ABSTRACT The theory that will underpin the public lecture deals with the complex problem of how individuals, groups, organisations, and societies handle changing life conditions. Thinking systems in people, organisations, and society help us to understand the adaptive capability of changing environmental conditions. These conditions in the environment study the following: Worldview: messaging and pattern recognition Degree of complexity: exiting or emerging codes of thinking Command and control: the inherent flexibility Organising Principles: the intensity of the condition Elaborating stream implications: the view and implications of the past, present, and future timeline Potential: the functionality or health of the ecology Insights gained from a meta-study on leadership will be presented. These insights lead to the publication of the book Organisational Change and Development. Multi-cultural research conducted in 42 different countries, with more than 100 000 participants, will be shared. These ethnographical insights will be interwoven with the Interesting findings from various Da Vinci PhD-studies to present a rich narrative on the human condition. The purpose of the lecture is to uniquely offer the application of the diversity of thought and contextual understanding in various geopolitical, industry domains organisational spaces. The stories that will be shared, was lived by leaders in multi-cultural settings. The organisational and societal development interventions that will be described, was facilitated by Rica and/or her co-researchers. One such case will deal with the successful implementation of co-determination – a unique way of partnering between workers, management and trade unions in an effort to optimise stakeholder relationships and conduct sustainable business in South Africa and other emerging economies. An effort will be made to present enough rich narratives for the participant to be triggered, inspired and even moved to action to make the world a better place for all. The following books will be available after the lecture: Organisational Change and Development (Viljoen, 2015) Employee Engagement in a South African Context (Nienaber and Martins, 2016) Organisational Diagnostics (Martins, Martins and Viljoen, 2017) Read more about Dr Rica Viljoen. EVENT DETAILS DATE: Wednesday 10 October 2018 TIME: 11:00 - 13:00 VENUE: The Da Vinci Institute 16 Park Avenue Modderfontein RSVP BY: 5 October 2018

1. On the evolution of though and
adaptation
Public Lecture
Dr Rica Viljoen

2. • Multi-level study on leadership and organisational
development
• Worldview: messaging and pattern recognition
• Degree of complexity: exiting and emerging codes of
thinking
• Command and Control: the inherent flexibility
• Elaborating stream implications: the view and implications
of past, present and future timeline
• Potential: the functionality or health of the ecology
• Leadership development of the future
Topics for conversation

3. Multi-level study on leadership
• 3 decades
• Leadership theories
• 18 experts asked to identify 12 concepts associated
with leadership today.
• In-depth literature study
• Themes and Codes, Clusters
• Meta-insights
80’s:
•Transactional and Transformational Leadership
•Boards of Directors and Governance
•Competitive advantage

4. Multi-level study on leadership
90’s
•Creativity
•Organisational Capacities
•Emotional Intelligence
•Trust
•Board Performance
2000’s
•Emotions and Emotional Intelligence
•Authentic Leadership
•Shared Leadership
2010’s
•Complexity and chaos
•Context management
•Ethical leadership

5. Multi-level study on organisational behaviour
• 18 experts asked to identify 12 concepts associated
with Organisational Behaviour
• Themes and Codes, Clusters
• Meta-insights
80’s:
•Total Quality Management
•Quality Circles
•Psychometrics – High level classification test and 16PF
•Work studies / productivity

6. Multi-level study on organisational behaviour
90’s
•Systems Thinking
•Design Thinking (Ackoff)
•Value Engineering
•Personal Purpose and Self Mastery (Senge)
•Activity based teambuilding and adventure training
•Employee satisfaction
2000’s
•Systems Thinking
•Psycho-analytical events
•Diversity Management
•Linking personal values to organisational values
•Multi-disciplinary teams, virtual teams
•Globalisation
•Mergers and Acquisitions
•Trust, employee engagement, commitment
•Coaching
•Flexibility, change resilience

7. Multi-level study on organisational behaviour
2010’s
•Work Engagement studies
•Strategic intent and translation
•Culture as strategic architecture
•Multi-cultural dynamics
•Corporate Citizenship Behaviour
•Wellness
•Sustainability
•Contextual intelligence
•Ecological understanding
•Spiritual Intelligence
•Mindfulness and finding meaning
•Agility
•People Management as a technology

8. Multi-level study on organisational behaviour
Today
•Big Data
•Future Workplace. Transparency. Transparency.
Transparency
•Social Enterprise
•Talent Management
•Impact of fourth industrial revolution
•Adaptive intelligence
•Flow, Flex, Function
•Evolution of thought and consciousness

9. A dispersed South African View
• Ensuring stakeholder value
• Organisational Effectiveness (OE)
• Community development
• Compliance to legislative requirements and regulations
• Overwhelmed
• Numb to change
• Talent, Salary, discipline, staffing and BEE
• OD incorporated in strategic HR, line management and OE
• External OD capacity
• Everybody does OD
• Change management = communication
Definition:Optimising individual, group, organisational performance in the context of
society – positioned at a level where it can impact the whole organisation in a
systemic manner.

10. The new world of work

11. Worldview: messaging and pattern recognition

12. Worldviews and Pattern Recognition

13. Worldviews and Pattern Recognition

14. Degree of complexity: exiting and emerging codes of thinking

15. Command and Control: the inherent flexibility
Spiral Dynamics integral is a bio-
psycho-social map of living human
systems that focuses on natural
designs and offers whole new
integral solutions that are ecological,
systemic, and life-affirming. In effect
the theory describes and makes
sense of the enormous complexity of
human existence, and then shows
how to craft elegant, systemic
problem-solutions that meet people
and address situations where they
are.

16. Elaborating stream implications: the view and implications of
past, present and future timeline

18. • B
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19. O
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• O
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20. Potential: the functionality or health of the ecology
The most exciting breakthroughs of the twenty- first century will not occur because of technology, but because of an expanding concept of what it means
to be human.
John Naisbitt
- Building on strengths
- Dealing gracefully with adversity
- Wisdom beyond rationality
Graves (1974):
“I took a group of people who thought the same way, and I put them in situations ... where they were
required to solve problems with multiple answers. ... and lo and behold, when the results started to come
in I found this most peculiar phenomenon: the YELLOWS find unbelievably more solutions than all the
others put together. They found more solutions than the RED plus the BLUE plus the ORANGE plus the
GREEN. I found that the quality of their solutions to problems were amazingly better. ... I found that the
average time it took the YELLOW group to arrive at a solution was amazingly shorter than it took any of
the other groups.”

21. Potential: the functionality or health of the ecology
Self-management: Yellow Organisations have found the key to operate
effectively, even at a large scale, with a system based on peer relationships,
without the need for either hierarchy or consensus.
Wholeness: Organisations have always been places that encourage people to
show up with a narrow “professional” self and to check other parts of the self
at the door. They often require us to show a masculine resolve, to display
determination and strength, and to hide doubts and vulnerability. Rationality
rules as king, while the emotional, intuitive, and spiritual parts of ourselves
often feel unwelcome, out of place. Yellow Organisations have developed a
consistent set of practices that invite us to reclaim sur inner wholeness and
bring all of who we are to work.
Evolutionary purpose: Yellow organisations are seen as having a life and a
sense of direction of their own. Instead of trying to predict and control the
future, members of the organisation are invited to listen in and understand
what the organisation wants to become, what purpose it wants to serve.

22. Potential: the functionality or health of the ecology
Clouds form and then go away because atmospheric conditions, temperatures, and
humidity cause molecules of water to either condense or vaporize. Organisations
should be the same; structures need to appear and disappear based on the forces that
are acting in the organization. When people are free to act, they’re able to sense those
forces and act in ways that fit best with reality.

23. Leadership development for the future
Move from
•Systemic
•Functional
•Flow
To
•Skill sets linked to values
•Dealers in hope
•Integral
•Inclusive
•Adaptive
•Holistic
•Humane

24. Holistic and sustainable personal development framework

25. Holistic and sustainable personal development
1. The facilitator was at the heart or core of the development process and a
critical catalyst.
2. The importance of cohort learning: the safe, supportive, sacred
environment created by the group was paramount in facilitating the
individual’s and group’s development.
3. Learners must become vulnerable to challenge and shift their limiting
paradigms. In addition, the vulnerability of the facilitator was a catalyst to
the learners opening up and becoming vulnerable.
4. Learning must be experiential, personally meaningful, transferred and
integrated to the learner’s own context to be sustainable.
5. Holistic and sustainable learning is a journey that takes time, therefore
“quick fix” programmes will not yield same results.

27. Alignment of individuals and organisations to
social system dynamics
Pro-actively explore trends in the outer word and build capacity to be agile in
systems
Scientific diagnostic cross­cultural sensitive longitudinal validated instruments such as Vital Signs
Monitors
Release voice
“The most important thing is not the script but the story”
Listen with your eyes closed
“The best leader is the one who listens the best to the total system”
Speak in colours / frequencies
Translate for understanding and human niche
Remember what made us successful in the first place
“If you want to move forward, look back, look back…”
Position the people agenda as part of any strategic conversation
Always asks how to create human energy in the system to perform
Integrate
“I would do anything for the simplicity at the other side of complexity”

28. P
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Launch31Oct
Books to follow: African leadership, Ethics in Africa and Culture