'What do we know about how to improve performance through management, leadership and organisation development, and prove

1. 'What do we know about how to improve performance through management, leadership and organisation development, and prove that it works?' John Burgoyne May 2006

2. The two link chain: management & leadership learning performativity Wealth (well-being) MLOD Link 1 MLOC Link 2 OP Context

3. The Session Agenda: • Performativity: what does and should count as organisational performance? • Does management, leadership and organisational capability matter anyway? • How do we develop it? • How do we justify – prove and improve – the investment?

4. Performativity: what do we think should count as successful organisational performance?

5. Performativity: what does and should count as organisational performance? The usual options: • The bottom line • Public sector performance indicators • The triple bottom line • The balanced scorecard

6. Performativity: what does and should count as organisational performance? Critical management theory might raise issues about these to do with • Equality and fairness in society • Diversity issues • Colonialism • Possible downsides of globalisation • Criticism of the democratically regulated free market capitalist model

7. Performativity: what does and should count as organisational performance? Leadership and management establishes, legitimises, and seeks to achieve, performance goals.

8. 2. Does management, leadership and organisational capability matter anyway?

9. Developing Leaders for Contemporary Organisations What I want to believe:

10. Centrality of management “A country can have endless resources of all sorts but unless management is applied to these factors, the productivity of the system will be close to zero. Moreover, the better the management, the greater the output will be. Management effectiveness is the critical factor in the economic system.” (Farmer and Richman, 1964, p. 57)

11. Does management, leadership and organisational capability matter anyway? But, one of our most influential writers on management disagrees -

12. Porter M. E. and Ketels C. H. M. (2003) UK Comtetiveness: moving to the next stage. DTI Economics Paper No. 3. …there remains a (diminishing) productivity gap towards other European countries that has fuelled a debate in the UK on what further steps might still be missing. One response has focused on the role of management. In our view management has not been the root cause of low productivity. … Management has, however, often made choices that, while consistent with the relative strengths of the business environment in the UK, did not develop competitive advantage based on innovation and uniqueness.

13. Does management, leadership and organisational capability matter anyway? We need a third opinion:

14. Developing Leaders for Contemporary Organisations Nexus Autumn 2001

15. Developing Leaders for Contemporary Organisations ‘changing the leadership activities plus the processes plus the personalities in failing schools does make a difference’ ‘..within the companies that were more or less simultaneously changing their structures, processes and boundaries, there was a clear statistical relationship between this pattern of innovation and high levels of performance.’ Surely it is leadership that changes processes, structures, boundaries and personalities?

16. 2. Does management, leadership and organisational capability matter anyway? -and if so, how does it work?

17. The Second Link: how MLOC contributes to OP : the big four • Focus • Commitment • Innovation • Efficiency

18. Acquisition Development Utilisation Recruitment Team acquisition Mergers, takeovers Education, training and development Informal learning Soft OD Performance management Career management Reward systems Hard OD – Organisation design and structure The Bundle

19. Where is the management, leadership and organisational capability that matters?

20. Rumsfeld Way: Leadership Wisdom of a Battle-hardened Maverick Jeffrey A Krames Passion for Excellence: The Leadership Difference  Tom Peters & Nancy Austin  Back to the Drawing-Board. Designing Corporate Boards for a Complex World Colin Carter &Jay Lorsch Leadership Secrets of Attila the Hun  Wess Roberts The Leadership Genius of George W. Bush: 10 Commonsense Lessons from the Commander in Chief Carolyn Thompson & James Ware  The Deep Blue Sea: Rethinking the Source of Leadership Wilfred Drath Making Common Sense: Leadership as Meaning making in a Community of Practice Wilfred Drath & Charles Palus Out of the Crisis W Edwards Deming • Gung Ho!: Turn on the People in Any Organization • (One Minute Manager S.)   • Ken Blanchard & Sheldon Bowles Connective Leadership: Managing in a Changing World Jean Lipman-Blumen

21. MANAGEMENT AND LEADERSHIP BY THE FEW MANAGEMENT AND LEADERSHIP BY THE MANY MANAGEMENT AND LEADERSHIP AS PROPERTY OF THE COLLECTIVE CULTURE MANAGEMENT AND LEADERSHIP AS TOTAL OF INDIVIDUAL CAPACITIES

22. Where is MLOC? Human Capital and Social Capital MLOC by the few MLOC by the many Human Capital Social Capital individual capability collective capability HERO TOP TEAM EMPLOYEE EMPOWERMENT CULTURE, STRUCTURE AND TECHNOLOGY DEVELOPMENT EDUCATION, TRAINING AND DEVELOPMENT ORGANISTION CHANGE AND DEVELOPMENT INITIATIVES HYBRIDS

23. 3. How do we develop it? (MLOC) 4. How do we justify – prove and improve – the investment?

24. How do we develop and justify it? • Where does it work and how? • The variety of methods • Context and context sensitive methods • Method does not matter? • Line of sight • Theory of change – affordance – theory of use • The ‘bundle’ context

26. 1. Where does it work and how? Bottom line performance Integrated MLOD – the ‘bundle’

27. 2. The variety of methods

28. Lectures Cases Business games Simulations Role plays Coaching Mentoring Action learning Learning organisation Dialogue E and blended learning ‘Natural’ learning A bewildering choice: …and more Skilfully chosen for context and outcome?

29. 3. Context and context sensitive methods Organisations getting advantage from MLOD use a variety of methods, but use a greater proportion of context sensitive methods. These are methods that use processes that adapt to learner context. Examples are coaching, mentoring and action learning.

30. 4. Method does not matter?

31. The big three management and leadership development outcomes: Open ended evaluation interviews with participants in MLOD activities suggest three main outcomes, irrespective of the method and content of programmes: • Confidence • Reflection • Networking

32. 5. Line of sight

33. The two link chain: management & leadership learning performativity THE LINE OF SIGHT……………….. Wealth (well-being) MLOD Link 1 MLOC Link 2 OP Context

34. 6. Theory of change – affordance – theory of use Theory of change – how providers think it works Affordance – what is actually on offer to learners Theory of use – what learners use it for Remember confidence, reflection and networking

35. 7. The ‘bundle’ context

36. Acquisition Development Utilisation Recruitment Team acquisition Mergers, takeovers Education, training and development Informal learning Soft OD Performance management Career management Reward systems Hard OD – Organisation design and structure The Bundle

37. Cases and Examples • Irish Public Health • Cabinet Office High Potential Scheme • Health Foundation – shared leadership in diabetes care teams • Registrar leadership training in a ‘turnaround’ NHS Trust • Action Learning for Small Business Leaders