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INTRODUCTIONS

INTRODUCTIONS. Relationship Development After Fukuyama adapted by Manley. Collaboration & Partnership. Intimacy. Trust. Respect. Knowledge. EXPECTATIONS. Acquire knowledge Gain experience – project design Knowledge for practice Get skills Improve working capacity

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INTRODUCTIONS

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  1. INTRODUCTIONS

  2. Relationship Development After Fukuyama adapted by Manley Collaboration & Partnership Intimacy Trust Respect Knowledge

  3. EXPECTATIONS Acquire knowledge Gain experience – project design Knowledge for practice Get skills Improve working capacity Build capacity for implementation Learn lessons for management Implementation experience and application Leadership skills and technical understanding Deeper understanding to optimise Establish networks Improve knowledge Country achievement Enhance leadership – and apply knowledge to country Improve leadership skills and interaction Equip for service delivery more effectively Fast track for effective delivery Understand how to move programme forward Learn how to deliver in short time Leadership skills Get AAP inputs to reach targets Learn – cross cutting issues Help to grow professionally Improve as manager and ideas on how to handle government Upgrade leadership Dev Leadership and learn from others Learn Success Networking and sharing

  4. RULES Network Share experience Take best practice and influence others Share from different projects Interaction Interaction Make plans for implementation Implementation ideas Consistent participation Personal engagement Open communication Interactive Respect each other’s Opinion Democratic free speech Participation and sharing knowledge Interaction Everybody contributes Share personal experience Accommodate everyone’s opinion All inputs are valid Positive contribution Socialising – AFTER HOURS Learn from colleagues Respect and help each other Discipline to learn from others Communication to share experience Sharing Commitment

  5. Organizational Problem Solving Finding Solutions Rather Than Excuses

  6. What is a Problem? • Something that is happening that shouldn’t be • Something that is not happening that should be • Something that is happening and should be happening but is not happening at the desired level or rate

  7. Problems Occur in Successful Organizations Healthy organizations have problems Problems are the continuous process of improvement Problem solving can lead to unique innovative solutions that improve overall organizational performance

  8. Solve for the Future Accept the present Solve for the future

  9. Confirm That YouHave the Real Problem The solution is usually relatively simple and obvious … when you know the real problem

  10. State the Problem –Not the Solution State the observable situation Is there support for your observations? Do others concur on the importance of the problem? State the problem in simple (outcome) terms

  11. Exercise 1 Working in groups of two or three people (Country Specific) Identify 2 serious problems with your project/s write the problem statement showing the observations Write a statement of a desired future state

  12. Cause and Effect Diagram Supporting Forces Desired Future State Hindering Forces (Problems)

  13. Why are things like this? Cause Effect Action Consequence To break the cycle, change the Action

  14. Finding the Source ProblemsAsk “WHY” – Seven Times Approach the cause-effect discussion like a child and ask ‘WHY” You will rarely need to go beyond seven times

  15. Exercise 2Process Flow Chart Individual Exercise Trace back from an identified problem Draw the process to see who or what is involved Remove them/it and see what occurs Trace the ‘next’ steps that are affected

  16. Example 1 Imagine that several people in the room say that they are cold Is the problem ‘no heat’ or a ‘lack of heat’ What might the cause be? Example 2 • A man was hurt falling from his bicycle • Is the problem ‘not wearing a helmet’ or ‘speeding to fast on the bike’ or ‘the wheels were loose’? • What might the root cause be?

  17. Ask Ask questions from at least two points of view Swap things around to gain insight and check perspective

  18. Seek Knowledge – Not blame When people are afraid that they may be blamed they will not share what they know

  19. Seek the Root Causes Avoid the desire to treat symptoms or secondary issues Seek the root cause of the problem

  20. Exercise 3 Working in the same country groups, take your problem statements and develop a cause and effect diagram Seek the root causes by asking the “Why” questions State the actions or behaviour that is the root cause How would the Problem be solved if the action was changed

  21. Be Ready to Lookin the Mirror Many times the leader is the source of the problem Many times the leader is the blockage to the solution or the work being effectively done Pogo’s statement that ‘we have met the enemy and he is us’ is appropriate in many organizations

  22. Seek Wisdom Knowledge comes from outside of the system Look beyond the obvious Ask the people involved Look for a different perspective Go beyond just the facts and information

  23. Data to Wisdom INFORMATION DATA KNOWLEDGE WISDOM ©Manley

  24. Dialogue and Discussion Use metaphors and analogies to help describe ideas and concepts For example : Its like a tree that needs to grow ……. Its like a blockage in the traffic …….. Its like Galileo and his telescope ……… The ‘real’ benefit in the problem solving process may be the process itself

  25. Exercise 4 Working in the same groups of two or three people, take the problem, cause and effect diagram and examine how the process ‘players’ (could be you) may be causing their own problem without realizing it If the ‘players’ are not part of the cause then defend why this is true (may well be true)

  26. Occam’s (Ockham’s) Razor and Parsimony If there are multiple solutions – the simplest is best Be as simple as possible and still not lose effectiveness

  27. Try a Solution There is usually more than one answer or solution Set the scene and objectives to try one that most of the people in the group think will work Full commitment to a partial solution will yield more results than weak commitment to a great solution

  28. Experiences Awareness Development of personal perspective for effective management Understanding & Explanation Ideas for Change Implementation of Ideas Measurement and Evaluation The Learning Organization (after Kolb & Senge) Experience+Research= Theory Pragmatism+Experimentation=Experience Theories & Concepts Increased Experience

  29. The Learning Cycle (after Kolb) ACTION New Situation Review Planning Principle

  30. Emerging Types of People from the Learning Cycle Pioneers – create the new situation Planners – do the planning with prospective detail Activists – jump into action Judges – review facts, interpret evidence and judge outcome Modellers – extricate the dynamics that caused the outcome and form a system based on the active principles

  31. Role of Negotiation Solutions may require negotiating Seek to understand the needs and wants Let the solution(s) develop from the dialogue Strive for the Win/Win outcome Don’t settle for destructive conflict Don’t settle for superficial agreement

  32. Integrative Techniques Look for ‘outside of the box’ solutions and ideas Seek to meet the interests of the other party in such a manner that it is worth the other party’s efforts to meet your interests

  33. Exercise 4 Working in the same groups of two or three take the role of different departments or ‘players’ in the cause and effect of the problem and negotiate using integrative negotiation techniques

  34. Force Field Analysis (after Kurt Lewin) GOOD REDUCE RESTRAINERS SUPPORT REDUCE DRIVERS MONITOR BAD A Little A Lot ACTION or DEVOTION RESTRAINERS DRIVERS

  35. Exercise 5 Using the Force Field analysis: Identify a causal situation to your problem Is the situation one where role players do too little of what is good? OR is the situation one where role players do too much of what is bad? Identify the RESTRAINERS in number 2 above and discuss how you would reduce these restrainers Identify the DRIVERS in number 3 above and discuss how you would reduce these restrainers

  36. CHANGE Take a chance! All of life is a chance. The person who goes furthest is generally the one who is willing to do and dare. The “sure thing” boat never gets far from the shore. Carnegie

  37. Change Introduction Growth is demanded of us if we are to be excellent We all resist change - except babies with wet nappies Growth is impossible without change

  38. Overview • Why Change • Change Agency (Paradigms) • Responses to Change • Power to Change • Identification of Needed Change • Applications

  39. Change Starts Where? Thinking is the hardest work there is, which is probably the reason why so few engage in it. Henry Ford

  40. Changing the World To change the World We must change what we do To change what we do We must change what we think Change your THINKING To Change your ACTION To Change your WORLD

  41. The Source of Action Chosen Truth Beliefs Ethics/Rules for Success/Culture Values Behaviour Patterns Attitude Behaviour Incidents & Action ©Manley

  42. Supporting Integrated and Comprehensive Approaches to Climate Change Adaptation in Africa

  43. Integrity - Consistent, inside out A person has integrity when behaviour, attitudes, values and beliefs are consistent. An Integrated Person (from the Latin - Integer) Beliefs Values Attitude Behaviour ©Manley

  44. How Do We ChangeInside out – Significant Emotional Experience or Outside in S.E.E. Spirit Beliefs Values Attitude Behaviour Adoption Integration Reinforcement/Repetition Exposure ©Manley

  45. The Cycle of Response or Reaction S ITUATION Beliefs Values Attitude POSITIVE FEEL ACT THINK ACTION Behaviour NEGATIVE ©Manley

  46. What to Change? The foundation to a new world is a new morality Believing / perceiving in truth what is good or bad Creating new values for success based a new world Reinforcing the better way

  47. Change and Conformity Why be different? The comfort of predictability seduces us away from the uncertainty of change. It also seduces us away from progress, excellence, growth, excitement and opportunity.

  48. Paradigms What are paradigms? Rules, models, conventions, traditions • When are paradigms good? When they determine success • When are paradigms bad? When they stop being effective as models or prevent us from moving on to better things

  49. Resistance to Change Who resists change? • Those who are expert in the old • Those who see no success in the new • The timid • The uncommitted

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