Culture & Conflict

A discussion on how we communicate

David HanlonResource Consulting

Services Pty LtdAustralia

There are three truths: my truth, your truth and the truth. Chinese Proverb

GrowerGenetics Extension Harvest Transport Milling Fobbing

MANAGEMENT = Culture, Business Structure

LOGISTICS = Technology, Cost Assessment

CHAIN EFFECTIVENESS

CHAIN EFFICIENCY

Present state(where you are

but prefer not to be)

Desired state(where you want

to be)

Source: O’Conner (2001), NLP Workbook

Problems cannot be solved unless

you have an outcome.

Resources• personal – beliefs, values• skills – right strategies, right team• physical – time, dollars

Fact

Most companies/organisations/industries are far better at executing their current activities than at adapting

to long-term changes in their business environment.

Very few can do both well.

WHY

Our barriers to adaptability are deeply rooted in the nature of organizations:

Inflexibility in the mental models of their managers Organizational complexity, driven by the demands of execution mismatches between current resources and future opportunities

Eric D. Beinhocker, The adaptable corporation, Mckinsey Quarterly (2006, 2)

Our reality

Knowledge(capital)

Action(reality)

Waste(unrealised potential)

The truth is, only a VERY SMALL percentage of our CAPITAL is transformed into reality.

Breaking down the barriers

NOW

$$$

FUTURE$$$

Options A

pproach

Enables o

vercom

ing th

e barri

ers…

..

$$

$$

$

Past Industry Behaviour

$

Analysis, trials

&

implem

entation

Chan

ge P

rogram

s

En

ables in

dustry to ap

proach

Chan

ge from

a new

persp

ective…..

Our common processOur common process

NeedsNeeds

-me, you, us-me, you, us

Process(how)

R’ships(who)

Content(what)

Positions maintained

NEEDS not met

Source: Allan Parker, The Negotiators Toolkit

NeedsNeeds

-me, you, us-me, you, us

ContentContent

R’shipsR’ships Realistic

Mutually

Beneficial

Outcomes

ProcessProcess

Source: Alan Parker, The Negotiators Toolkit

A far better approach…A far better approach…

聽Ears

Eyes

Heart

..and the primary tools…..and the primary tools…

To ListenTo Listen

CLOSING QUESTIONS

DEFENSIVE QUESTIONS

EXPLORING QUESTIONS

POSSIBILITY QUESTIONS

DISEMPOWERING

QUESTIONS

EMPOWERING

QUESTIONS

Low energy

Little true engagement

High energy

Aggressive behaviour

Low energy

Partial engagement

High energy

Fully engaged

What are the steps……..

Decision to progress

“Captains” of industry “Round Table”

Implementation Framework and

Key Stakeholder Skilling

AGREED Framework and Appropriate

CHANGE skills in place

Industry Leaders BUY IN

No go NOT an option

“Captain’s of Industry” BUY IN …..…

Gain consensus on key issues:

1. Industry benefits from adopting change not apparent

2. Benefits from change greater to others than to “my” stakeholder group

3. A lack of trust between the various stakeholder group

Explore and seek consensus:

1. On consequences of DOING NOTHING

2. In generating options for each stakeholder group. They must be REALISTIC, and MUTUALLY BENEFICIAL, OUTCOMES

3. Trust is EARNED, not GIVEN and the progress towards achieving this target will determine how well the team is progressing towards this goal

“Buy in” issues Critical success factors to address

Courage is what it takes to stand up and speak. Courage is also what it takes to sit down and

listen.Winston Churchill

Thankyou