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Join Xenergie's Change Leaders Network on LinkedIn
A collaborative resource and research study for change leaders and those involved in energising organisation culture and developing "presence" and "participation" in people at work: the vision, excitement and personal leadership to create tomorrow today.
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Release Cultural Gridlock -How to Work with Complexity in Transforming Organisations
(FREE webinar Friday 3rd September 10-11am GMT and 1 day workshop 20 October, Dublin)
This webinar and worshop introduces the concept of organisation analysis as a way to work above and below the surface of cultural gridlocks through a dynamic process of enquiry in business transformation. It is followed by a 1 day management workshop in Dublin on 20 October.
With John Bazalgette, senior organisation analyst with the Grubb Institute of behavioural studies and Lorna McDowell, organisation analyst within Xenergie Consulting Ireland/UK.
>>Read More
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Belbin 2- days workshop
Accreditation
Galway venue only 4 places remaining!! Register Now to avoid disappointment
Effective Team Work: Become a Belbin Accredited Consultant 2-days workshop: Belbin Team Role Accreditation 19-20th October
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Dear - Welcome to Xenergie's organisational culture briefing:
 New World, New Demands ... Organisations at Risk from Underdeveloped Strategic Change Agency Skills.
Why Next Generation Coaching is a Step Change Opportunity for HR.
by Lorna McDowell
Organisations have become increasingly more complex and rigid, often by their own unwitting design and best intent. Locked in silos and conventional command and control ways of working, in today's context, this makes them very unstable because they avoid the very issues that hold them back. A new path is emerging for those who will survive and thrive, with ways that can embrace the messiness of transition. On this path:
1. Every organisation - and every person within it - needs to be able to stand back and see from the whole and learn to be flexible, to see how their part connects with another. The days of silo working are over. 2. Change is not an event, destination or linear plan of strategy and implementation. It's a messy journey of learning how we learn, learning as we go and reflecting on that wisdom. The challenge is to stimulate progress whilst protecting the core of what's really good and generating a team of people that can do this and inspire others. 3. The aspirations and cultures of a new networked generation with a social and environmental conscience is having a profound effect on the structures and practices. 4. Market uncertainty has caused increased vigilance of attitudes and purchasing decisions, with clients expecting more for less, often unrealistically. This will not change quickly. What is called for is to reframe our concept of resources, so that we experience abundance again. It is the dynamics and architecture of organisations which are the major inhibitors or contributors to step change performance. How do we work with this?
 Whilst change theory is spouted from the textbooks, the truth is that, in practice, most organisations have embarrassingly under-developed internal change agency skills that simply fail and fear to enter the messy journey of complexity of aligning people to strategy effectively and managing the struggle between old tested ways and the risks of new experiments. What lies ahead is a workout of new approaches to risk management that delve into the storecupboard of unaddressed issues, many of which are rooted in people issues. Mastering the time, energy and space to do this is the first challenge and usually the first excuse - because managers say they're too busy to meet and discuss what's really happening, or doubtful that anyone really has the teeth to make change or that they will open Pandora's box and make things worse. The problem is that they will approach the challenge with conventional eyes and a method which is fundamentally flawed. Contact me during September to find out more about how we develop internal change agency skills, and explore our resources below. |
Raising the Bar: Next Generation Coaching as a Dynamic Approach to Business Improvement by Lorna McDowell
Synopsis:
Many organisations talk about "creating a coaching culture",
but do they actually know what they are trying to achieve? Is your approach to coaching adding enough business value? Xenergie's experience finds that an absence of strategy or management around coaching processes is holding companies in the very cultural gridlock they are attempting to address.
 Coaching has the potential to deliver profound and widespread value and organisational improvement - enabling transformation, innovation, efficiency, improvement, learning, strategic risk management and cultural flexibility.
Although the uptake of coaching has now reached a critical mass, approaches to managing coaching are still, for the most, immature . This article explores the management of coaching and the next generation of coaching that engages systems thinking and action research as an enabler that to reaping real business value. In this way, HR has an opportunity to step into a far more strategic role in organisation improvement
>>Read more
Sign up for Management Webinar: 10 September, 10am GMT
"Coaching as a Dynamic Approach to Business Improvement and Strategic Risk Management" (NB: seats are limited to managers/directors of business functions within organisations). |
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