The four ‘C’s of a confident organisation

Collaborative doing things together

Creative doing things first and better

Controlling doing things right and the right way

Competent doing things fast and efficiently

Excellence depends upon...

Caring more than others think is wise

Risking more than others think is safe

Dreaming more than others think is practical

Expecting more than others think is possible

K Sriram

Four stages of the change process

Denying this does not affect us

Dodging ignore this, don’t get involved Doing this is very important, we have got to do it nowSustaining we have a new way of moving forward

Source: Rashford and Coghlan

Four factors for enduring organisational success

Happiness do people enjoy being here?

Achievement have we really mastered real problems?Significance does our product or service create real value for others?Legacy is success being maintained by investing in people, innovation, customer needs and systems?

Source: Nash and Howard

Five parts to the SARAH change model

S hock

A nger

R ejection

A cceptance

H elp

Five principles of change management

Always involve and seek the support of all affected

Really understand where you are starting from

Have clarity of outcomes with specific measures

Plan each stage of the process in measurable steps

Communicate early and often - don’t pull surprises

From: Alan Chapman

Eight changes essential for a really effective organisationEight changes essential for a really effective organisation

Tell the truthTell the truth

Encourage upward truth tellingEncourage upward truth telling

Reward contrariansReward contrarians

Practice having uncomfortable conversationsPractice having uncomfortable conversations

Admit mistakesAdmit mistakes

Go for learning from mistakes not blameGo for learning from mistakes not blame

Recruit and support truth tellersRecruit and support truth tellers

Set information freeSet information free

From O’Toole and BennisFrom O’Toole and Bennis

HBR May 2009HBR May 2009

Nine attributes of an innovative organisation

Challenge/involvement

Freedom

Trust and openness

Idea time

Playfulness and humour

Conflict

Idea support

Debate

Risk taking Source: General Electric