1. What was the context for your experiences as an internal OD practitioner?

2. What insights would you like to share about being an internal OD practitioner?

3. How would you sum up your insights and advice?

• Different influence styles for different personalities

• Evocative influence: increasing awareness and pulling

• Provocative influence: mindful disruption for change

• How to balance challenge with support

• Real consulting case study

Based on Gestalt organisational consulting principles. Perfect for consultants, leaders, and change management professionals.

00:00 Introduction 00:47 The William Bridges Change Model 07:00 Engaging Early Adopters and Overcoming the “Chasm” 09:00 Exploring the Fisher Transition Curve 21:50 Group Feedback and Reflection

• Engagement and Insights:

  • Participants actively discussed the role of line managers in a hybrid work environment, emphasizing the challenges of supporting employees while under similar pressures themselves.

  • Ideas shared included the importance of creating a support network beyond line managers and avoiding over-reliance, which can foster a parent/child dynamic.

  • Dan Pink's framework of Autonomy, Mastery, and Purpose was referenced, with a suggestion to watch an RSA Animate video related to these principles.

  • Participants reflected on change fatigue, lack of authenticity in engagement, and the need for clearer communication and trust during change processes.

  • The concept of a "change onion" was introduced, representing the complexity and multi-layered nature of organisational change.

• Reflections and Challenges:

  • Concerns were raised about the authenticity of decisions during organisational change and whether engagement is genuine or just lip service.

  • Discussions highlighted the impact of insufficient information and the desire for employees to have more control and certainty during transitions.

  • Trust issues and rigid change processes were identified as barriers to effective collaboration and engagement.

  • The metaphor of "little fires everywhere" was used to describe the fragmented challenges across an organisation.

• Interactions and Reactions:

  • The session fostered an open and safe environment, with participants appreciating the opportunity for reflective and challenging discussions.

  • Humorous and personal anecdotes, such as building a bar during lockdown and cat interruptions during video calls, added a lighter tone to the discussion.

• Closing Remarks:

  • Participants expressed gratitude for the challenging yet safe space and appreciated the facilitation by Kash, Chris, and Tom.

  • Some participants felt sad about the session ending but were encouraged to continue conversations through a newly created Teams chat.

  • The session ended on a positive note, with expressions of camaraderie and appreciation for the shared learning experience.

This summary reflects the key themes, insights, and interactions while omitting logistical details about attendance.

00:10 Introduction to the Case Study 01:00 Current Challenges 02:54 Leadership Vision and Expectations 04:20 Operating Model Overview 05:53 Strategic Priorities 07:00 Breakout Activities Introduction

0:00 Overview of organisational structures and their application to CountyServe. 1:00 Analysis of functional, divisional, and matrix structures, including challenges with matrix organisations. 2:15 Discussion on flat and network structures, highlighting flexibility and adaptability benefits. 3:30 Introduction to CountyServe’s top-level structure, detailing roles like COO and CFO and their operational areas. 5:20 Task briefing for participants to explore how to align structure with strategy through curiosity and effective inquiry.

00:00 Introduction to Structure Implementation 02:04 Process Mapping and Performance Management 02:28 Capability and Work Design 03:16 Designing Healthy and "Doable" Jobs 04:54 Digital Transformation Role Challenge 06:00 Exercise Brief: Role Design and Strategy Alignment

00:00 Introduction to Capability and Culture 01:00 Leadership Capability: Discussion on Balancing Control and Enablement 02:00 Contextual Leadership and Organisational Style 03:11 Teamwork and Flexibility 03:42 Change Management Approaches 06:00 Traditional vs Distributed Leadership Models 09:01 Hybrid Leadership and Modern Challenges

00:00 Introduction to Leadership Design Choices 01:36 Discussion: Balancing Leadership Approaches 03:11 Organisational Readiness for Change 06:00 Discussion: Leadership and Policy Application 09:30 Approaches to Change Management 12:30 Leadership Development and Cultural Design 15:00 Practical Examples and Frameworks 21:00 Public Sector Challenges and Hybrid Models

00:00 Recap 02:51 Target Operating Model 07:56 Design Principles 10:10 Case Study Intro

The Chief Technology Officer has been in touch with a redesign request for the Head of IT role.

They would you to create a new role which is the Head of Digital Transformation.

Based on the strategy, structure and processes, what changes would you recommend making to the Head of IT role

00:00 Introduction 02:24 The five dysfunctions 02:53 Working with an absence of trust 07:51 Fear of conflict 12:51 Lack of commitment 17:26 Creating accountability 21:35 Results 24:17 The importance of good leaders

Key Themes and Reflections:

1. Behavioural Dynamics and Culture:

   • Participants noted that current role profiles and systems do not adequately consider the behaviours desired to support an empowering culture.

   • The concept of adult-adult versus adult-child dynamics was explored, with reflections on how schools condition individuals for adult-child relationships, posing challenges for employers.

   • Senior leaders' behaviours set the tone for organisational culture, and poor practices can reinforce hierarchical dynamics.

   • Reflections on permission-seeking behaviours highlighted the need to foster curiosity, critical thinking, and empowerment across the organisation.

2. Change Management and Organisational Structures:

   • Participants discussed challenges in implementing change, emphasizing the need for balance, leadership vulnerability, and frameworks that allow for "doable jobs."

   • Concerns were raised about change fatigue and the tendency for changes to be initiated before previous ones are embedded.

   • Discussions highlighted cultural tensions between bureaucratic and agile approaches, as well as top-down versus empowering leadership styles.

3. Leadership and Decision-Making:

   • Leaders were urged to create conditions for empowerment by engaging in collaborative decision-making and considering the input of those on the ground.

   • The importance of narratives and information to inform decisions was highlighted, alongside recognising the limits of influence within hierarchical structures.

   • Reflections included the need for leaders to have time and space to think, avoiding risk aversion driven by fear of consequences.

4. Cultural Variability and Hybrid Work:

   • Participants acknowledged the variability in organisational culture, exacerbated by hybrid working, with different "pockets" of culture requiring tailored approaches.

   • The metaphor of a forest was used to describe the diverse organisational cultures, emphasizing the role of HRBPs as "forest explorers" to uncover insights.

5. Reflections on Past Practices:

   • During COVID-19, smaller teams were empowered to make decisions more efficiently. Participants reflected on how some of these practices might inform future organisational change.

Notable Insights:

• Empowerment and culture are hindered by rigid policies and processes.

• Managers are pivotal in shaping culture and ensuring connections within hybrid teams.

• Organisational dynamics and external influences, such as political systems, create vulnerabilities that impact culture and leadership effectiveness.

Engagement Highlights:

• Contributions reflected deep thought and practical experiences, with a balance of humour (e.g., "toiletgate") and metaphors to convey complex ideas.

• Participants appreciated the space to reflect and shared insights on how to improve their approaches to leadership, culture, and change.

The session highlighted the need for alignment between behaviours, systems, and leadership practices to foster a more empowered and adaptable organisational culture.