organisational sustainability in multicultural environments through the creation of a culture of...

Organisational sustainability in multicultural environments through the creation of a

culture of engagement

Dr Rica Viljoen

• Doctor in Business Leadership (SBL Unisa)

• International Organisational Development specialist and practitioner focusing on optimising individual, group and organisational behaviour

• Focus on creating Engagement in multi-cultural organisations through Inclusivity

• Consulted to and facilitated in various countries e.g. California, Chicago, Peru, Australia, Spain, Zambia, Mali, Tanzania, Namibia, Zambia, Ghana

• Associated with numerous academic institutions as subject matter expert e.g. da Vinci Institute, University of Johannesburg, SBL – UNISA and Village of Leaders – Stellenbosch

• Managing Director of Mandala Consulting

Rica Viljoen

• Topic Description• Academic foundation• Engagement• Creating climate of engagement• Unleashing tacit potential in systems• Benchmark of Engagement (BeQ) • Case study: Ghana, Australia• Benefits of Engagement• Methodologies that release Engagement• Further development of BeQ• Conclusions• Questions

Layout of presentation

Organisational sustainability in multicultural environments through the creation of a culture of engagement

In today’s competitive, ever changing world, companies strive harder than ever to implement strategy in a sustainable manner and to stay recent in the mind of the global consumer.

The people capacity in the system and the interaction between human entities lead to the “amount of energy” in a system to perform.

This can lead to a climate of engagement – a system where the tacit potential of an individual manifest and is applied to organisational tasks to the benefit of the individual, the group and the organisation.

Topic Description

.

Other forms of energy is “apathetic” or “disconnected” with obvious human potential losses.

Engagement lead to organisational benefits such as customer centricity, productivity, safe behaviour, low turnover and low absenteeism.

1.4 Focus groups

1.3 In depth interviews

1.1 Existing Theory

1.2 Case Study

2.2 Post intervention investigatio

n

2.1 Grounded Theory

2.3 Phenomenology

DataGathering

Data analysis through Qualitative Methodologies

Inclusivity Framework

Testing Phase

Adapted Inclusivity

Framework

Identification of Future research

Conclusions and recommendations

Limitations of study

Research Questions

2.4 Content Analysis

Introduction

Research Design

Results of

qualitative re

search process

Academic Foundation

The

Individual

The Team

The

organisation

Assumptions

AboutWe

Assumptions

About They

Assumptions

About Me

Respect, Regard,

Resilience, Personal Responsibility

Support, Leadership,

Diversity,Accountability

Trust, Alignment,

Adaptability to change,Inclusivity,

Ethics

Within the context of the industry and the country:

Non-negotiable pre-requisites for Engagement

LEADERSHIP

• The BeQ-model reflects the interplay between assumptions and perceptions alive and well in organisations around constructs that contribute to the unleashing of individual voices, potential and gifts.

• As the industry dynamics, the country climate and worldview also influence these perceptions, they are also explored.

Disconnected<45%%

Apathetic45-59%

Involved60-74%

Engagement> 75%

Internationally Benchmarked

Energy is positive, neutral or negative

Results of

quantitative re

search process

Employee Engagement is defined (Corporate Leadership Council, 2004:3) as

the “positive emotional connection to an employee’s work, thus affective, normative and continuance

commitment” and "a heightened emotional connection that an employee feels for his or her organisation, that influences him or her to exert greater discretionary effort to his or her work".

Engagement

Engagement through Inclusivity

“…a radical organizational transformational methodology which aligns the doing and the being side of the

organization 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.”

Engagement

Viljoen (2008) defined a culture of Engagement as

“the way in which adult members of a system interact around the Doing and the Being to unleash potential.

Engagement is viewed as the output of the energy in the system to perform”

The level of Engagement is determined by 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”.

The I-engage define behavioural engagement as defined by Massey (2008)

Engagement

The level of Engagement is determined by 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”.

The I-engage define behavioural engagement as defined by Massey (2008)

Engagement

A culture of Engagement- 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

ConsciousnessOn

Diversity

The Individual

The Team

The

Organisation

How individuals change

How groups change

The What

Context:Industry

South AfricaAfricaGlobal

Leadership

Doing

Being Disconnect

Apathy

Engagement /Commitment

Inclusivity

Organisation

Group

IndividualEQ Journey

Dialoguing

World Cafe

Storytelling

Appreciative Inquiry

Organisational LeadershipCulture of Engagement

LeadershipWork attributes

State EngagementTrait Engagement

Behavioral Engagement

How organisations change

The way: How we change

MandalaConsulting

The

individual

The Team

The

Organisation

Level of

engagement

Assumptions

AboutWe

Assumptions

About They

Assumptions

About Me

and Society Context

National Cultural

Level of Engagement

Level of

engagement

Correlates directly to:

+ -

Productivity Abseetism

Retention Turnover

Employee Satisfaction Apathy

Creativity and Innovation Number of incidents

Safe Behaviour Number of Accidents

Exceptional Service Mistakes

Ability to deal with change Apathy

Superior Quality

Business Benefits of a Culture of Engagement

Inclusivity has benefits on all the different domains:

• Individual domain: Personal growth, enhanced EQ, Personal effectivenessHigher levels of ConsciousnessAllowing of differences, Hope, Pride.

• Group domain: Enhanced group dynamics, Less unconscious group dynamics,

Innovation, Creativity.

• Organisational domain: Trust, Conducive climate and growth,Sense of Belonging, Commitment,Retention of Talent

• Societal context: Community Building, localization of Skill ,Reputable Employer

Energy to perform

Benefits of Engagement

“We are all connected and operate within living fields of thought and perception. The world is not fixed but in constant flux; accordingly, the future is not fixed, and so can be shaped

Humans possess significant tacit knowledge – we know more than we can say

The question to be resolved : how to remove the blocks and tap into that knowledge in order to create the kind of future we all want?”

David Bohm

Quote

Sustainable Transformation

Strategic architecture The articulated and clearly understood concept of the desired future state

Strategy translation into Operational termsLeadership alignment

Vision

Mission

Core purpose

StructureCore

values Core capabilities

External Value Prop

Internal Branding

Leadership Framework

Profit modeling

Shared views ofthe present

and the future

Leadership formulates strategy

Change resilience

Alignment, Shared

understanding

Renewed capacity to

perform

Understandingdifferences

Engagement

Insight

Leadership Drives and implement

strategy

Strategy operationalised

Balanced Score Card andValues

Operational goals

Measures

Targets

Strategic Initiatives

Strategic Goals

Values

Group and Individual BSC

Scenarioplanning

IDP

KPA’s

Behaviours

SWOT

PESTLE

PORTER

The DOINGStep 1:Analysis

The DOINGStep 2:Planning

The DOINGStep 3:Translation

The BEINGStep 2:Inclusion

The BEINGStep 3:Translation

EngagementTransformational Process

The DOINGand BEINGFinal Step:Cementing

Optimal people job fit

The BEINGStep 1:Ensure talent

OD interventions

Damang Case study

High Alignment

Safety Focus

LanguageDiversity

Low WellbeingCapability

High Risk Taking

Decreased Performance

Pride

Unwillingness to Engage

Have voice

Sense of Urgency

Low Confidence

Evident Enablers Outcome Compromisers Manifested Dynamic

InconsistentPerf management

Supervisor ‘s Motivation and

Leadership

Low Acknowledgement

Commitment

Low Belonging

Paralyzed

Focus of BeQ

Mpira mo ho

Focus of BeQ

Ghana Case StudySANKOFA

Ghana: Drivers of I_Engage

Different Value Systems Engage Differently

I-Engage formula: Ghana

I_ENGAGEMENT =

.16*SUPERVISOR_CAPABILITY + .123*TRUST+ .1055EXPAT_LOCAL

I-Engagement Quotient different for each different environment

I_ENGAGE =

.125*ENABLED + .103*INCLUSION+ .153*CORPOR_CITIZEN +.089*SUPPORT+ .078*DIVERSITY + 1.405

I-Engage formula: Australia


I-Engage formula: South Africa

I_ENGAGE =

.12*DIRECT LINE MANAGER_CAPABILITY + .1123*RESPECT+ .1032DIVERSITY_ACCEPTANCE

+.800FEELING_REWARDED


Hofstede National Cultural Dynamics

Conclusion

Mind the gap!!!!

• The DOING and BEING are equally important and should be dealt with as such.

• Building a culture of Engagement is a Radical Transformational Strategy.

• Hope is created during this strategy – this energy, if not channeled can have negative implications.

• Transformational leadership is needed to sponsor the process.

• Leadership strength and ethics on all organizational levels are critical.

• Emotional intelligence development critical in order to deal with mature system dynamics.

• Each action has a reaction – creating an inclusive system will lead to exclusion of other systems.

Meta-insights gained on Engagement

“It’s not that we need to form new organisations. It’s simply that we have to awaken to new ways of thinking. I believe it makes no sense to spend a lot of time attacking the current realities. It is time to create the new models that have in them the complexity that makes the older systems obsolete. And to the extent that we can do that, and do that quickly, I think we can provide what will be necessary for a major breakthrough for the future.”

~ Dr. Don Beck

Quote

Questions

?

References

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References

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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

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