Design. Deviance. A new way to cultivate a culture for positive change F O R. A brochure by Claire Edwards

Transcription

1 Design F O R Deviance A new way to cultivate a culture for positive change A brochure by Claire Edwards

2 CONTENTS Introduction 3 Positive Deviance 4 What s happening at your organisation? 6 Design for Deviance Program 9 Let s Design for Deviance 18 About the Facilitator 19

3 Introduction. Growth, performance, and employee engagement are the topics of conversation in every Boardroom, Executive, Divisional and team meeting across the Nation. There are successes and there are failures being discussed daily yet irrespective of how these three topics are being discussed it always boils down to one theme. How can they be done better? If your organisation is successful it will be discussing how to level up, but generally speaking for most organisations it s about recognising that something or many things aren t working and acknowledging that something needs to CHANGE. Change. Making change happen can be difficult, lonely job. It can often feel like running a marathon physically & emotionally testing. If you re a Chief Executive Officer trying to inspire change in your organisation, and you feel like a lone voice, Design for Deviance is for your organisation. If you want to shift the culture of your Executive team so they can drive change and see it ripple throughout your organisation, you need to first design the organisational architecture for the people who will make the biggest difference: the positive deviants.

4 What do we mean by positive deviants? Posi%ve deviants inten%onally behave or use tools that depart from the norms of a referent group in honourable ways. By honourable it is behaviours and the use of tools that improve the human or planetary condi%on. Posi%ve Deviants generate & implement IDEAS. Posi%ve Deviants are INTENTIONAL. Posi%ve Deviants help organisa%ons EVOLVE.

5 What s happening at your organisation?

6 Where is your organisation? Organisational approach to change Organisations change experience Organisations ability to enact change Return of effort Focus Design for Deviance Change by Project Proactive Pervasive 1:5 Culture Adaptive Significant 1:3 Evolution Responsive Sporadic 1:1 Generation Directive Minimal 3:1 Enabling Resistive Inconsistent 5:1 Purpose Combative Non-existent 10:1 Humanise Performance Engagement éé Growth é And where would you like your organisation to be?

7 Change by Project. Non-existent: projects come and go and come and go again. The organisation has seen so many change projects, initiatives and efforts that employees joke about what the next one will be. Each time a change is being introduced employees find new and creative ways of continuing to do the same as they have always done. It is a battle of endurance and employees always seem to outlast management when it comes to new changes. Inconsistent: change is seen as a distraction from doing the real work. The organisation and the employees resist change until the last moment when it is either externally forced upon them or is at a point where something has to be done. Even with an urgency to change present responses happen in fits and bursts and rely on maintaining and persevering the status quo and familiar for as long as possible. Minimal: for the effort going into change the impact across the organisation is minimal. Managers are directing employees through carrot and stick incentives. Direction is provided but belief is lacking at all levels. Change projects get legs during the initial phase but then loose steam when results aren t instantaneous or core business gets busy. Change is something that is done when the organisation and employees have time or it is externally mandated.

8 Design for Deviance. Sporadic: the organisation and employees are aware of the need to continue to evolve and change but equally understand how difficult change can be. There are some platform foundations in place that mean the organisation can lead through change but old habits infiltrate the lightly constructed platform meaning change is sporadic. Significant: the organisation and employees are not only aware, but also have good knowledge of the need to evolve and change and equally understand the levers that enable change to occur seamlessly and respectfully throughout the organisation. The organisation and its employees have the capability and the capacity to adapt and evolve. Change is happening, moving the organisation forwards without it being specifically requested or directed. Pervasive: the organisation and employees have intentionally designed a change eco-system within the foundations of the organisation that mean change occurs without having to label it. It is ingrained into the way the organisation and its employees work. The degrees of change and the role of change in the organisations evolution is understood and respected by all employees. All employees know and understand and have the capability and capacity to work through, manage and lead change. Change is seen as the work not something that happens before or after the work.

9 Design for Deviance Program

10 Design for Deviance. Design for Deviance is for Chief Executive Officers, Executives, Managers & Team Leaders on a mission to make a difference. It's for organisations who want to stop approaching change as a one off time limited project, initiative or improvement process. Design for Deviance is for those of you who recognise the need to build a platform for change, not the IT kind of platform but the kind that that leverages an individuals propensity for deviance and uses it as a force for good. Design for Deviance provides the blueprint required for enduring change, performance improvement and organisational growth. It provides a practical set of strategies to accelerate your organisation s mission, stimulate growth, increase engagement all whilst capitalising on existing organisational capability and capacity. By designing enabling architecture Design for Deviance aims to support organisations to create an eco-system that will increase staffs capacity for change and encouraging proactive participation.

11 How do you Design for Deviance?

12 Organisational Architecture. Idea architecture: supports the capture, classification and consideration of ideas. Too often organisations request ideas in the moment which results in default thinking and point in time referencing by those providing the idea. By providing a platform that attributes value to all ideas, positive deviance can be understood, acknowledged, celebrated & scaled. Resource architecture: provides access to intelligence, exponential learning & contemporary communication tools for employees to bring their best, be their best & do their best in the interests of finding better ways of working. This is about providing employees with access to what they need so that they can meaningfully contribute to the organisations progress and create lasting value. Environmental architecture: provides a physical environment that has temptations, supports and consequences that support behaviours of positive deviance. The physical environment is intentionally created to support employees to be actively engaged in improving the organisations services, products and new operating models, business models, and management models.

13 The Nine Platforms to Design for Deviance. Support Provide Create Platform Idea capture Access to communication tools Temptations Practice Idea classification Access to exponential learning Behavioral queues People Idea consideration Access to intelligence Consequences Design For Deviance Idea Architecture Resource Architecture Environmental Architecture

14 Design for Deviance program. The Design for Deviance Program runs over a six-month or twelve month period, and is designed to accelerate your cultural transformation. The program starts off with a three day intensive for participants to: 1. Undertake a comprehensive diagnostic on existing organisational architecture 2. Design future state organisational architecture 3. Develop transition state plans to build the organisational architecture We then meet as a group for two-days every three months for intensive learning, critiquing and strategically designed boot camps. The boot camps include sharing successes and failures, identifying lessons learned, fresh perspectives from guest speakers, Design for Deviance under the microscope sessions, peer coaching and action planning. In-between boot camps participants have access to a Community of Practice where they can access additional resources, share insights and challenges via a close Basecamp group.

15 Design for Deviance 6-month schedule (example). Support Inspiration Community of Practice Boot camps Intensive Months

16 What will Design for Deviance achieve? Design for Deviance will: Provide a platform for change Improve staff engagement & feelings of value Lead to faster & smarter decision making Enable sustainable organisational momentum Maximise existing resources Leverage individuals capability Create a culture of respectful change Build strategies for resilience & thriving Strategically build relationships Identify & leverage areas of strength to have more impact Upgrading thinking patterns to navigate complexity Shift organisations ability to influence for impact Enables sustainable organisational growth & development Design for Deviance will take time & effort. Guiding a process of socially constructed change is neither quick nor easy but it is possible and effective. The biggest obstacles to creating a robust change eco-system aren t technical. The challenge lies in shifting the role of Executives, Managers & Team Leaders from change agent to change enabler. This means devoting leadership attention to the creation and cultivation of an eco-system where proactive change can happen anywhere and at any time and inspiring the entire organisation to swarm the most pressing issues.

17 What others are saying Claire s approach to change is unique she challenged our Board, Executive and Management team every step of the way. Her pragmatic thinking combined with comprehensive knowledge of the health system enabled us to move away from big effort, resource intensive change projects to us continuously adapting and change being how we go about our business. I would highly recommend Claire to any organisation that is looking to improve staff participation and engagement in change. - Chief Executive Officer, Rural Health Claire has been working with our team for 18-months, she has turned the teams performance around. Claire provides practical, yet out of the box advice and thinking and is never deterred. She created an unconventional structure that has seen increased staff participation. The increase in commitment and buy-in by staff and stakeholders has surpassed expectations. Thanks for all of your hard work. Regional Chair, Cancer Services Claire Edwards has been a fantastic asset to our organisation especially with her support to build our team to manage change. Claire was able to provide a structure that was tailored to our needs. Her professionalism, commitment and support has truly assisted. Director of Preventative Health

18 CONTACT CLAIRE EDWARDS Phone: Website:

19 ABOUT THE FACILITATOR CLAIRE EDWARDS Claire is fascinated with individuals that alter the accepted societal norms or use nontraditional approaches to achieve beneficial outcomes. She discovers the Positive Deviants in every organisation those who managed to blend in yet have stand out outcomes. Claire knows what environments enable Positive Deviants to shine. More than that she see Positive Deviants as a seed of hope in a world that needs to change. Claire loves the fact that we are all deviant and that once we understand and accept that we can then channel our deviance for good. Claire sees Positive Deviants as the bridge between the status quo 'keeping the lights on' and disruption 'pioneering the new'. She sees Positive Deviants as the change agents holding both conformity and anarchy lightly enabling respectful change. Claire has over 20 years of experience working with Boards, Executive staff, business owners and practice managers to improve performance and growth. Claire has held many senior roles for the Department of Human Services, the Department of Health and has specialised in rural service provision. Over the last five years Claire work has primarily been with State and Federally funded organisations, corporates (in the health industry) and Local Government in rural and regional areas. Claire is a strategist, designer & futurist, she combines these skills to provide her clients with a unique experiences and outcomes. Claire s clients emerge as industry leaders; they stay ahead of industry disruption and reform, are employers of choice, financially profitable and make a positive impact in the communities they serve. Claire believes that positive deviants the curious, considered & courageous individuals amongst us will help shape the future Claire understands that the world we live in is a world where disruption & transformation is the norm, where we fight to keep a hold of the known, the understood & the certain. However she recognises that for many of us, the urgency to change is increasing, presenting new complexities & challenges to be overcome.

20 Thank you Copyright Copy this the right way. You have permission to post this, this or print this as long as you make no changes or edits to its contents or digital format. Please make as many copies as you like and feel free to pass it along to others. We reserve the right to bind it and sell it as a real book. Disclaimer We care but you re responsible. So please be sure to take specialist advice before taking on any of the ideas. This white paper is general in nature and not meant to replace any specific advice. Claire Edwards disclaims all and any liability to any persons whatsoever in respect of anything done by any person in reliance, whether in whole or in part, on this paper.