Transcript review

- The reason I put this slide up here is that development is not linear. Development can be done in a scale free network, which means that we have a system called Power Law distribution. When you get an opportunity for requisite, you have to find the meaningful few.
- Coaching is important because it links together so many different developmental pieces. Valuing is at the center of everything including those decision points in your brain. If you're not able to understand how to get us into leadership as coaches then we're going to create a real problem.
- The other thing is that a lot of people ask me mike, what are the secrets of effectiveness for 3456? One of the things I like to do in Requisite is to organize these people into developmental team so we can get formal feedback from them.
- Requisite is a 26 week intervention. The levels of work could be contrasted with levels of self. The idea is to give people the freedom and the flow to be themselves and to produce in ways that really help the company.
- 70% of climate of organizational climate is predicted by managerial style. You have to coach in design because you do not have the resources to change the system all at once. That begins to create what Deming called demand pull. Bringing people to you, bringing people to the system.

- The Labor Relations Center IRC at Queens was founded in 1937. The advanced HR program is based on the concept came from Dave Wolverich's book HR Competencies. We have a very interactive style, you see, roundtables. You'll find out with my session tomorrow what that means.
- The workshop aims to move people from level three to level four. The basic competency is can you move to systems thinking and understand the business. Do some personal quiet thinking about which of these competencies are just areas that interest you as an individual.
- Karen: How many people in the room are members of a professional HR association? She asks: Should they require people in their 550 chapters to belong to the national, or should they let them opt in? Karen: There's good reasons for both.
- The World Congress of Personnel Management Associations is being held in Montreal in September. Structure is not taught in any organization anywhere, in any HR association, anywhere. At VP and above, organizational designs become crucial. Our society which specializes in organ design can be a provider of theory and basis to serve your organizations.
- There should be no discussion of capability. In much of the North American culture there is an aversion. In some countries that are more analytical, there is no such aversion. Society for Human Resources management has adopted over its competencies as a tool.
- John Dewey: What are you going to talk about this afternoon, John Louis? How to go about being a credible activist. Over the next couple of days, we'll go through the individual competencies. We'll then have a three or four day closing program, bring it together.

- An entrepreneur was trying to balance risk with fair pay levels. Is there a point at which the sense of felt fairness of the incentive system and the potential that a person can make is reached and to pay them more?
- What you can have in a hybrid organization that will pass for management in a bureaucratic structure. The kind of organization I'm thinking of in particular is a university. There are people who are allowed quasi collegial roles by the members of the collegium themselves.
- The question in my mind is how to define relationships which in terms of requisite organization. Who carries the camp of misallocation of resources? Is there any concept of efficiency worth the name in an organization with this kind of structure?
- The proportion of students processed in the UK is very small as compared to the United States. There is a failure to appreciate the nature of what I would think of as true university staff. The community of scholar sense of a university is still part of the mythology. And so these problems continue to flop around in large scale.
- I think there are many people who believe that they really can get the sense of future potential, higher potential showing at the present managers. How do you get your hands on seeing the future adult in the less matured state as opposed to the current state of maturity?
- Not to forget that part of carrying out career path appreciation. There are certain ways of behaving that allow those opportunities to occur. I do not believe that employing institutions are entitled to bring in specialists to do assessments of any kind on individuals inside the organization.

- Session is about ro in HR. Until we've got a way of making the HR community winners in an Ro implementation, we haven't got the right thing. And so that's what I'm hoping we'll do this morning or at least get a start on that conversation.
- There's kind of generalist HR work that goes on. And then there's the classic specialist work, and not untypical. HR really is a professional, small, p professional organization. A lot of that work does stop at level three, including Law Madame.
- Do you have the right balance? Because very often what will happen is the specialist work can sometimes take over. If any of you would like a soft copy of this, please just feel free to email me. Core is more than willing and happy to have you use this.
- The idea came from a meeting in 2002. It was to see what would my function look like against that framework. The idea is for us is that it's important for HR to be our partner. If you want Ro to be sustained in an organization, the HR function is going to be the critical group.
- Clement: HR hasn't done a good enough job of communicating the value of human resources. He says we need more people in HR who are more oriented to being an architect of the work system. Clement: What's pushing that shift is the CEOs who are designing the systems.
- Sam Shield: HR tends to be a waterhead. Accountants don't much like auditors. Six Sigma, nobody likes anybody coming in their business telling them they're doing it all wrong. Shield: What Ro has helped HR with is provide evidence based discourse. Mutual trust and fairness is what we're looking for.

- Ron has been a good friend of the society and who's going to tell us the complete project of his work at Malincroft Baker. A turnaround is simply a business that's struggling and making the attempt to cause that business to move into growth. The key component is just being open and frank with employees.
- Cross functional alignment is another area that seems to be a big pain point for lots of people. Here's how to do it the right way. Use the lowest authority level. Don't try to go and be perfect, just get it done.
- I got to where I got by achieving outstanding results in spite of dysfunctional systems. Now as I have young managers calling me on the phone wanting me to mentor them, I see the same dysfunction. Do I tell them to get around the system or tell them the right system and how the system should work?
- Ron, of all those interventions, which would you say had the most leverage for your organization? Sheila: The behaviors and leadership practices that we implemented were the sustainable piece for growth. Anybody else? An observation and a comment?
- A huge mistake we make in organizations is giving people accountabilities for which they don't have full authority. There's a tendency by executives, leaders to delegate. When you don't do the documentation, it becomes clear that you've handed off something that really is your accountability.
- Ro, you now work coaching startups. Most of the time with very early stage, so we're talking about two or three employees. Could you say something about how these ideas are infusing, how you would coach these people?

- Stephen Miller: Data is the natural resource that drives business. New businesses are being created that are all about data. Miller: Every employee needs to be data and analytics capable. For companies to get full value for that opportunity, they need to address that in their organizational design.

- The UN estimates that there are 1.2 billion people living on a dollar a day and a further 2 billion people live on $2 a day. The UN identified entrepreneurship as a prime vehicle for changing this. For a project to be successful in combating poverty, it's got to be scalable, replicable and partnerships.
- For more than 50 years, the work of Elliot Jack has been used globally. His work has allowed us to predict how people's need for work challenges will change. The models could be applied in the fight against poverty, and they haven't.
- I want to talk to you about the purpose of this project. To identify young, successful micro entrepreneurs who've got the cognitive ability to grow their business into small or medium sized organizations with support and with development. The three components that go into this project are absolutely essential.
- We have a unique opportunity here to combat poverty by dealing with the pipeline. But we need to do this in a partnership. I do need access to an entrepreneurial talent pool of young microcreditors. And thirdly, if you're a financial services institution who's interested and concerned and wants to lend money to help these young entrepreneurs.

- HR has to be a lead on the management team in aligning the organization with Requisite practices. Everything you do needs to be put through this little filter called the trust filter. Your organization structure must be designed properly and you must have the right people for the roles.

- We come from a tradition of the two leaders of concern for society. Our field is founded in social responsibilities and ethics, of living together with trust. And so I think for this keynote for the conference, Julian, it's a very important message about the human evolution of individuals, groups and society.
- If resources are limited domination and submission hierarchy will kick in. If you've got benign resource rich, non competitive environment the more positive behaviors would come out. If there's more than adequate resources, more benign behaviors, mutual grooming, hanging out will become apparent.
- We're going to look at the similarities of chimp and human brains in terms of structure and also abilities. From an evolutionary point of view, the brain evolved in stages. The lizard brain controls the autonomic body functions. The prefrontal lobes seem to be executive control that manages multiple roles.
- Both chimpanzees and human beings construct concrete realities for the use of their five senses. A difference to this is that human beings have the ability to develop abstract concepts that have no basis in physical reality. What allows you to drift off into things that you have felt truth is not necessarily true attached back to reality.
- Next strength is we're able to address metaphysical problems. Felt truth nationalism, for instance, is inhibiting us, cracking these problems there. Each approach has progressively tried to draw out a positive predisposition managing our negative ones. We see felt truth shifting quite dramatically as we evolve.
- Ram Sam: I determine to choose love, not fear. How I think imagine the world helps create the world. I'm going to figure out how I can participate in guarding our democratic institutions. It's not a prescription of Google this stuff, it's a way of thinking.

- Terry Tate: Try to get your just enormously impressed with Herb's presentation this morning. It about a conceptual level of understanding things, scientific level, engineering level and the human propensity for anesthesis. So I'm going to try to touch on all of these.
- Dr. Jacob believes that the managerial hierarchy is an organizational expression of human capability. He believes that human capability is discontinuous and matures from first to death predictable patterns. It would be very useful for us consultants to do the same.
- The theory of life has a different understanding of time. Jack's preposition is that time is two dimensional. Another foundation for the theory is the information complexity. Any principle that you applied within the social theorem should be applicable to other species.
- An empirical finding in managerial organizations describing how subordinate feels towards the manager. Theory claims of three types the manager feels just right, too close or too for example. There is a relationship between that structuring and those feelings that the managers and subordinates get.
- Jax developed it in 1960. First job integrated ideas of father. It takes me about one to three minutes to measure. Can you tell us how you do that?
- Sam. Sarcasm was when do they start paying to be an employee? As you get down lower, they all are contributing to the organization. Instead of X, you can go we can play with the scale.

- Making hierarchies better able to serve social and psychological as well as economic needs. It helps when you're needing to downsize because of some financial constraints and challenges. It has helped a lot now in terms of growing the organization.
- The words we use are people, are the business. Systems really drove the behavior of the organization. In the last 15 months since we've been implementing requisite principles and rebuilding our business processes, we have been the highest performing mining stock. You can make 5 to 7% per annum systematic improvement as a result of handling managerial effectiveness better.

- Requisite was a way of aligning employee goals with those of the organization. As a result of this restructuring, for the first time in the history of English, every job was filled by an individual who could work at that level. It's lasted in Novas for 18 years.
- The theory really did help me understand what career development was all about. Your organization structure must be designed properly and you must have the right people for the roles. Once you've tasted what it is truly like to work in a requisite structure, to go back would be impossible.

- Elliot: I thought what might be helpful whilst we gathered to think about ways of bringing our road to market. I'd like to share with you some of the ways I do it because it seems. Useful. For questions. If you could use this mic, we'll. Pick it up downstairs.
- Wilfred Brown joined Glassier at the age of 24 and married the boss's daughter. He became a lifelong socialist when they made him the Lord. In a good way, yes. Building would be much more legitimate than we regarded today.
- Within a year of becoming chief executive, Wilford Brown had instituted the Works Council in every single factory. Brown was trying to see whether you could democratize an industrial organization. He understood and was easy with power, but he knew that power had to be corralled.
- The Tavistock Institute was funded by Rockefeller Foundation. It was chartered in 47 and opened its doors in 48. The work was based on the notion that there is an underlying psychology to organizational life. It'll bite you in the ankle unless you're conscious of it and organize for it.
- Wilfred Brown taught Elliot that if you're in a purposeive system, then you do need a spine of authority. Elliot persuaded Wilfred to enter psychoanalysis. They brought together two worlds of experience, very different worlds. It was truly symbiotic.
- There's nobody in this conference who is extremely bright. What's the Ro value proposition? For me, it's something like nobody will have any wriggle room. Most the thinking I've been doing is thinking about what are the ways you can come to market obliquely.

- Making hierarchies better able to serve social and psychological as well as economic needs. Accountability, coaching, mentoring los estratos el timespad misses la requisite. It helps when you're needing to downsize. It has helped a lot now in terms of growing the organization.

- Organization as a discipline has three distinct levels to it. Differences are resolved differently at different levels. A community that has no differences is either stagnant or a cult. The differences will only help us grow if we confront them and try to resolve them.
- The concept of Anaclesis anna is a Greek word for leaning on. Anything that threatens our basis for making sense of the world and our ability to have relationships, we're going to resist. Requisite organization is very threatening in terms of relationships.
- So I want to talk about some of the things I see, and I find them in these situations. In preparation for what I wanted to say, I started writing down all these fears. And I've been struck with this sort of mantra around if all this stuff makes so much sense.
- We did an exercise around what questions have we got? We had academics questions, business folks questions, and we had the consultant questions. Why is it so hard to implement this stuff? And Why can't we do it faster? We need accelerated ways of getting at this stuff.
- There's an enormous amount of clutter in most organizational systems. The biggest contribution HR people could do would be clean tabs. I would challenge all the HR people in the room. I think we add to the clutter.
- The company has had this system in the organization of having stretch goals. This year the company is imagining this thing called aggressive achievable goals. The fear is that people aren't going to get it, that these targets are real. This is the epic cultural change. Now we don't want BS anymore.

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- Jerry Harvey is a professor emeritus at the George Washington University in Washington, DC. Harvey met Elliot Jacks through a friend of mine. Jacks wanted a library card at GW, and we couldn't get him one. After lunch, Harvey changed his whole way of thinking.

- Rich Morgan was vice President of Human resources at Canadian Tire Financial Services. His first experience with Requisite organization was a first career path appreciation. The assessment also included his wife. The whole experience changed his life.
- After six wonderful years at canadian Tire, I needed another change. I started my own consulting business. Learned very quickly in consulting that on one's own, you don't very often get the type of challenging assignments that you would like. In retrospect, requisite organization has changed my life in a very positive way.

- I think one of the things that would be of great benefit is to have that sense of coherence amongst people that are using the ideas to have the ability to share. If we want the work to continue and to grow then to be sustainable in the long term we have to have continuous development.

- I write as the Health Service project that Brunell went on. The two books which I regard as my particular lasting contribution are Social Analysis and Organizational Design. I would be very happy to think if people got something from those two books but forgot anything else I'd written, I'd rest a happy man.
- Elliot's brilliant insight was that work in organisations is stratified and it has a basic time dimension. The formulations we finished with are very simple. They can be categorized in a couple of words at each level. The task for the principal worker or the manager is to see life as a flow.
- There is a fateful leap from Level Three to Level Four because now in most businesses you'd be called a director. At level four, the brief would be your job is to provide hospital services. Don't start innovating and coming out. If you've got good ideas, go and get a job as a chief executive officer somewhere else.
- The book's in two parts. The first part is elaborating the theories. The second part looks more particularly at areas in which we'd had direct implementation experience in factory organization. It draws together material of probably worldwide relevance about the nature of professional work.

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