1. Competencies

2. At the heart of the capability building effort are a band of master coaches and coaches accredited by Innovations Associates. MC
coaches

3. Creative Tension VISION (What we want) Current Reality (What we have)
Imbibing and embedding the creative tension spirit at all levels - individual, team, organisation
VISION
(What we want)
Creative Tension
To be able to sustain CT, we need to continually have conversations around vision and current reality.
Vision - enrollment - Refinery & I & C
Current reality - HR - other businesses
Also, taking from Biren, if we are charging all the employees to start thinking, and start sharing their perspectives, it becomes really important to have the skills of having productive conversation. Balancing advocacy with inquiry.
Actually this competency would be the indicator towards our organisation really attaining the transformational change.
Current Reality
(What we have)

4. Personal mastery Shared vision Systemic Thinking Team learning
Foundation Of Learning (FOL) programmes create an awareness of the basic disciplines of a learning organisation
Aspiration:
Individual
& Collective
Personal mastery
Shared vision
Understanding
Complexity &
Change
Collaboration
Systemic Thinking
Team learning
Mental Models

5. Personal Mastery Shared vision Creative Tension Systemic Thinking
The 5 disciplines are closely linked to generating creative tension which is at the heart of creating transformational change.
Personal Mastery
Shared vision
WHAT WE
WANT
VISION
Creative Tension
Systemic Thinking
Mental Models
Team Learning
CURRENT REALITY
WHAT WE HAVE GOT

6. Shared Vision Creative Tension Current Reality
The process of a VLP creates alignment and taps into the latent energies in people to create the results they want.
Shared Vision
Creative
Tension
The
Gap
Current Reality

7. Thinking and acting Systemically
Ability to
see the whole and the interconnectedness of the pieces that contribute to it
appreciate multiple perspectives which converge and make the ‘Big picture’
look for deeper structures or ‘forces’ that influence behaviour and teams’ ability to create results instead of reacting to events
For establishing CT, need to have a hard and honest look at CR. Difficult because of stuckness in my perspective, ignorance about the whole. Easy to complain and crib about CR but difficult to know it as it is.
It is only through seeing the issue from different perspectives that you really get hang of it.
At the macro - department, SBU or even as an organisation.
At the micro level, not able to see and appreciate other view, possibilities.
It is only the ability to go deep in to structure and finding the ‘forces’ that influence behaviour, team’s ability to create results that, we can really understand what is happening. Normally we react only to events. SOA example - and then tear hair “why is it that this problem is still persisting?”
It is only by understanding structures that we can either achieve standardisation by creating new consistent processes or generate new ideas. - since this is the first time you are looking at the issue through structural perspective, it will show paths that were never thought of.

8. Influencing without authority
Caring for my vision/view
Willingness to be influenced
Ability to engage in productive conversation
Ladder of Inference
Act and Judge
Beliefs,Values,Assumptions
Draw Conclusions
Add Meaning
Select data
Data

9. Collaborating Enhancing the degree of openness by
sharing of ideas, information and learnings
revealing unsaid assumptions, thoughts and beliefs
institutionalising feedback mechanisms at all levels
Moving away from compartmentalisation to integration and beyond boundaries
Greater ownership of problems, solutions, decisions, goals
Higher level of involvement by valuing skills, competencies and aptitudes of each individual
At the core of these competencies is our aspiration of becoming a “Learning Organisation”
It is only through collaborative behaviour that we can arrive at

10. Visionary Leadership and Planning Process creates
Glue - Vision and Values leading to alignment
Feeling of ownership and commitment - to make it happen - since the vision is co created and not told
Stretched targets - measures - towards fulfilment of purpose/ vision
Teaming opportunities anchored in passion-dissolving the role boundaries
Cohesiveness, emotional bond within the team
Learning ground for systemic thinking
And therefore
Environment for innovation and flexibility within the team