1. Culture & Conflict A discussion on how we communicate David Hanlon Resource Consulting Services Pty Ltd Australia There are three truths: my truth, your truth and the truth. Chinese Proverb

2. GrowerGenetics Extension Harvest Transport Milling Fobbing MANAGEMENT = Culture, Business Structure LOGISTICS = Technology, Cost Assessment CHAIN EFFECTIVENESS CHAIN EFFICIENCY

3. Present state (where you are but prefer not to be) Desired state (where you want to be) Source: O’Conner (2001), NLP Workbook Problems cannot be solved unless you have an outcome. Resources personal – beliefs, values skills – right strategies, right team physical – time, dollars

4. Fact Most companies/organisations/industries are far better at executing their current activities than at adapting to long-term changes in their business environment. Very few can do both well.

5. WHY Our barriers to adaptability are deeply rooted in the nature of organizations:  Inflexibility in the mental models of their managers  Organizational complexity, driven by the demands of execution  mismatches between current resources and future opportunities Eric D. Beinhocker, The adaptable corporation, Mckinsey Quarterly (2006, 2)

6. Our reality Knowledge (capital) Action (reality) Waste (unrealised potential) The truth is, only a VERY SMALL percentage of our CAPITAL is transformed into reality.

7. Breaking down the barriers NOW $$$ FUTURE $$$ Options Approach  Enables overcoming the barriers….. $$$$ $$$$ $ Past Industry Behaviour $ Analysis, trials & implementation Change Programs  Enables industry to approach Change from a new perspective…..

8. Our common process Needs -me, you, us Process (how) R’ships (who) Content (what)  Positions maintained NEEDS not met Source: Allan Parker, The Negotiators Toolkit

9. Needs -me, you, us Content R’ships  Realistic Mutually Beneficial Outcomes Process Source: Alan Parker, The Negotiators Toolkit A far better approach…

10. 聽 Ears Eyes Heart..and the primary tools… To Listen

11. CLOSING QUESTIONS DEFENSIVE QUESTIONS EXPLORING QUESTIONS POSSIBILITY QUESTIONS DISEMPOWERING QUESTIONS EMPOWERING QUESTIONS Low energy Little true engagement High energy Aggressive behaviour Low energy Partial engagement High energy Fully engaged

12. What are the steps…….. Decision to progress “Captains” of industry “Round Table” Implementation Framework and Key Stakeholder Skilling AGREED Framework and Appropriate CHANGE skills in place Industry Leaders BUY IN No go NOT an option

13. “Captain’s of Industry” BUY IN …..… Gain consensus on key issues: 1.Industry benefits from adopting change not apparent 2.Benefits from change greater to others than to “my” stakeholder group 3.A lack of trust between the various stakeholder group Explore and seek consensus: 1.On consequences of DOING NOTHING 2.In generating options for each stakeholder group. They must be REALISTIC, and MUTUALLY BENEFICIAL, OUTCOMES 3.Trust is EARNED, not GIVEN and the progress towards achieving this target will determine how well the team is progressing towards this goal “Buy in” issues Critical success factors to address

14. Courage is what it takes to stand up and speak. Courage is also what it takes to sit down and listen. Winston Churchill Thankyou