Aleksandra Hertelendi

Ive been talking a lot about the 'new OD' lately, Organisational Digitisation. But what is it and how does it fit with the 'old OD', Organisational Design and Organisational Development? I popped this little slide together based on the work ive been doing, which has been mainly public sector lately, setting out how i see it at the moment. Everyone will have a different perspective of course, but hope it helps simplify and clarify. Do feel free to use this whether you're an OD professional or simply working with OD people and always wondered what it is that they do! Hope of use to recruiters when placing people too given an OD role can cover a multitude of activities, which is why we sometimes ask ' to do what exactly?' when you first contact us! Though organisations frequently tackle all three areas of OD concurrently and many OD professionals cover all three areas of OD, some prefer to specialise. OD is such a broad profession and evolving daily. No doubt there will be more to add in a year's time! #organisationaldesign #organisationaldevelopment #organisationaldigitisation

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https://lnkd.in/eGfYw5Yk Investors in People can help organisations look at their offerings by undertaking the We invest in Wellbeing standard  Their NEW We invest in wellbeing standard focuses on a proactive and engaging approach to enhance the health and #wellbeing of your people. Experience more engagement, productivity and motivation within your team, while gaining the insight that will benefit your organisation and maintain a high-functioning wellbeing culture.If you would like more information about how we can improve your approach to wellbeing, please visit the new We invest in wellbeing page on our website below.https://lnkd.in/eV-kaZj2 

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This post continues a series that explore the nature of deliberately transformative and developmental learning environments (see comment below for links to those earlier posts). In 1989, in a large group transformation course, I stood with a microphone in my hand interacting with the course leader. My voice quivered as I spoke of my being in love with a woman who was already in a relationship with someone else. After pouring my heart out for some time, the course leader rudely interrupted me, and with apparently harsh words, pointed out that I was over-indulging and that it was time for me to move on from that relationship. He then asked me to sit down. I stewed for hours, shocked and incensed at the indelicacy and insensitivity of that interaction. But after some time, I started to see something. Through a series of subsequent conversations (as that course unfolded), I realized that I was stuck in a self-limiting pattern in my relationships with women. That realization was life-altering… It was #transformative. But what really struck me is that it was the very edginess of that interaction which jump-started the #transformation. ‘Niceness’ would not have done it. This is the nature of what I call a 𝐇𝐄𝐀𝐓 experience. Within the context of transformative learning and development, a HEAT experience presents a ‘disorienting dilemma’--an experience in which some deeply held belief or assumption is challenged. One in which one can no longer resolve a given situation without altering some fundamental way in which one views that situation, and others like it. For me, what got challenged is the underlying assumption that informed my romantic relationships: that there had to be a “one and only one”. Once I was freed from this, a whole new realm of possibilities for relationship opened up for me. The disorienting dilemma of a Heat experience is ‘disorienting’ in that it brings one just slightly beyond the edge of one’s current meaning-making. Such an experience is necessarily an emotional one. It isn’t just cognitive. Hence the edge. Hence the discomfort. The possibility for a potentially developmentally activating insight arises when we choose to step into that discomfort. But doing so is not a given. 𝐕𝐞𝐫𝐭𝐢𝐜𝐚𝐥 𝐅𝐚𝐜𝐢𝐥𝐢𝐭𝐚𝐭𝐢𝐨𝐧 is about engineering Heat experiences, for individuals and groups, in such a way that people are supported and challenged to step into that discomfort. To learn from it, and to be grown (developed) by it. Such a manner of facilitation requires artfulness and skill, radical empathy and presence. To learn more about some of the key qualities and kinds of Heat experience, check out the short introductory video: https://lnkd.in/dUDeGKMj. To learn more about vertical facilitation more generally, visit https://lnkd.in/d3_58sGM.   #transformativelearning #learninganddevelopment #innerdevelopment

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Calling all Coaches/Coaching Psychologists: Don't Miss Out! Join the DoCP Conference Virtually!👩🏻‍💻 In-person registration has closed, but that doesn't mean you can't be part of the DoCP Conference - Coaching in Context: Psychologically Informed Coaching in Practice Jump online and get ready to dive into a world of knowledge 👩🏻‍💻 Here's the virtual attendee details: 🗣️Ask Away!: Fire your questions at speakers during live Q&A sessions 🧑🏽‍🤝‍🧑Engaging Discussions: Participate in stimulating discussions with other attendees 🎬Livestream Central: Catch all the keynotes and talks (except roundtables) live from three different rooms! 💫Bonus! Revisit some informative sessions later - they'll be recorded for your future reference So grab your virtual ticket and get ready to expand your knowledge! #psychology #coaching #evidencebased #DoCP24 #psychologicallyinformed

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As we approach an almost certain change of UK government it's a pivotal time to reflect on our responses to change. Change can be a double-edged sword; it can ignite a sense of possibility and hope for some and a feeling of uncertainty and fear for others. 🤔 Why do we react to change differently? Our experiences, values, expectations, and the stakes involved play significant roles. For those who view the change positively, it can represent new opportunities and growth. Conversely, change can be daunting and worrying for those concerned what a change may bring. This applies to our country, our companies, and our personal lives. �� How can we navigate these differing perspectives? It starts with empathy. Recognising that not everyone shares the same response to change allows us to approach conversations with understanding and care. The ability to ‘disagree agreeably’ is a very useful skill. 🔄 And at work, what can we do to foster a positive environment amidst change? How can we encourage open communication, provide support where needed, and champion flexibility within our teams? https://lnkd.in/dqwGR4hg

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My thoughts on the Team Management Profile, having used the profile for over twenty five years.

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Imposter syndrome or phenomenon? Know the difference? Reflecting on shared thoughts from the #LeadershipDevelopmentProgramme delivered with AMAECHI PERFORMANCE SYSTEMS LIMITED Gina Abbequaye Jo 🌸 Killgallon -Mindset Coaching for Leaders . Is the imposter mindset intrinsic or extrinsic? Is it internally generated or imposed? Examining these questions led me to consider the use of language around this mindset, its original & thus the options for improvement. This remains a work in progress for me, delighted to have this meta issue to be contemplating.

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It's the first day (of a packed!) #UHR24 and it was great to listen in to Louise Edwards-Holland and Charlotte Axon this morning. The session was called: "Predicting, Responding and Adapting to Change - A New Approach For Team HR." In the presentation we wanted to candidly and openly shared the impact and learning from a joint project between Tailored Thinking and Nottingham Trent University to positively and proactively infuse change and transformation amongst their HR team. I'm super proud of the impact of this collaborative work and the lasting impact it has had, particularly when it comes to meaning and purpose. As Louise describes it: "And actually what's now happening is people are free thinking they're not just doing the same old same old in the same old way, but they are the questioning the why, and they're doing something with that why... they're pushing it forwards whether it's through job crafting or whether it's through the agile process improvement" And when it comes to finding you "why" I love Louise's challenge to think about our future selves and ask ourselves "what would our future selves have wanted us to be doing?" 🚀It's an action packed conference (as ever) and would implore anyone who has a pass to make the time to attend the sessions. 🚀 #Conference #Networking #Learning #WorkWithUHR #HRinHE #ProfessionalDevelopment

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The sixth most common mistake I see in learning & development solution design seems to be happening much more regularly over the last 12 months and can become utterly debilitating for your design process: Mistake #6 – THE WRONG STAKEHOLDERS AT THE WRONG TIME It's critical to consult with your stakeholders as part of your design process. However, who, how many, to do what and when? What we've seen happening recently is large numbers of stakeholders are brought in to the design process itself (increasingly senior ones), with the expectation that they input into the design, review and feedback. Design by committee is NEVER an effective way to move forwards. And to make matters worse stakeholders are often brought in half way through, so without the original context and learning outcomes. The result is you end up with an incredibly slow and laborious process, taking valuable time away from all of the stakeholders involved, pushing the actual learning intervention further down the line, a very confused design that has too much content, as well as too many and often conflicting learning outcomes (see earlier in the series for more on this), a disjointed solution, and a set of stakeholders who often become disengaged and frustrated with the process (and therefore the end product too). And that's not even talking about the significant difficulties it creates for any external learning partners you might have and ultimately the negative impact on the learners themselves. So, when it comes to stakeholder involvement, please keep these in mind: ·      Don’t confuse stakeholder involvement in the design process with stakeholder engagement/buy-in for the solution roll-out (which I'll come back to later in the series) ·      For the design process create a set of stakeholders representing the learners themselves and the business needs - resist involving more than the bare minimum needed to give you the learner perspective and the enterprise level drivers ·      Involve those stakeholders for a maximum of three moments – at the start of the process, for one check-in during the middle (and this is only for complex designs) and then at the end of the process ·      Set clear expectations on their role – they are NOT there to design – they are there for discovery purposes at the beginning, to sense check the direction during the check-in and to highlight any red flags at the end ·      Whilst their opinions and ideas regarding the design will be highly valuable, they might not make it into the design and not all feedback will be actioned ·      Less is more – make sure those stakeholders are super clear on the ‘so what’ of the design, and don’t overload them with every detail of every moment #learninganddevelopment #learningdesign #instructionaldesign #executiveeducation #training #learningsolutions #coursedesign #coursecreation #experientiallearning #programdesign #corporatetraining PCA Youd Andrews

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Early start to speak at the start of the event for Learning and Development and HR professionals with Forum Events & Media Group this morning in Heathrow. Interesting conversations after which show me got what I say gets people thinking differently about neurodiversity in the workplace. With the most important takeaway being the way we discuss reasonable adjustments. #neurodiversity #NeurodiversityAwareness #ProfessionalSpeaker Descriptive Text: The image captures Matt Gupwell from Think Neurodiversity, standing and presenting in front of a seated audience at an event. He is dressed in a beige blazer and jeans, exuding a professional yet approachable appearance. Behind him is a large projection screen displaying a slide with his image and a message about understanding individuals before labelling them, emphasising the importance of removing disadvantages. A banner at the top announces, "Kickstarting Day 1 we have Matt Gupwell from Think Neurodiversity," indicating the start of the event. The audience is attentively engaged with Matt's presentation.

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To build psychologically safe workplaces, where there are high levels of trust and authenticity, you need to be consistent in the way you communicate, interact, and make decisions.   To find out how Netley Consulting can support you to lead with integrity, build trust, communicate authentically and unlock potential, get in touch today. DM or email info@netleyconsulting.com You can also read my latest blog: https://lnkd.in/eRfS_rmg   #trust #authenticcommunication #communication #learninganddevelopment #peopledevelopment #leadership #teameffectiveness #awareness

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Did you catch my talk on Human-Centric Transformation? 🧠 It is now common place for organisations to rely on transformation programmes to support their changing business. We also know that nearly £2 trillion is wasted in failed transformation❗ If we start by considering people before processes, our change efforts are far more likely to succeed. You can learn more about this topic by catching up on my talk 'The Missing Link: Why a Human-Centric approach to Transformation is Essential' here! https://lnkd.in/eaSyAQah Media Zoo #transformation #inspiringpositivechange

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“Learning should be an engaging and enjoyable experience that connects people, increasing understanding, developing trust, and building belonging.”   Netley Consulting offers a range of learning and development programmes and solutions that bring people together, helping them understand themselves and others, improving workplace culture and unlocking business performance.   If you’d like to know more and discuss how Netley Consulting can help you, DM me now! #awareness #peopledevelopment #learninganddevelopment #leadership #teameffectiveness #emotionalintelligence #authenticcommunication

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5 mins 34 secs...This describes Helen's experience of working with NLP - and me - over a number of years. Quite detailed, and relevant if you are considering coaching support for yourself, a friend or a family member.

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Thank you Millicent Machell MA for featuring me in the cover article for HR magazine which discusses the importance of #Coaching for the C-Suite and Senior Executives. This captures really well where there can be resistance to invest either time or money in coaching, but in fact it as most HR Professionals know, this sense making space and critical thinking is essential for human leadership especially in large complex organisations! The link to the article is here: https://lnkd.in/eg3asYMp

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An ‘in the weeds’ approach to DEI For example I see: Leaders allocated DEI responsibility, including target orientated recruitment, sponsorship of events or employee resource groups. Leaders make speak about the commitment of the organisation to DEI, but are not empowered with an understanding of what to do and what full commitment looks like. Leaders may be asked to come up with their ‘DEI’ plan and this is likely to be extremely tactical, including things like, speak to the hiring team. With the best intentions in the world, as a tactical list, its likely the leader will not have time to execute or will delegate without passing on a clear understanding of why this is important. This approach is compliance orientated and likely to produce at best, one off outcomes that are not sustainable or repeatable, at worst, disengage the individuals concerned because they know its tokenistic. On the whole this approach results in leaders making efforts that might result in small wins, but because the underlying approach is unsustainable and doesn’t include all the supports required to make this happen with all stakeholders supporting the direction, these leaders become fatigued or distracted with the next big priority. To be successful you need to move to an inclusive cultural change approach. If you’re interested in the difference, take a look at my article: 𝗢𝗻𝗲 𝗯𝗼𝗹𝗱 𝗗𝗘𝗜 𝗠𝗼𝘃𝗲 𝗶𝗻 𝟮𝟬𝟮𝟰 𝗰𝗼𝘂𝗹𝗱 𝗰𝗵𝗮𝗻𝗴𝗲 𝗲𝘃𝗲𝗿𝘆𝘁𝗵𝗶𝗻𝗴! https://www.rfr.bz/lli14sx

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