 18/19 August 2008 Dr Bettina von Stamm 9 th March 2017 Laughter facilitates it

6 Leading, not best practice Leading of and for innovation Leaders of innovation: Personal characteristics (open, ambitious, committed, demanding, confident, courageous, passionate, good communicator Attitude (lateral thinker, rule benders, risk taker, customer obsessed, visionary) Ability to engages others (inspires, listens, involves, cares, ensures fun) Leading for innovation: execute projects Understanding innovation and its requirement provide the context Appreciating differences, their contributions, and implications Creating an environment in which innovation can thrive

7 Leading By Example The Mehrabian Model 55% 38% 7% We Need Differences... Dr Bettina von Stamm 9 th March 2017

8 ... which is not without challenges... As sales requested it As the drawing office designed it As production engineering saw it As the works built it As the service engineers installed it As the customer thought he described it to sales Dr Bettina von Stamm Source: Michael Smith in Lawrence, th March 2017 Improving Collaboration

9 Why we need diversity The KAI Instrument 25% 50% 25% Adaptor Innovator Conserver Pragmatist Originator Will only change if they really have to Change if it makes sense Want to push change Based on the work of Prof Michael Kirton

10 Prejudices Is see high As as Boring Stodgy Over-cautious Old-hat Outdated As see high Is as Reckless Abrasive Dangerous Inefficient Out of control undisciplined Based on the work of Prof Michael Kirton Professional preferences 96 Medical Practitioners Accounting Sales Finance Marketing Medical Researchers Adaptor Innovator Based on the work of Prof Michael Kirton

11 Professional preferences 96 Accounting Finance Sales Marketing Medical Medical Practitioners Researchers Copying Energy Adaptor Innovator Based on the work of Prof Michael Kirton Acceptance of others High Perception of Competence Low FRIENDS AVOID VALUE AND APPRECIATE KILL Low High Difference in KAI score Source: Charlie Prather

12 Personal Styles Personal Profile Check the word or phrase in each set that is most like you 1. Be honest with yourself...not how you would like to be 2. Focus on how you are in the work environment 3. You have to pick one of the four in each set 1. Competitive 2. Joyful 3. Considerate 4. Harmonious 1. Tries new ideas 2. Optimistic 3. Wants to please 4. Respectful 1. Will power 2. Open-minded 3. Cheerful 4. Obliging 1. Daring 2. Expressive 3. Satisfied 4. Diplomatic 1. Powerful 1. Restless 1. Unconquerable 1. Self-reliant 2. Good mixer 2. Popular 2. Playful 2. Fun-loving 3. Easy on others 3. Neighbourly 3. Obedient 3. Patient 4. Organised 4. Abides by rules 4. Fussy 4. Soft-spoken 1. Bold 1. Outspoken 1. Brave 1. Nervy 2. Charming 2. Companionable 2. Inspiring 2. Jovial 3. Loyal 3. Restrained 3. Submissive 3. Even-tempered 4. Easily led 4. Accurate 4. Timid 4. Precise

13 Personal Profile continued 1. Stubborn 1. Decisive 1. Positive 1. Takes risks 2. Attractive 3. Sweet 2. Talkative 3. Controlled 2. Trusting 3. Contented 2. Warm 3. Willing to help 4. Avoid 4. Conventional 4. Peaceful 4. Not extreme 1. Argumentative 1. Original 1. Determined 1. Persistent 2. Light-hearted 2. Persuasive 2. Convincing 2. Lively 3. Nonchalant 3. Gentle 3. Good-natured 3. Generous 4. Adaptable 4. Humble 4. Cautious 4. Well-disciplined 1. Forceful 1. Assertive 1. Aggressive 1. Eager 2. Admirable 2. Confident 2. Life-of-the-party 2. High-spirited 3. Kind 3. Sympathetic 3. Easily fooled 3. Willing 4. Non-resisting 4. Tolerant 4. Uncertain 4. Agreeable Scoring your Personal Profile How 1. Count the number of ones that you marked. Write that number in the Tally Box marked 1. Do the same with the numbers two, three, an d four. 2. On the first scale, draw a line through the number on the bar gr aph that corresponds with your total number of ones. This is the end line for your bar graph. 3. Beginning at the left end, shade in the space on the bar up to y our end line on the first bar graph. 4. Do the same for the second, third, and fourth graphs. 5. The longest bar is your predominant style. The second longest b ar is your backup style. Tally Box Total equals 24

14 What is your dominant style 4 Analytical 1 Driver 3 Amiable 2 Expressive What is your dominant style Controls Emotions 4 Analytical 1 Driver Asks Tells 3 Amiable 2 Expressive Shows Emotions Dr Bettina von Stamm 64 9 th March 2017

15 Personal styles Analytical formal measured + systematic seek accuracy / precision dislike unpredictability and surprises Driver business like fast + decisive seek control dislike inefficiency and indecision Amiable conforming less rushed + easy going seek appreciation dislike insensitivity & impatience Expressive flamboyant fast + spontaneous seek recognition dislike routine and boredom Under Stress Analytical will withdraw Driver will become autocratic Amiable will submit Expressive will become offensive or sarcastic

16 Fears about change Analytical not enough information making a wrong decision being forced to decide Driver loss of control failure lack of purpose Amiable damaged relationships confrontations not being recognised for efforts Expressive being ignored being asked for detail being linked with failure How to work better with other styles Analytical Tell How first List pros and cons Be accurate, logical Provide evidence Give them time Provide deadlines Don t rush or surprise Amiable Driver Tell What first Keep fast paced Don t waste time Be businesslike Give some freedom Talk results Find shortcuts Expressive Tell Why first Ask vs. tell Draw out their opinions Explore personal life Define expectations Strive for harmony Avoid deciding everything for them Tell Who first Keep fast paced Be enthusiastic, allow for fun Support creativity, intuition Talk about people and goals Handle the details for them Value feelings and opinions Be flexible

17 Parting thoughts... Different Leadership Adapted from: Complex Adaptive Leadership, Nick Obolenski, 2010 Dr Bettina von Stamm 9 th March 2017

18 Collaboration requires... Emotional Factor Partners do like and respect each other Partners do not like and respect each other Collaboration might work as people might want to support / help those they like; perhaps in return for future favours Collaboration very unlikely to work; people will find excuses and ways to boycott the collaboration efforts Effective and successful collaboration that opens up new opportunities Collaboration might work as all parties have an interest in achieving the results; result sub-optimal One-sided benefits Benefits for all von Stamm, 2008 Rational Factor Dr Bettina von Stamm 9 th March visualisation helps... Dr Bettina von Stamm 9 th March 2017

19 Thank You & Stay in Touch! uk.linkedin.com/in/bettinavonstamm/ BvonStamm