1. The difference that makes a difference – OD Strategy in complex environments James Traeger and Martin Saville

2. An illustration http://vimeo.com/31158841

3. Unorganised Organised Seek patterns Plan, control Complex Certainty Agreement Close to Far from Complexity requires more dialogue Know when your challenges are in the zone of complexity Complicated

4. Questions from a complexity standpoint Who takes responsibility for the whole of the organisation? How is difference nurtured and used? What is the mindset that best embodies engagement in a complex world?

5. 1. Change isn’t plan-able (but that shouldn’t stop us from having good intentions)

6. 2. Difference matters (OD is sometimes defined as adding to the system what it doesn’t already have)

7. What’s Your Difference?

8. 3. Politics and meaning define leadership in complexity (That means we need to be good (ethical) storytellers)

9. So to sum up: your OD strategy is about:

10. A useful tool 1: Self as Instrument You are the change You carry with you a microcosm of what the organisation is and what it needs to do next

11. I see… I imagine…

12. A useful tool 2: Adaptive Action Requires a dialogue approach Helps with next ‘available adjacent steps’ It’s deceptively simple – as in ‘simplicity on the far side of complexity’ Based on the work of Glenda Eoyang Helps clarify the ‘difference that makes a difference’

13. How?

14. What? XXXXX

15. Group Mindmap Gather from the group – what are the specific change issues for a group or team? Create a collective story Get to know each other Creates dialogue in a complex environment Avoids blame, develops empathy Active

16. The tool - How it works Called a ‘Group Mind Map’ Topic: What are the trends we currently face when (doing OD here)? Our rules: – All ideas are good – Say where it goes if you suggest – Examples help – Brainstorm not discussion – Opposing trends OK

17. Summarising our approach Diagnostic Culture Change Programmatic ‘Telling’ more than ‘listening’ Values defined by the top Defined outcomes More of the same Tends to favour those in authority Culture Change can be planned About changing behaviours Dialogic Culture Change Creative & opportunistic ‘Listening’ more than ‘telling’ Values modeled by the top Emergent and unexpected outcomes Substantial differences Works to understand a wide constituency Culture change is a conversation About changing mindset and behaviours There are 2 basic perspectives of culture change within Organisational Development: Our approach is to take a pragmatic line between these two approaches, depending on your need From Bushe and Marshak, 2009, Journal of Applied Behavioral Science, Vol45:3 pp348-368

18. Get in touch www.mayvin.co.uk twitter.com/mayvinltd James Traeger james.traeger@mayvin.co.uk +44 (0)7778 647712 Martin Saville martin.saville@mayvin.co.uk +44 (0)7968 719940