This document discusses organizational change and development based on a multi-decade study. It summarizes insights from literature reviews and expert interviews conducted in the 1980s, 1990s, 2000s, and 2010s on topics related to leadership theories and strategic human resources. Key concepts identified over time include transformational leadership, emotional intelligence, shared leadership, complexity, culture, and sustainability. The document also outlines strategic frameworks and models for measuring engagement across cultures. It emphasizes the importance of an inclusive approach to change that considers individual, group, and organizational potential within specific industry and cultural contexts.

1. OCD
Organisational
Change and Development
Dr Rica Viljoen

2. 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

3. 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
Early 2010’s
• Complexity and chaos
• Context management
• Ethical leadership

4. Strategic HR
• 18 experts asked to identify 12 concepts associated
with organisational change and development today.
• Themes and Codes, Clusters
• Meta-insights
80’s:
• Total Quality Management
• Quality Circles
• Psychometrics – High level classification test and
16PF
• Work studies / productivity

5. Strategic HR
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
• Change Resilience
• 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

6. Strategic HR
Now
• Big Data
• Future Workplace. Transparency. Transparency.
Transparency
• Social Enterprise
• Talent Management.

7. Strategic HR
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

8. Strategic HR
Today in South Africa – a dispersed 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.
In response:

9. Business Realities today
Purgatory
– World economy trapped in a no-man’s land
– Low growth, low inflation, low interest rates, low returns
Dispersion
– Big differentials between winners & losers
– Increased volatility
– China?
SA suffers
–More inflation, more rate hikes, more taxes, low growth
– Confidence crisis
– Africa suffers

10. • Cash will have all but disappeared.
• Africa will have ceased to be a rural continent.
• Much of the world has ‘gone up.’ One consequence of mass urbanization is that you only have so much
space to place people and the infrastructure that goes with it. Two solutions: dig down, or build up. We’ll see
more of the latter as various groups figure out how to capitalize on new,
• We’ll see the first human live to the age of 150.
• A constant stream of bio-connectivity data drives healthcare decisions. Plants will ‘talk’ to us.
• The concept of TV as a ‘physical device’ has disappeared.
• Micro nationals dominate global markets.
• Re-generative energy technology is everywhere; it’s transformative, storable, re-usable.
• Poll-democracy takes flight.
• Paper is really something ‘from the olden days’.
• Grown up! The first 12-generation family is part of earth society. In 2015, the the most number of
generations that were alive in a single family was seven. But in 2025, due to longevity, advances with health
care and lifestyle changes, society saw the first great-great-great-greet-great-great-great-great-great-
grandparent
• Crowd thinking has replaced most forms of peer research.
• Regenerative DNA farms will abound.
• Intelligence package that is the product.
• What we did for heart health in the 20th century, we did for brain health in 2025.
• Most industries have gone upside down.
• The concept of an education degree has come to an end; “just-in-time knowledge factories” dominate
the educational landscape.
• The electrical grid of the early 21st century is gone; micro-grids dominate energy supply and use.
• Sub-Saharan Africa emerged as the world’s new China.
Scenario Planning - 2025

11. Change
Enablers
Change
Enablers
Diversity
Of
Thought
Dynamics of change
Drivers of change
Creating meaning through Inclusivity - energy on all dimensions
OD
Interventions
New world of
work
Nature of the world
Why we change Essence of Change
New Sciences
We change differently
Rising levels
of
Consciousness
Individual
Presence
Emotional
Containment Organisational
Gestalt
How individuals change
How groups
change
The What
Context:
Industry
South Africa
Africa
Global
Leadership
Doing
Being
Disconnect
Apathy
Engagement /
Commitment
Inclusivity
Organisation
Group
Individual
EQ Journey
Dialoguing
World CafeStorytelling
Appreciative
Inquiry
Climate, culture, worldview, sub-
climates, sub-cultures
Group dynamics, group formation,
unconscious mechanics, group
norms
Personality, Intelligences, world
view, complexity handling ability,
Diversity factors,
Change Resilience
How organisations change
The way: How we change
Leadership
Dimensions
during
change
Domains influenced
by / and influencing
change
Energy
in the
system
Viljoen, 2015

12. Strategic
Framework
Strategic architecture
The articulated and clearly understood
concept of the desired future state
Strategy translation into
Operational termsLeadership alignment
Vision
Mission
Core
purpose
Structure
Core
values
Core
capabilities Internal and
External
Branding
Leadership
Framework
Profit
modeling
Shared views of the present
and the future
Leadership
formulates
strategy
Change
resilience
Agreement,
Common
understanding
Renewed energy
and rigour
Understanding
differences
Engagement
Insight
Leadership
Drives and implement
strategy
Strategy
operationalised
Balanced Score Card
And Values
Operational
goals
MeasuresTargets
Strategic
Initiatives
Strategic Goals
Values
Group and
Individual BSC
IDP KPA’sBehaviours
SWOT PESTLE
Design
Thinking
Scenario
planning
Competitor
Analysis
SOAR
EVP
Culture
Leadership
Capacity
Building
Translation
Performance
Management
Process
Optimise
Leadership
Talent Attraction,
Retention
Reward
Strategy
Benchmark of
Engagement
THE STRATEGIC PROCESS
Viljoen, 2015

13. Congruence
Graves: “the best leader is the congruent one”

14. “…a radical organisational transformational methodology which
aligns the doing and the being side of the organisation around
commonly defined principles and values, co-created by all.
It is a systemic approach that focuses on underlying beliefs and
assumptions and challenges patterns in the individual, group
and organisational psyche, to spend energy and engage in a
sustainable, inclusive manner with the purpose to achieve
shared consciousness.”
Inclusivity Defined

15. 3890
393
302
136
122
2237
2907
239 1693
1997
2540
894
223
Total:
BeQ in 42 countries
More than 50000 participants
Studying engagement in multi-cultural settings

16. Viljoen (2008) defined Engagement as
“Engagement, the systemic result of the interplay between the
individual potential, group potential and organisational potential
in the context of the specific industry or national culture”.
“as the output of the energy in the system to perform.”
The I-engage define behavioural engagement as defined by
Macey (2008)
Engagement Defined

17. The
individual
The
Team
The
Organisation
Level of
engagement
Assumptions
About
We
Assumptions
About
They
Assumptions
About
Me
and Society Context
National Cultural
Human Capacity in the system to perform

18. I-Engage
We-Engage
They-Engage
Assumptions
About
We
Assumptions
About
They
Assumptions
About
Me
Respect
Self Regard
Resilience
Personal Responsibility
Corporate Citizenship
Support
Leadership
Alignment,
Valuing Diversity
Accountability
Trust
Business Orientation
Adaptability to change
Inclusivity
Ethics
Within the context of the country:
Constructs for the BeQ

19. Level of
engagement
Correlates directly to:
+ -
Productivity Abseetism
Retention Turnover
Employee Satisfaction Apathy
Creativity and Innovation Number of incidents
Safe Behaviour Number of Accidents
Customer experience Mistakes
Ability to deal with change Apathy
Benefits of Engagement

20. Vicious Cycle:
Disengagement
Absenteeism
Staff Turnover
Apathy
Low morale
Negative Behaviour
Poor service delivery
Incidents and accidents
Virtuous Cycle:
Unleashing voice
Productivity
Staff Retention
Employee Satisfaction
Creativity / Innovation
Value based behaviour
Customer Experience
Safe behaviour
Stakeholder Experience
Re-wiring the organisation to have innate momentum to perform sustainably
Disconnected
30%-44%
Apathetic
45-59%
Involved
60-74%
Engaged
> 75%
Building sustainable architecture

21. National Cultural Diversity
Hofstede
0
20
40
60
80
100
South Africa Peru Australia Ghana
Power Distance
0
20
40
60
80
100
South Africa Peru Australia Ghana
Human Orientation
0
20
40
60
80
100
South Africa Peru Australia Ghana
Collectivism/Individualism
0
20
40
60
80
100
South Africa Peru Australia Ghana
Rule Following
0
20
40
60
80
100
South Africa Peru Australia Ghana
Uncertainty Avoidance

22. 23
Factor analysis and regression – what drives engagement in different countries
Ghana_I-ENGAGE =
=.26*TEAMWORK (INTRA AND INTER TEAM)+ 24*SUPERVISION+
.18*RESPECT
+.13*BEING CONSULTED+.11* TRUST +.2
Australia I-ENGAGE =
28*CONNECTION + .21*SUPERVISOR SKILL (DOING AND BEING)
+ .19*TEAMWORK +. 13*FAIRNESS +.18
Peru ENGAGE =
.22*CARING + .21*CONNECTION +.17*ALIGNMENT (DOING)
+ .15*LEADERSHIP EXAMPLE +.15*SUPPORT +.10
South Africa I_ENGAGE =
= .222*SUPPORT + .151*DIVERSITY + .130*SUPERVISION + 2.342
BeQ I-engage formula
-

23. Human Niches – Spiral Dynamics Integral
Adaptive Intelligence
9% 65% 15% 10% 1% 0,01% 0.001%

24. 25
BeQ™ Laubscher’s Human NichesInterrelatedness of African Purple
Family
Relations
Rules of
Behaviour
Ceremonial/
Ritual
Time
Orientation
Stories
Ancestors
White/Blac
k MagicLand
Sky
Animals
People
Relations
Human
Domain
Physical
Domain
Sacred/
Spiritual
Domain
Secrecy
Social Structure
Copying
Relationships
Elders
Old ways
Drumming,
Dancing, Art,
Storytelling
Exists outside
past or future
Storytelling and
Metaphors
Honoring and
Protection
Sangomas
Foresight
HealingGift of gods
Sacred earth
Sun, Moon, Stars
and Wind
Animal Spirit
Consultation
Communication
Harmony

25. The soil needs the seed and
the seed needs the soil
One only has meaning with the other.
The same thing happens to human beings.
When male knowledge comes together with female transformation, then the great
magical union takes place,
which is called Wisdom.
Paulo Coelho
The Doing and The Being

26. How OD can go wrong

27. There is no shame in
looking back and fixing
something!
Akan Adrinka Symbol
West Africa

28. Lessons learned
• Importance of measuring in a multi-cultural sensitive
manner
• Importance to suspend own ontology and
epistemology when working in multicultural spaces
• No one-size-fit-all solutions
• Don’t give antibiotics to all if the whole system is not
in dis-ease
• Work from within, through people
• Weave the organisation together in a functional,
meaningful manner
• We don’t learn / there is nothing new under the sun
(committees, groups, teams, high performance teams,
multi-disciplinary teams, virtual teams, global teams)

29. “You cannot help but learn more as you take the
world into your hands.
Take it up reverently, for it is an old piece of clay,
with millions of thumbprints on it.”
John Updike

30. How Strategic HR can help organisations
to become meaningful
1. Measure Engagement and determine ROI of interventions
Through scientific diagnostic cultural sensitive longitudinal validated
instruments
2. Release voice
“The most important thing is not the script but the story”
3. Listen with your eyes closed
“The best leader is the one who listens the best to the total organisation”
4. Speak in colours / frequencies
Translate for understanding and human niche
5. Remember what made us successful in the first place
“If you want to move forward, look back, look back…”
6. Position the people agenda as part of any strategic conversation
“Incorporate HR, OD, Internal Branding and External Positioning strategies in
line strategy”
7. Integrate
“I would do anything for the simplicity at the other side of complexity”

32. ?
Dr Rica Viljoen
rica@mandalaconsulting.co.za

33. Questions
?Questions

34. Questions:
 Who in the organisation would be best suited to be OCD
practitioners and how would we go about up- skilling
them?
 What has ABinbev done through past take overs to
ensure the people on the floor don’t negatively reactive
to the change implement by them?
 How do you feel about the current change policies
implemented by ABinbev?
 How do you encourage a take on of a new culture,
without drowning the old one?
 How do you walk together in a fast pace environment,
not giving time to create a safe space as it is perceived
as to time consuming, if not driven from the top?

35. 1. While we say that niches are not hierarchical, (niches are different and not
from one to another) is it not better to be in a higher niche? Surely it must
be better to be Green for example where we are focused on giving back and
creating inclusivity, compared to Beige, in which we are focused on
survival?
2. Within the work place, what can we as managers do to be included as part
of the community of our workplace, so that when we make decisions, it is
done to the benefit of the organization as a whole – so that we are seen as
part of the “tribe”?
3. For a workforce that is purple, how would you approach reward and
recognition initiative – would it be focused on group or team work efforts?
4. Is it possible for a person to belong to different niches within different roles
in society – for example, can a person be red at work but blue at home? Or
do you belong to one overarching group in all aspects?
5. If a niche is due to a certain world view – is it possible for an outside force
to try and develop a group to evolve to a different group by attempting to
adjust the groups’ current worldview?
6. In what type of conditions would a group move from blue to purple? (It
indicates in the book that you can move in any direction?)

36. 1.What methods are currently being used or have
been used in ABInBev?
2.It takes 2-5 years to go through a
dramatic/traumatic change – how long for us?
3.Storytelling, what was the best example you have
seen in your career? What was so good about
their story? How did it make you change your
perspective or behaviour?

37. • Why Is It Critical for Leaders and Managers to Be
Successful at Organizational Change?
• How to Choose the most appropriate Organizational
Development Activities
• The role of Technostructural Interventions?
Techno-structural interventions focus on improving the
organiSational effectiveness and human performance by
focusing on technology and structure.
These interventions are rooted in the fields of
engineering, sociology, and psychology, combined with
socio-technical systems, job analysis and design.

38. References
Agarwala, T. 2003, ‘Innovative human resource practices and organisational commitment: An
empirical investigation’, International Journal of Human Resource Management, vol. 14, no. 2, pp.
175-197.
Allen, N.J. & Meyer, J.P. 1990, ‘The measurement and antecedents of affective, continuance and
normative commitment to the organisation’, Journal of Occupational Psychology, vol. 63, pp. 1-18.
Angle, H.L. & Perry, J.L. 1986, ‘Dual commitment and labour- management relationship climates‘,
Academy of Management Journal, vol. 29, no. 1, pp. 31-50.
Angle, H.L. & Perry, J.L. 1983, ‘Organisational commitment: Individual and organisational
influences‘, Work and Occupations, vol. 10, no.2, pp. 123-146.
Baruch, Y. & Winkelmann-Gleed, A. 2002, ‘Multiple commitments: A conceptual framework and
empirical investigation on a Community Health Service Trust‘, British Journal of Management, vol.
13, pp. 337-357.
Benson, J. 1998, ‘Dual commitment: Contract workers in Australian manufacturing enterprises’,
Journal of Management Studies, vol. 35, no. 3, pp. 355-375.
Bishop, J.W. Dow Scott, K. & Burroughs, S.M. 2000, ‘Support, commitment, and employee
outcomes in a team environment’, Journal of Management, vol. 26, no. 6, pp. 1113-1132.
Blau, P.M. 1964, Exchange and Power in Social Life, Transaction Publishers, New Brunswick, New
York.
References

39. References
Chang, K. & Chelladurai, P. 2003, ‘Comparison of Part-time workers and Full-time workers:
Commitment and citizenship behaviours in Korean sport organisations’, Journal of Sport
Management, vol. 17, pp. 394-416.
Crabtree, S. 2005, ‘Engagement keeps the doctor away‘, Gallup Management Journal, January
13, pp. 1-4.
Deery, S.J. & Iverson, R.D. 1998, ‘Antecedents and consequences of dual and unilateral
commitment: A longitudinal study‘, The University of Melbourne, Department of Management
working paper number 1, January 1998.
Echols, M.E. 2005, ‘Engaging employees to impact performance‘ Chief Learning Officer, February,
pp. 44-48.
Eisenberger, R. Fasolo, P & Davis-LaMastro, V. 1990, ‘Perceived organisational support and
employee diligence, commitment and innovation‘, Journal of Applied Psychology, vol. 75, no. 1, pp.
51-59.
Eisenberger, R. Huntington. R. Hutchinson, S. & Sowa, D. 1986, ‘Perceived organisational
support‘, Journal of Applied Psychology, vol. 71, no. 3, pp. 500-507.
Gouldner, A.W. 1960, ‘The norm of reciprocity. American Sociological Review, vol. 25, no. 2, pp.
165-178.
Greenfield. W.M. 2004, ‘Decision making and employee engagement‘, Employee Relations
Today‘, Summer, pp. 13-24.
Gubman, E. 2004, ‘From engagement to passion for work: The search for the missing person‘,
Human Research Planning, pp. 42-46.
References

40. References
Harter, J.K. Schmidt, F.L. & Hayes, T.L. 2002, ‘Business- unit- level relationship between employee
satisfaction, employee engagement, and business outcomes: A meta analysis‘, Journal of Applied
Psychology, vol. 87, no. 2, pp. 268-279.
Kahn, W.A. 1990, ‘Psychological conditions of personal engagement and disengagement at work‘,
Academy of Management Journal, vol. 33, no. 4, pp. 692-724.
Luthans, F. & Peterson, S.J. 2002, ‘Employee engagement and manager self-efficacy: Implications
for managerial effectiveness and development‘, Journal of Management Development, vol. 21, 5,
pp. 376-387.
May, D.R. Gilson, R.L. & Harter, L.M. 2004, ‘The psychological conditions of meaningfulness,
safety and availability and the engagement of the human spirit at work’, Journal of Occupational
and Organizational Psychology, vol. 77, PP. 11-37.
Macey, W.H. & Schneider, B. 2008. ‘The meaning of employee engagement’ , Industrial and
Organisational Psychology, vol, 1, pp 3-30.
McDade, S. & McKenzie, A. 2002, ‘Knowledge workers in the engagement equation’, Strategic HR
Review, vol. 1, 4, pp. 34-37.
Meyer, J.P. & Allen, N.J. 1991, ‘A three component conceptualisation of organisational
commitment’, Human Resource Management Review, vol. 1, pp. 61-89.
References

41. References
Mowday, R.T. Steers, R.M. & Porter, L.W. 1979, ‘The measurement of organizational commitment,
Journal of Vocational Behaviour, vol. 14, pp. 224-247.
Mueller, C.W. Wallace, J.E. & Price, J.L. 1992, ‘Employee commitment: Resolving some issues‘,
Work and Occupations, vol. 19, no. 3, pp. 211-236.
Porter, L.W. Steers, R.M., Mowday, R.T. & Boulian, P.V. 1974, ‘Organizational commitment, job
satisfaction, and turnover among psychiatric technicians’, Journal of Applied Psychology, vol. 59,
no. 5, pp. 603-609.
Price, J.L. & Mueller, C.W. 1986, Handbook of organizational measurement, Pitman Publishing,
INC, Massachusetts.
Price, J.L. & Mueller, C.W. 1981, ‘A causal model of turnover for nurses‘, Academy of
Management Journal, vol. 24, no. 3, pp. 543-565.
Robinson, D., Perryman, S. & Hayday, S. 2004, ‘The drivers of employee engagement‘, Institute of
Employment Studies, Report 405.
Viljoen, R.C. 2008, ‘Sustainable organisational transformation through inclusivity’,
DBL dissertation. Available online www://etd.unisa.ac.za/ETD-db/theses/available/etd-
02192009-090759/unrestricted/00thesis.pdf
Viljoen, R.C. 2014, ‘Inclusive organisational transformation’, London:Gower Publishing
Viljoen, R.C. 2015, ‘Organisational Change and Development’, Braynston: Knowledge
Resources.
References