Document 204815

HR Magazine Australia
Opinion & Best Practice
Business Review
Human Resources
How to future proof your
Human Resource &
Recruitment Manager
HR Officer
by External | 13 Nov 2013
Australian leaders: Fearful
and disconnected
With so many articles pointing out
what’s wrong with business, few
actually provide specific advice for
how to create change. Therese S.
Kinal shares an adaptive and
participatory approach to
organisational change called
UnleashingTM so you too can start to
increase employee engagement,
collaboration and innovation… and
ultimately future proof your
Successful organisational change is
much like mastering a recipe or
following a meticulous instruction
manual: both require care and
passion, and don’t work if you
take shortcuts.
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Change happens when a team goes through a
transformational process that requires personal
engagement, group interdependency, collaboration and
intense learning. This can only be achieved in the context
of solving a real, pressing and complex business problem
that has no clear solution at the outset. No ‘mickey
mouse’, nice-to-have projects. Rather, choose problems
that are critical to achieving strategic success.
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when ince ...
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Step 1: A real, pressing & complex problem
Great idea Nigel. W ...
and business strategy
Change: The steps to success
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Interesting - would ...
employee engagement
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Work is changing. The new
workforce is multi-generational, m
the plate
As the push for true gender equality
continues, CE ...
Furthermore, the team must be given the mandate to
solve the problem. This does not necessarily mean that
the team should be given free reign, but rather that they
are given freedom to innovate and create within agreed
boundaries (e.g. budget, resources, timelines, ROI etc.).
Step 2: A diverse team with the right mix of skills
and influence
Diversity is no longer about simply sitting on crossfunctional teams. Unleashing™ requires diversity of
thought. A good starting point is selecting a subset of all
the potential sub-groups that are involved in the creation
and use of the solution. The objective of the team is two-
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1. Come up with new insights and breakthrough
Should hospitality cut penalty rates?
solutions through the process of co-creation
Debate continues to rage over the proposed
2. Develop into individual change agents that
influence and carry the change over to their
departments and the wider organisation
It is important to select a team with the ‘right’ mix of
skills, expertise and influence. In my experience, change
is most successful when you choose members who:
Have been part of any strategic work to date.
Represent different relevant technical
cuts to ...
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employee engagement and business
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beverage ...
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Forty-three per cent of employees say their
workpl ...
Have influence and respect amongst their
Represent different political and strategic
Are dedicated to improving the organisation
and creating value for its customers and
partners – not just personal career progression.
Step 3: Learning through action
Many academic institutions and consulting organisations
claim to be using Action Learning, but are actually not.
To keep it simple, they have adapted the experiential
learning process to be a test on an actual problem
solving exercise, rather than giving the participants
mandate to actually solve a problem or innovate in real
For learning to take place, an individual must go through
an explorative journey, where they learn through real life
action, making personal adjustments to the learned
material, developing ownership and internalising new
knowledge and behaviours. In this Act-Reflect-Adapt
model planning is minimised and action through piloting,
prototyping and other mechanisms of testing out new
processes, products or services are given priority.
Step 4: Going through a battle
As the team tackles the complex and pressing problem
through exploration and action, they will go through
HRD issue 11.11
Cover story: 2013 Hot List
conflict and turbulence, or what I like to call The Battle.
This is a crucial part of the change process and needs to
be managed by an experienced coach. If not managed
well, or dismissed entirely, this conflict will significantly
affect productivity, morale and results. However when
going through it successfully, the team will have a better
understanding of each other’s strengths and weaknesses,
form a closer bond and produce significantly better
Step 5: Synergistic co-creation
Research suggests that teams often perform less well
than the sum of their members’ contributions, or 1+1<
2. This is due to flaws such as groupthink, social loafing,
conformity, intragroup conflict, group polarization, the
illusion of unanimity and prioritising consensus over
innovation. To avoid these common traps, it’s important
to understand the difference between Traditional
Teamwork and 1+1=3: Synergistic Co-creation.
In Traditional Teamwork one’s ability to influence,
communicate and sell one’s ideas are common success
factors. In 1+1=3 however, team members are required
to have an open mind, receive other’s thoughts and input
and build on and challenge their ideas. This poses a
tough challenge on the team as they have to break down
old ways of working and create a culture of cohesion and
Step 6: The coach
Just like in professional sports, managing The Battle and
ensuring the team is practicing 1+1=3, requires a superb
coach. The coach should be hand picked and trained to
empower teams to work through issues and create
solutions. They should work side-by-side with the team,
managing the change journey, challenging thinking,
providing external perspective and ensuring the team
creates breakthrough solutions and innovations that they
believe in.
This model can be scaled up depending on the size of
your organisation. The key is to involve approximately
15-33% of your employees and developing them into
change agents. That way, the desired change can more
successfully ripple through the entire organisation.
Now that you have the steps to success, isn’t it time you
unleashed the potential in your organisation?
About the author
Therese S. Kinal is the CEO and co-founder of Unleash, a
disruptive innovator in the management education and
consulting industry. She is the co-author of Unleashing:
The Future of Work and writes, runs workshops and
works with clients on a range of management issues
including: The Future of Organisations, Leadership
Development, Organisational Change, Adaptive Strategy
Execution, Living Brand, Complex Problem Solving,
Innovation and Entrepreneurship. Read her blog or follow
her on Twitter.
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welcomes your professional and informed opinion.
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