sustainable organisational improvement & culture change · 2019-11-29 · master class module 1...

Master Class

Leadership, Culture & Change

T:+44 (0) 7793276015 | E: [email protected] | W: www.duxinaroe.com

DUXINAROE

mailto:[email protected]

Overview

Leadership, Culture & Change;

Master Class

Overview

The most expensive and yet most profitable resource in an organisation is the Human Resource.

Extensive & expensive failures in economies, organisations, divisions, departments and teams are always a result of ‘Human Factors’, including individual characteristics and personality traits, errors of judgement and physical mistakes.

Equally, the most lucrative organisational improvements are also associated to ‘Human Factors’, including new ideas, which lead to new technologies, efficient and effective methods and high performance cultures; where people are enabled to demonstrate discipline, control, empowerment, ownership, engagement, autonomy, innovation, creativity, passion, courage, alignment, confidence, happiness and a socialised commercial awareness.

Positive or negative, performance as measured in the factory, directed from the board-room or reported by the accounts team are an outcome of traits and characteristics which occur in brains.

i.e. ‘Human Factors’.

To maximise organisational benefits and minimise damage related to Human actions and reactions, it is absolutely essential for leadership teams to have an understanding of the brain and how it reacts to it’s prevailing conditions. Consciously creating ‘brain friendly’ conditions has been shown to significantly improve organisational Performance, Strategy, Structure, Policy, Process and Procedure.

Understanding the latest science behind such ‘Human Factors’ empowers leadership teams with a very real competitive advantage. Such advantage requires leaders understand new concepts and principles which come with new and sometimes challenging language.

In this Master Class, leadership teams will be introduced to these new concepts & language such that they come to understand the key components required to create the advantage and the time-frames associated to ‘Change’.

Structure

Access Course (40 Hours) - 5 Module program, detailed in the following pages.

Delivery

Access Course (40 Hours) - On or off-site training. Certificate.

T: +44(0)7793276015 | E: [email protected] | W: www.duxinaroe.com


http://www.duxinaroe.com/


Master Class

Access Course - Introduction

This 5 module course covers a substantial volume of information that is challenging, yet transformational. It delivers simple models to help delegates understand the scientifically verifiable principles from the world of psychology and neuroscience. It is a ‘rapid’ learning curve, often acting as the ‘trigger’ for delegates to reconsider many deeply established beliefs about what ‘actually’ works in any organisation requiring motivated people. To ensure the brain can deal with this intense learning curve, the course is delivered in 5 distinct modules over 5 consecutive days, providing ‘full immersion’ into this most amazing insight into organisational performance improvement.


This course delivers the science needed to fully understand popularised ideas about the brain, identifying which ideas are conducive to outcomes and which are not. Such principles are popular, as can be seen in the Mercedes Benz image below.





Master Class

✪ Introduction. Accelerated Learning.

✪ Module 1. Understanding … The Human Brain & Change

✪ Module 2. Understanding ... Responses, Reactions & Change

✪ Module 3. Understanding … A Future View & Change

✪ Module 4. Understanding … Culture & Change

✪ Module 5. Understanding … Performance & Change in organisations


This revolutionary and exclusive approach to; •Leadership, •Learning & Development, •Organisational Development, •Change Management •Communications and •Performance Improvement Is delivered through 5 modules, exclusive to Duxinaroe globally .

(Via Orient MCT in the UAE).

NOTE: All modules can be delivered so they are understood by anyone at any level of the organisation.





Master Class

Introduction

Access Course - Detail

Introduction

Course Facilitator will provide a brief introduction to the ideas surrounding Accelerated Learning, to ensure maximised ‘knowledge transfer’ from the course. The facilitator will introduce and hand out the course workbook including the delegates personal learning schedules (to be completed throughout the course). Facilitator will demonstrate the ‘News’ method of presentation. Facilitator will introduce the Ted Sorenson principle of ‘Brevity, Levity, Clarity, Charity’ to set the tone for the coming days.

Learning Outcomes

Delegates will understand

•Why the course structure enhances learning

• What is expected of them to ensure maximised knowledge transfer through each module.

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Includes

Each module is supported by;

•Workbooks

•Video extracts

•Interactive exercises and activities





Master Class

Module 1 (Day 1).

Understanding … the Human Brain & Change


Simple Science

Knowing what we know The two hemispheres, major brain components & construct. 4 Phase imprinting, BTFA Model© as applied to business needs.

Learning and Development Brain derived neurotrophic factor & neurogenesis, accelerated learning, synaesthesia, HTM, communications. Sensory Stimulus of neurons - EEE©.

Dealing with ‘New’ information The 4 R’s – rewiring, regeneration, reweighting, reconnection

Understanding Memory – EEE© & PES conditions©

Hippocampus – short term to long term memory conversion – PTSD principles in everyday life, Emotional cell tagging.

Understanding Emotions The Dopaminergic Mesalimbic Pathway (Seeking Mechanism), Fear, Stress, Care, Play – how these neural circuits directly affect behaviours, performance and profits.

Learning Outcomes


•How the brain is constructed

•Why the brain is always changing

•How the brain changes in response to circumstance, sensory stimulus and perceptions

•The importance of emotional states in brain development

•How and why Individual Brains, (Beliefs and Behaviours) directly effect organisational Performance and Profit.

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Master Class


Workshop Objectives

• To ensure delegates can make the clear connection between the prevailing conditions they choose to create as leaders at PES levels and the formation of Individual Brains, (Beliefs and Behaviours) which ultimately and directly effect organisational Performance and Profit related outcomes.

•To ensure leaders understand the positive and negative ‘Cause and Effect’ of their own attitudes and actions in the workplace from a scientific perspective.

•To ensure delegates understand the timing of change in the brain and thus the timing requirements surrounding ‘Change’ initiatives.

Designed to be delivered to;

•Team members

•Team Leaders

•Supervisors

•Middle managers

•Project managers

•Lean, Six Sigma, OpEx, Agile, WCM, TQM practitioners and experts (Sensei / MBB’s).

•Senior Managers

•Executives

•Anyone responsible for managing change in their organisation, themselves or others.

Module 1 (Day 1) – cont.

Understanding … the Human Brain & Change

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Module 2 (Day 2).

Understanding ... Responses, Reactions & Change


Simple Science

What really motivates us?

4 Drive theory and reward mechanisms linked to the ‘seeking’ mechanism (Adaption / Discovery)

Thinking patterns and Emotions

Understanding the BTFA© Model in more detail. 1000 word per minute self talk. Meta-Cognition. Internal + external influence - impact on emotional reactions.

Understanding ‘Self’ and others

Belief as a driver, WIIFM, Mental laws, Locus of Control, attributes, attitudes & potential, Self Concept, Inhibitive and compulsive destructive criticism, pleasing others – Type ‘A’ behaviour, Self-fulfilling prophecies and confirmation bias (avoiding depression), negativity bias, Fear of Failure and rejection (‘New’ as a threat), conscious & sub-conscious activity, peak performance, Responsibility, negative emotions (Guilt), Defence mechanisms, Blame (Should), Projection, language – a window into our insecurities. Confidence and innovation. Self-limiting beliefs – Change Capability requires +ve self concept + vision.

Understanding Communications

EEE / Imprinting, Transactional Analysis and Social TA. Communicating effectively across hierarchical structures and cultures. Confucius.

Understanding systems and control

Logical control of emotions, systems and learned helplessness (Seligman). The psychology of change – Kubler-Ross bereavement curve.

Learning Outcomes


•What it takes to create conditions in which people are positively motivated

•How to become aware of negative thoughts, avoid negative emotions and blame

•How formative control impacts on self-concept to undermine performance

•How to recognise invisible boundaries & communicate across them

•What constitutes a threat at work / why systemic control can be counter-productive

✪ Leadership, Culture & Change;

Master Class





Workshop Objectives

•To clearly detail motivational factors, to balance logic & emotion by design and link these to personal perceptions of success and happiness (link neural responses to confidence and organisational innovation).

•To ensure delegates clearly understand how and why people can respond in-line with their negativity bias and defence mechanisms automatically … before they will respond in-line with company requirements.

•To ensure leaders understand how micro-cultures exist within organisations and how these inhibit effective communications, causing confusion, delays and mistakes to be made, if not understood.

•To introduce leaders to the key words and phrases used in defence of self, which highlight deeper issues.

•To provide a simple model to remember the psychological phases of change.


•Team members

•Team Leaders

•Supervisors

•Middle managers

•Project managers


•Senior Managers

•Executives


Module 2 (Day 2) cont.

Understanding ... Responses, Reactions & Change


Master Class




Module 3 (Day 3).

Understanding … A Future View & Change


Simple Science

What is ‘Good’? Understanding philosophy, (logic, syllogisms), utilitarianism and Kaizen. Understanding what is ‘Good’ at a neural, psychological, sociological, biological, environmental, personal, team, organisational and thus performance & financial level – The Toyota way as the philosophy behind ‘Lean’. Examples: Google. Apple. FCA. Q. What behaviours (performance) does your Philosophy inspire?

Setting a ‘Brain friendly’ vision, future state & goals. Finding the Balance©.

Self limiting beliefs (imagination / vision) – Generational and culturally inherited beliefs (monkeys example). Assumptions in forecast’s & targets = cognitive dissonance. Change Capability = Self Concept x Vision – How do you communicate yours (NASA). Policy deployment – why it works. Deming – SoPK, PDCA and BTFA. The 8th waste – Muda-Muri-Mura – Tatamae vs. Honne.

Ownership, Alignment & Management styles

Aligning beliefs as a foundation for all subsequent behaviours (pulling together). Having a ‘Reason’ to act. Establishing goals together. Being listened to. Self-worth & ‘feeling valued’. Situational leadership & Team maturity – an approach to deal with a lack of alignment?

Forming Beliefs EEE – Linking theory (models), imagination and reality. Forming, Storming, Norming, Performing – practically connecting your new ‘brain’ knowledge to popular models and leadership behaviours.

The main aspects of change

Understanding PES conditions (Control / Assumption / Purpose) and how they interact with strategic planning (BSC, EFQM, Policy Deployment), Control systems (ERP / MIS) & best practice models & tools (e.g. Change implementation programs / Visual Management of workplace, strategy & progress to satisfy neural reward mechanisms & personal psychological needs).


Master Class





Workshop Objectives

• To ensure delegates can interrogate the models and principles they have adopted in their organisation for efficiency and effectiveness once conscious of the ‘Human Factors’ crucial to performance and profit.


•Team members

•Team Leaders

•Supervisors

•Middle managers

•Project managers


•Senior Managers

•Executives



Understanding … A Future View & Change

Learning Outcomes


•The fundamental importance of alignment across the internal cultural layers of the organisation and what it takes to achieve true alignment.

•The benefits of alignment in respect to organisational performance.

•How to communicate a strategic vision (and the progress made against it) to minimise negative neural responses which undermine organisational performance

• How to establish goals and targets which enhance rather than detract from ownership and alignment


Master Class





Master Class


Simple Science

Understanding Beliefs Gap Analysis: Based on days 1-3, Teams will define the beliefs they have in the business historically, now, and identify what may need to change in the future (Answering the questions; What is ‘good’? / what works? – using root cause and creative problem solving techniques).

Understanding Attitudes Teams will identify the prevailing attitudes within their own teams and their organisations in general (Answering the questions; ‘What is Good’? / what works?).

Understanding Values Teams will identify the values they currently hold dear in the organisation and compare those fiscally driven values to human factor values (HRT). Linking to Aristotle’s Politics; Virtue above wealth & greed (4 Drives).

Understanding Perceptions Based on days 1-3, teams will consider perceptions across cultural layers within the organisation and how these impact on performance

Understanding Culture Teams will consider how to define culture and the definition used by the trainer. Teams will consider what would be required to ‘change’ culture.

Learning Outcomes


•What an EEE imprinted belief is.

•The BBPP – Belief-Behaviour-Performance-Profit model in detail

•The depths of culture and how to define it

•The cultural layers in organisations, divisions & departments

•How to address the component parts of culture to effect Sustainable Organisational Improvement (SOI)

Module 4 (Day 4).

Understanding … Culture & Change

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Master Class


Workshop Objectives

• To ensure delegates can assess and understand the building blocks of culture in their own organisations.

•To provide the capability to address each block with a ‘Root cause’ approach that can lead to step-change level improvements in any area of all organisations.

•To understand what is required to attain Sustainable Organisational Improvement (SOI).


•Team members

•Team Leaders

•Supervisors

•Middle managers

•Project managers


•Senior Managers

•Executives



Understanding … Culture & Change

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Master Class

Module 5 (Day 5).

Understanding … Performance & Change in organisations


Simple Science

Interrogating best practice (e.g. Lean) considering Human Factors.

Best practice isn’t best practice if it conflicts with Human Factors’, provoking poor PES conditions. Teams will be tasked to explain and present back.

Interrogating Logical Control (ERP / MIS type computer systems) / Forecasts / Budgets, considering Human Factors.

We have shown how Control can inhibit Innovation, Ownership & Alignment at a neurological level. Teams will be tasked to explain and present back.

Interrogating company policy considering Human Factors.

Policies, Process and Procedure can often drive ‘bad’ behaviours. Teams will be tasked to explain and present back.

Learning Outcomes


•How to communicate the introduction of Changes and Initiatives to maximise the potential for Acceptance, Engagement, Ownership and Sustainable Profitable Outcomes.

• How to engage and motivate teams to ensure they strike a balance between systematically imposed control & a freedom to act / a sense of control.

•How logical controls can provoke counter-intuitive (emotional) responses which work against the financial interests of the organisation.

•Why the brain conserves energy by taking shortcuts, supported by logical control; and how this presents a false economy of control for convenience and comfort which isn’t effective or efficient.

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Master Class


Workshop Objectives

• To complete the 5 day course with a clear and practical understanding of how human factors (rooted in the mechanics and processes of the brain) are the direct cause of behaviours, actions, reactions, performance and responses to systemic, process and procedural control, which can often combine to undermine performance at a ‘Human Factors’ and thus cultural level.

•To ensure Leaders know what they can do to establish a depth of alignment in their own beliefs and what is required to create prevailing conditions that support organisational outcome requirements.

•What is required in a leadership team at a personal level, if they are to ‘Choose’ to pursue such alignment.


•Team members

•Team Leaders

•Supervisors

•Middle managers

•Project managers


•Senior Managers

•Executives



Understanding … Performance & Change in organisations

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sustainable organisational improvement & culture change · 2019-11-29 · master class module 1...

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