Presentation to the Management Forum hosted by the British Council, Khartoum

1. Peter Totterdill Director Workplace Innovation Limited Joint Chief Executive UK Work Organisation Network Visiting Professor Kingston University London [email_address] The Participative Organisation

3. www.workplaceinnovation.eu

9. The past is an increasingly unreliable guide to the future

10. Survival is not compulsory Of the Fortune 500 firms listed in any year from 1975, over a third disappeared ten years later. Only one firm remains from the 1900 list. For smaller firms the odds are much worse. Put simply, change is imperative.

11. Times of economic downturn are times to invest in people and workplace innovation. Now is the time to engage people in finding creative solutions.

13. Traditional ways of organising work and traditional approaches to management are inadequate in an increasingly volatile world.

14. Work and Capital Svenskt N ä ringsliv – Confederation of Swedish Enterprise Then Work Anonymous and replaceable Capital Personal and unique

15. Work and Capital Svenskt N ä ringsliv – Confederation of Swedish Enterprise Then Now Work Anonymous and replaceable Capital Personal and unique

16. Work and Capital Svenskt N ä ringsliv – Confederation of Swedish Enterprise Then Now Work Anonymous and replaceable Personal and unique Capital Personal and unique More and more anonymous and replaceable

17. “ . . . a clear concentration on those factors in the work environment which determine the extent to which employees can develop and use their competencies and creative potential to the fullest extent, thereby enhancing the company’s capacity for innovation and competitiveness while enhancing quality of working life.” Hi-Res Study (available at www.ukwon.net)

21. Organising, Involving, Learning The Slick Organisation

23. Dialogue, Reflection, Negotiated Action Shared Knowledge & Intelligence ORGANISING INVOLVING LEARNING

24. Dialogue, Reflection, Negotiated Action Shared Knowledge & Intelligence Job design Teamwork Organising

26. Dialogue, Reflection, Negotiated Action Shared Knowledge & Intelligence Involving Communication Change Improvement Innovation Partnership

30. Dialogue, Reflection, Negotiated Action Shared Knowledge & Intelligence Learning Competence Knowledge sharing Dialogue

31. ORGANISING INVOLVING LEARNING Developing & using competencies High involvement innovation Shared learning and knowledge

32. Organising, Involving, Learning SELF ASSESSMENT

35. South Maasland Hospital, The Netherlands

38. BOARD Senior Management Team

39. BOARD Senior Management Team Strategic Knowledge

40. BOARD Senior Management Team Strategic Knowledge Stakeholders

41. BOARD Senior Management Team Strategic Knowledge Stakeholders Opportunities Threats

42. BOARD Senior Management Team Strategic Knowledge Stakeholders Opportunities Threats Leadership, Strategy, Values

43. Workforce

44. Workforce Practical Knowledge, Experience, Ideas

45. Workforce Management, Work Organisation, Productive Reflection Practical Knowledge, Experience, Ideas

46. Workforce Management, Work Organisation, Productive Reflection BOARD Senior Management Team Leadership, Strategy, Values

47. Workforce Management, Work Organisation, Productive Reflection BOARD Senior Management Team Leadership, Strategy, Values

48. Workforce Management, Work Organisation, Productive Reflection BOARD Senior Management Team Leadership, Strategy, Values GAP?

49. Workforce Management, Work Organisation, Productive Reflection BOARD Senior Management Team Leadership, Strategy, Values Line Management

50. Workforce Management, Work Organisation, Productive Reflection BOARD Senior Management Team Leadership, Strategy, Values Line Management Competence Role definition Clarity

51. Workforce Management, Work Organisation, Productive Reflection BOARD Senior Management Team Leadership, Strategy, Values Systems and Procedures

52. Workforce Management, Work Organisation, Productive Reflection BOARD Senior Management Team Leadership, Strategy, Values Behaviours Trust Adaptability Systems and Procedures

53. Workforce Management, Work Organisation, Productive Reflection BOARD Senior Management Team Leadership, Strategy, Values Innovation & Improvement

54. Workforce Management, Work Organisation, Productive Reflection BOARD Senior Management Team Leadership, Strategy, Values Knowledge, experience, creativity Two dimensions to every job Common purpose Innovation & Improvement

55. FORMAL, RIGHTS-BASED REFLECTIVE AND KNOWLEDGE-BASED TEAM-BASED PROBLEM SOLVING INFORMAL Self-organised teamworking Empowering job design and individuals engaged in dialogue Employees participating as experts in improvement and innovation Partnership involving Trade Union or Workplace Representatives

56. FORMAL, RIGHTS-BASED REFLECTIVE AND KNOWLEDGE-BASED TEAM-BASED PROBLEM SOLVING INFORMAL Self-organised teamworking Empowering job design and individuals engaged in dialogue Knowledge Sharing Partnership involving Trade Union or Workplace Representatives Employees participating as experts in improvement and innovation

57. FORMAL, RIGHTS-BASED REFLECTIVE AND KNOWLEDGE-BASED TEAM-BASED PROBLEM SOLVING INFORMAL Self-organised teamworking Empowering job design and individuals engaged in dialogue Knowledge Sharing TACIT KNOWLEDGE INTO STRATEGY STRATEGY INTO PRACTICE Partnership involving Trade Union or Workplace Representatives Employees participating as experts in improvement and innovation

58. FORMAL, RIGHTS-BASED REFLECTIVE AND KNOWLEDGE-BASED TEAM-BASED PROBLEM SOLVING INFORMAL Self-organised teamworking Empowering job design and individuals engaged in dialogue Knowledge Sharing TACIT KNOWLEDGE INTO STRATEGY STRATEGY INTO PRACTICE Ensuring quality of dialogue Partnership involving Trade Union or Workplace Representatives Employees participating as experts in improvement and innovation

59. FORMAL, RIGHTS-BASED REFLECTIVE AND KNOWLEDGE-BASED TEAM-BASED PROBLEM SOLVING INFORMAL Self-organised teamworking Empowering job design and individuals engaged in dialogue Knowledge Sharing TACIT KNOWLEDGE INTO STRATEGY STRATEGY INTO PRACTICE Ensuring quality of dialogue MANAGEMENT SYSTEMS & PROCEDURES PRODUCTIVE REFLECTION Partnership involving Trade Union or Workplace Representatives Employees participating as experts in improvement and innovation

60. ORGANISING INVOLVING LEARNING PRODUCTIVE REFLECTION

61. ERICSSON RADIO SYSTEMS, G Ä VLE The Green Room

62. Productive Reflection and Transformation Productive Reflection Individual creativity Team effectiveness Organisational innovation and transformation

63. The Workplace of the Future?

64. The Workplace of the Future?

65. The Workplace of the Future? Sign Out Compose Addresses Folders Options Search Help SquirrelMail Viewing an image attachment - View message Download this as a file

66. Developing Innovation Capability Impact Time Level 1 – Pre (‘natural improvement’) Level 2 – Structured Level 3 – Goal-Directed Level 4 – Proactive Level 5 – Capability

67. ORGANISING INVOLVING LEARNING

69. Case studies show evidence of: · long term competitive advantage/service improvement; · harnessing employee knowledge and creative potential; · responsiveness to market demands; · continuous improvement and innovation; · increased productivity; · greater customer care, quality and reliability; · new technologies creating a need for change; · cost reduction; · improved industrial relations; · enhanced quality of working life; · improved recruitment and retention.

73. Obstacles Limited awareness Poor access to actionable knowledge Partial change The organisation as a black box The problem of HR

74. Change is messy

75. A PEOPLE CENTRED APPROACH

83. Entrepreneurial Organisations and Entrepreneurial Individuals INDIVIDUALS ORGANISATIONS Conforming Entrepreneurial Conforming Entrepreneurial

84. Entrepreneurial Organisations and Entrepreneurial Individuals INDIVIDUALS ORGANISATIONS Conforming Entrepreneurial Conforming Entrepreneurial Sally

85. Entrepreneurial Organisations and Entrepreneurial Individuals INDIVIDUALS ORGANISATIONS Conforming Entrepreneurial Conforming Entrepreneurial CONFORMITY

86. Entrepreneurial Organisations and Entrepreneurial Individuals INDIVIDUALS ORGANISATIONS Conforming Entrepreneurial Conforming Entrepreneurial SYMBOLIC ENTREPRENEURSHIP

87. Entrepreneurial Organisations and Entrepreneurial Individuals INDIVIDUALS ORGANISATIONS Conforming Entrepreneurial Conforming Entrepreneurial Jess

88. Entrepreneurial Organisations and Entrepreneurial Individuals INDIVIDUALS ORGANISATIONS Conforming Entrepreneurial Conforming Entrepreneurial RESISTED

89. Entrepreneurial Organisations and Entrepreneurial Individuals INDIVIDUALS ORGANISATIONS Conforming Entrepreneurial Conforming Entrepreneurial Sonya

90. Entrepreneurial Organisations and Entrepreneurial Individuals INDIVIDUALS ORGANISATIONS Conforming Entrepreneurial Conforming Entrepreneurial ENTREPRENEURIAL ORGANISATION

92. Roles and expectations of managers

93. The Decision Grid Decision area: Somebody up there decides I decide Department Managers decide Somebody up there decides in consultation with me I decide in consultation with . . . Department Managers decide in consultation with me

94. Innovative ways of engaging employees in change

95. Employee-driven scenario planning

96. Forum theatre is a powerful way of engaging staff mentally and emotionally in change and innovation. The characters in the play can’t resolve the challenges they face without the help of your employees. In addressing these fictional problems your employees are also reflecting on their own working practices and workplace relationships.

97. Forum theatre

98. Forum theatre productive reflection

99. Forum theatre productive reflection improvement

102. Making it happen Dramatic Partnership

103. NETWORKING FOR ALL

105. Action Learning

106. Action Learning In Action Learning, participants work together to support the future actions of each individual set member. The emphasis is on sharing knowledge and experience to help address problems and strengthen future actions. Mutual support, empathy and co-operation are the conditions for success .

110. www.ukwon.net www.workplaceinnovation.eu