What do we know about how to improve performance through management, leadership and organisation development, and prove that it works?

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
MLOC
Link 1
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
The Bundle

• 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

• Acquisition
• Development
• Utilisation

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

25
(No Transcript)
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
MLOC
Link 1
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
The Bundle

• 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

• Acquisition
• Development
• Utilisation

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