Opportunity ORG PSYCH Rethinking innovation,

organisation and leadership

Twitter tag

#dz77

People & Leadership Organization

Business innovation

Talent imperatives

Collaborative software

Motivation 3.0

Psychologist

Creative

this workshop is an experiment!

Innovation process

Design challenge:

• Advancements in technological progression, affluence and globalization has developed the new conceptual era where a society of creators, pattern recognizers, meaning makers and empathizers are taking the work related arena to new heights.

• How do these changes in work, ideologies, eras and economies impact people in their work portfolios and organizations.

• Secondly, how does this impact the role of an organizational psychologist.

Start

Organisational Psychologist

is the scientific study of employees, workplaces, and organizations.

Industrial–organizational psychologists contribute to an organization's success by improving the performance and well-being of its people.

identifies how behaviors and attitudes can be improved through hiring practices, training programs, and feedback systems.

All wikipedia

PART 1: NEW AGE OF THINKING creates new RULES

Social capital video

what is striking in the video?

….

• Globalization

• Financial crises

• Outsourcing

• Urbanization

• Collaborative Software

• Disruptive innovation

A new age…

• The world is upside down, inside out, counterintuitive and confusing. – Who would have imagined that a free classified

service could have had profound and permanent effect on the entire newspaper industry,

– that kids with cameras and internet connections could gather larger audiences than cable networks,

– loners with keyboards could bring down politicians and companies,

– and that drop outs could build companies worth billions.

• This is not breaking the rules, this is creating new rules of a new age:

Daniel pink

..a new set of rules

• Customers are now in charge. They can be heard around the globe and have an impact on huge institutions in an instant.

• People can find each other anywhere and unite around you or against you.

• Markets are conversations – the key skill in any organisation today is no longer marketing but conversing.

• Economy based on scarcity to one based on abundance. The control of products/distribution will no longer guarantee profit.

• Enabling customers to collaborate with you, in creating, distributing, marketing and supporting products is what creates a premium in today's market.

• Owning pipelines, people, products or IP is no longer the key tosuccess. Openness is..

How is this shaping organizations and people? What are the new expectations…?

Daniel pink

Abundance

Asia

Automation

Where are we…

Agricultural age:

Farmer – 18th

Industrial age: Factory

worker – 19th

Information age:

Knowledge worker – 20th

Conceptual age:

Concept age – 21st

Massive factories, efficient assembly lines powered the economy. Mass production worker whose traits were physical strength and fortitude.

Information and knowledge fueled the economies of the developed world. Central figures were the knowledge worker whose defining characteristic was analytical thinking.

Now…

Affluence,

technology,

globalization

PART 2: TALENT: bring innovation and implementation together….

• The view from the boardroom and executive suite is likewise relatively positive when it comes to companies’ abilities to attract the skilled people they will need in the coming years.

• But our executive survey and interviews nevertheless reveal concerns that talent wars will be reignited.

• The following are major findings from our research:

– COMPANIES ARE GENERALLY CONFIDENT OF SECURING THE TALENT THEY NEED, BUT WITH SIGNIFICANT RESERVATIONS.

– FIRMS ARE INCREASINGLY RELYING ON DEVELOPING EMPLOYEES THEMSELVES, PARTICULARLY IN ASIA.

– EXECUTIVES BEMOAN A LACK OF CREATIVITY IN RECRUITS.

THE GLOBAL TALENT INDEX REPORT:THE OUTLOOK TO 2015, written by the Economist Intelligence Unit

and published by Heidrick & Struggles

The Global Talent

Index, 2011-2015;

and at the enterprise

level, determining

how executives view

the outlook for their

own firms’ ability to

attract and retain the

people they will

need.

THE GLOBAL TALENT INDEX REPORT:THE OUTLOOK TO 2015, written by the Economist Intelligence Unit

and published by Heidrick & Struggles

A cause for corporate concern revealed by the survey has to do with the shortage of “soft” skills in the armory of many new hires.

When asked about the primary shortcomings of their management-level recruits,

“limited creativity in overcoming challenges” tops the list.

“The rarest personality traits throughout the world seem to be resilience, adaptability, intellectual agility, versatility –in other words, the ability to deal with a changing situation and not get paralyzed by it.”

Talent strategies for innovationA report from the Economist Intelligence Unit.

based on interviews and a survey of 179 senior

executives worldwide, August 2009.

“Talent management”, she adds, “is the

piece that connects the two”.

Two factors are essential to success in the marketplace, according to Padmasree Warrior, CTO of Cisco, the global technology company: the ability to innovate and the ability to bring products to market very quickly.

• Good talent management is becoming even

more important as it increasingly influences

other strategic decision-making, such as where

companies should locate their research and

innovation centres.

Creativity and the ability to collaborate are particularly important for

innovation, according to the results of our survey.

Increasingly, organisations require employees to be able to collaborate, not

just in internal teams, but across functions, across country boundaries and

with external organisations, even competitors.

Employees in today’s organisations need to have a more outward-looking

mindset that understands the pressures of the marketplace, notes Ms Wood.

Traditionally, she adds, Cisco highly educated employees have excellent

research skills, but have sometimes lacked this wider perspective.

A new, more integrated world economy means that all companies, whether large or small, must have flexibility and creativity to remain competitive.

PART 3: MOTIVATION

• When it comes to motivation, there’s a gap between what science knows and what business does.

• Our current business operating system – which is built around external, carrot-and-stick motivators – doesn’t work and often does harm.

• We need an upgrade. And the science shows the way.

• This new approach has three essential elements:

• (1) Autonomy – the desire to direct our own lives;

• (2) Mastery – the urge to get better and better at something that matters; and

• (3) Purpose – the yearning to do what we do in the service of something larger than ourselves.

Daniel pink

Quirky video gen Y

The Evolution of Motivation

Type X and Type I

Name That Motivation Type:Type I or Type X?

Quirky video

Part 5: Collaboration and knowledge sharing

Openideo video

Conclusion

T shaped

creativity & exploration