Supporting Teams Through Transformation

Pamela Hadfield

Organisational Development & Learning

Manager

A Guarding System

An Emotional System

A Thinking System

A GROWING, EVOLVING

SYSTEM

Amygdala Brain Stem

Thalamus

Prefrontal Area

THE TRIUNE BRAIN

Neocortex

PATTERN MATCHING & PROBLEM SOLVING

TEAM DEVELOPMENT

• One Derby One Council transformation programme.

• Change vs Transition• OD&L offer managers a “people centred”

development package.• Transition & Appreciative Inquiry Awareness.• Use this awareness to build ownership and a

sense of community.

One Derby, One Council Transformation Process

STEP 1 - 90 minute workshop on TRANSITION – which is a 3-phase

psychological re-orientation that people go through as they come to terms with change.

HEAD OF

SERVICE

STEP 2 – Head of Service

rolls out transition message to management team

STEP 3 – 90 minute workshop on the basics

of APPRECIATIVE INQUIRY which is a powerful, people-centred change model.

HEAD OF

SERVICE

Process will be supported by the Organisational Development & Learning

Team but owned by the management team.

STEP 4 -“Creating The

Future – Embedding Our Values” – 3 hour appreciative inquiry workshop undertaken by

Head of Service with their management team.

“Positive Outcomes” from AI forwarded to all teams through the Team Briefing Process

INDIVIDUAL TEAMS

STEP 5 – 90 minute TEAM CONVERSATION workshops – shorter

version of the appreciative inquiry process for all Tier 4 managers within the service.

STEP 6 – One hour team conversation process “Finding

The Positive Core Within Our Team” – undertaken by

managers and their teams.

Head of Service to take an active interest in this process and become familiar with each

team’s identified “Positive Core”.

STEP 7 – Each team to display their “Positive Core” as they

think fit.

BU

ILD

ING

OW

NE

RS

HIP

& A

SE

NS

E O

F C

OM

MU

NIT

Y

TRANSITION

APPRECIATIVEINQUIRY

TEAMCONVERSATION

TRANSITION OBJECTIVES

By the end of the workshop participants would:

• Have a clear understanding of the transition process linking the theory to what was really happening within each service.

• Begin to shape a transition plan.• Be clear about the next steps in the

process.

The THREE phases of the

transition process

ENDINGS

NEUTRAL

ZONE

NEW

BEGINNINGS

THE TRANSITION MODEL

AI OBJECTIVES

By the end of the workshop participants would:

• Have a clear understanding of the appreciative inquiry process.

• Begin to shape an AI question specially focussed on each individual service.

• Be clear about the next steps in the process.

DISCOVERY

Appreciating what is best about the team & what is

working well.

DESTINY

Sustained energy for continued renewal through empowerment, & learning

DESIGN

Co-constructing how to make it happen &

committing to action.

DREAM

Identifying what possibilities to create a positive future

image.

AI is based on the simple assumption that every team has something that works well and that these strengths can be the starting point for creating a positive future. Inviting people to participate in dialogue and share stories about their past and present achievements through positive questions can identify a “positive core”. This “positive core” creates energy and excitement and a desire to move toward a shared dream. AI focuses on imagination and innovation – instead of the negative, critical and spiralling diagnoses commonly used in organisations. It starts with the creation of an AFFIRMATIVE TOPIC. An affirmative topic is carefully chosen to move you towards where you want to be.

THE AI MODEL

LEADERSHIP DEVELOPMENT

• Leadership development which focussed entirely on a work based approach.

• Partnership with University of Derby – leading expert on work based learning.

• Concentrated 90 minute “bite sized” workshops.

• Supporting & Leading Transformation which would be formally accredited.

LEADING DURING UNCERTAIN TIMES

THE CONFIDENT LEADER

THE RESILIENT LEADER

THE CONNECTING LEADER

EI Leadership Managing Difficult

Behaviour Building a

Flourishing Team

Signature Strengths Embracing Chaos Taking Control &

Making Sound Decisions

Working with Other People’s Maps

Representational Systems

Metaprograms

CURRENT POSITION

• Programme began in January this year.• Over 130 managers already going through the

process. • The trend is for specific teams/service areas to

go through the process together rather than attend open, cross organisation sessions.

• As more new teams “come on line” the number is expected to increase.

• Initial feedback is very encouraging.• Kirkpatrick’s four stage process is the evaluation

model being used.