Forandring, innovation og

udvikling hvad skal der til?

Akademiet for talentfulde unge
Lektor, ph.d. Michael Nrager
Aarhus Universitet
Business and Social Sciences
AU Herning

michael@hih.au.dk

Marts 2014

Oplgget i hovedpunkter

4 fix-points
1.Hvad er vi udfordret af og hvorfor er forandring og udvikling
ndvendigt?
2.Forandring i det klassiske udviklingsspor
3.Forandring i lyset af neuro-leadership
4.Et par eksempler p egen forskning

michael@hih.au.dk

Marts 2014

Hvad gr vi?
Har vi noget at have hbet i?
Den bl planet 19. december 2013
Det 21. rhundredes mske strkeste brand:

michael@hih.au.dk

Marts 2014

Steen Hildebrandt & Jesper Juul

Brnene er det vigtigste
Turbine Forlaget 2012

michael@hih.au.dk

Marts 2014

Balancen mellem indre og ydre

fokus og opmrksomhed

michael@hih.au.dk

Marts 2014

Increase awareness ogs kaldt superlring

Det er mere rytter og mindre hest
1. Alpha Technique - Classical Superlearning Music for
optimum accelerated learning
2. Meditation
3. Relaxation & Super Learning via Floatation in a Float Tank
4. The Jose Silva Method as a tool for Superlearning
5. Relaxation through Breathing
6. Rapid-Alpha using Light and Sound Machines - Brainwave
Synchronizers
7. Alpha Technique - Before sleep

michael@hih.au.dk

Marts 2014

Velfrdssamfundets nste fase

mandag morgen februar 2013
Velfrdsdanmark vil de nste 10 r komme til at opleve
forandringer, der tler sammenligning med de historiske
sociale reformer fra 1930erne.
En ny velfrdsmodel kommer til at bygge p langt strre
inddragelse af borgerne, private virksomheder og
civilsamfundet. Men ogs p en stram konomisk styring
og svre prioriteringer.

michael@hih.au.dk

Marts 2014

Velfrdssamfundets nste fase

mandag morgen februar 2013
Som velfrdssamfundet er skruet sammen i dag, vil en nyfdt
dansk pige i snit modtage 1,6 million kr. mere fra det offentlige i
form af overfrsler og offentlige velfrdsydelser,end hun
kommer til at bidrage med via skatter og afgifter gennem sit liv.
En nyfdt dreng vil omvendt bidrage med 0,6 millioner kr. mere,
end han vil modtage.
Bundlinjen er et underskud p en halv million kr. pr. dansker
regnet over et helt livsforlb.

michael@hih.au.dk

Marts 2014

Et utal af reformer og der er

flere p vej
Kommunalreformen var bare en ud af
mange der er grund til at tro at det vil
fortstte med forstrket kraft
Struktur, budget, globalisering, kvalitets,
skatte, arbejdsmarkeds, kontanthjlp .
I kan selv fortstte rkken
Hjlper det lser det vores udfordringer?

michael@hih.au.dk

Marts 2014

Udvikling i et klassisk paradigme

Accounting

Finance
HR

Strategy
Vkst som en
betingelse

Nytte
maksimering

R&D

Manufacturing

Adam Smith (17231790). The wealth of

nations. Starter moderne
konomisk teori
Konkurrencen
tallene lyver ikke!

Quality

Marketing

Communication

Change
Knowledge

Leadership

michael@hih.au.dk

Marts 2014

Hver femte dansker i den arbejdsdygtige

alder har psykiske problemer
Det koster samfundet 45 milliarder om ret
Det nedslende faktum fremgr af en ny OECD-rapport

Dr.dk/nyheder/indland 12.3.13

michael@hih.au.dk

Verden er p flere mder i

ubalance

Marts 2014

Danskere p medicin 36.000 ADHD medicin,

599.000 kolesterol nedsttende, 461.000 p
antidepressiver 3 medicinske omrde = ca. 1.1
mill. danskere p varig medicin (ADHDforeningens blad Feb. 2013)
Krige, kriser, konflikter, klima, stress, terror,
drlige fdevarer etc. = mange ubalancer og
listen kan nemt forsttes
At vi fortstter denne udvikling er mangel p
oplysning (fordi vi alle taber p denne mde)

michael@hih.au.dk

Vi er nd til at forhje
opmrksomheden ellers
forandrer vi ikke noget

Increase
Awareness

Marts 2014

michael@hih.au.dk

Marts 2014

Forandringsledelse feltet
Mainstream forskning indenfor
change management fra 1950erne og
frem til i dag
Lewin 1951 Field Theory in Social
Science

michael@hih.au.dk

Marts 2014

Organisational Change Management: A

Critical Review
RUNE TODNEM BY
Queen Margaret University College, Edinburgh, UK

Journal of Change Management, Vol. 5, No. 4, 369380, December 2005

michael@hih.au.dk

Marts 2014

Change is needed and so is the

ability to lead these changes

The successful management of change is crucial to any

organisation in order to survive and succeed in the present highly
competitive and continuously evolving business environment.
It is agreed that the pace of change has never been greater then in
the current business environment
The purpose of this article is, therefore, to provide a critical review of
some of the main theories and approaches to organisational change
management as an important first step towards constructing

a new framework for managing change.

michael@hih.au.dk

Marts 2014

Change is an imperative still we do

not know how to handle it successfully
We need to know where to be in the future and
managed the change processes required getting there!
Organisational change (OC) and strategy are closely
linked and it can be argued that the primary task for
managers today is leading OC.
Still we are facing failure-rates around 70 or even 80 % why is that so do you think?

michael@hih.au.dk

Marts 2014

2 important issues regarding OC

Secondly, there is a consensus that
change, being triggered by internal or
external factors, comes in all shapes,
forms and sizes and, therefore, affects all
organisations in all industries.

michael@hih.au.dk

Marts 2014

3 categories and definitions of

change

michael@hih.au.dk

Marts 2014

1. Change characterized by the

rate of occurrence

Discontinuous change
Incremental change
Bumpy incremental change

Continuous change
Bumpy Continuous change

Burnes (2004) differentiates between incremental and

continuous change, other authors do not. Furthermore, to
make it even more confusing, Grundy (1993) and Senior
(2002) distinguish between smooth and bumpy
incremental change.
Grundy (1993: 26) defines discontinuous change as
change which is marked by rapid shifts in either strategy,
structure or culture, or in all three.
According to Luecke (2003) discontinuous change is
onetime events that take place through large, widely
separated initiatives, which are followed up by long
periods of consolidation and stillness and describes it as
single, abrupt shift from the past

michael@hih.au.dk

Marts 2014

2. Change Characterized By How It

Comes About

Planned
Emergent
Contingency
Choice

The literature is dominated by planned and emergent

change (Bamford and Forrester, 2003).
Even though there is not one widely accepted, clear and
practical approach to organizational change management
that explains what changes organizations need to make
and how to implement them (Burnes, 2004) the planned
approach to organizational change attempts to
explain the process that bring about change (Burnes,
1996; Eldrod II and Tippett, 2002).
Furthermore, the planned approach emphasizes the
importance of understanding the different states which an
organization will have to go through in order to move from
an unsatisfactory state to an identified desired state
(Eldrod II and Tippett, 2002).

michael@hih.au.dk

Marts 2014

3. Change characterized by
scale
Less confusion and wider agreement on 4 characteristics:
Fine-tuning (usually on departmental level): to develop personnel suited to the
present strategy, linking mechanisms and create specialist units to increase
volume and attention to cost and quality, and refine policies, methods and
procedures to foster individual/group commitment
Incremental adjustment involves distinct modifications to management
processes and organisational strategies, but does not include radical change.
Modular transformation is change identified by major shifts of one or several
departments or divisions. Still only a part of the organization however it can be
radical.
Corporate transformation is corporate-wide and characterized by radical
alterations in the business strategy

michael@hih.au.dk

Marts 2014

What are we going to do?

We need a new pragmatic framework for change management
However, the management of organisational change
currently tends to be reactive, discontinuous and ad hoc
with a reported failure rate of around 70 per cent of all
change programmes initiated (Balogun and Hope Hailey,
2004).
The first step in this process should be to carry out
exploratory studies in order to increase the knowledge of
organisational change management.

michael@hih.au.dk

Forandringsledelse
m angribes anderledes
Et brud med mainstream

Marts 2014

michael@hih.au.dk

Marts 2014

The problem based transformation

- toward the non-innovation equilibrium
Influence

Production and
internal structure
problems are
interpreted as
biggest and most
urgent problem

Roles and
behaviour among
management and
employees

Influence

A noninnovative
equilibrium will
evolve

Changing toward internal labour

market HRM activities

A defender
strategy

Internal focus

Management dominated approach

michael@hih.au.dk

Marts 2014

The problem based transformation

- toward the innovative equilibrium
Influence

Product
development
problems are
interpreted as
biggest and
most urgent
problem

Roles and
behaviour
among
management
and employees

Influence

A new innovative
equilibrium will
evolve

Changing from internal labour market to

high commitment HRM and link the
HRM activities to the business strategy
A written and wellarticulated strategy
focusing on the
entrepreneurial domain

Developing
relations to relevant
and innovative
stakeholders

Focus on a heavy leadership

approach supported by some
management elements

michael@hih.au.dk

Marts 2014

The role of neuroleadership in

changing organisations
Mere markant brud med mainstream og en udg.pkt. i
naturvidenskabelig hjerneforskning (2007 - 2014
Rock, David: Managing with the brain in mind Strategy+business Issue 56
Autumn 2009.
Rock, David: The Neuroscience of Leadership A project submitted to
Middlesex University for a professional doctorate. 2010.
Rock, David & Schwartz, Jeffrey: The neuroscience of leadership
Strategy+business Issue 43 Summer 2006.
Rock, David & Schwartz, Jeffrey: Why neuroscience matters to executives
Strategy+business exclusive October 2007.

michael@hih.au.dk

Research methodology
samfundsvidenskabelig.

Marts 2014

The research project will be based on an

abductive real-time case study (Dubois et
al. 2002) in an attempt to systematically
combine new theories.
The scientific method is based on the
method of philosophical hermeneutics

michael@hih.au.dk

Marts 2014

The neuroleader
Laurie Ellington | Paul McFadden 2012

The new leader has a growth vs. fixed mindset, values transparency, and is
adaptive and resilient able to engage multiple generations in innovative
thinking and problem solving.
This leader doesnt try to change others, they change themselves.
Neuroleaders are conscious that the groundwork vital to accessing
human potential and expanding talent in any organization or system is
self-expansion.
The facilitation of positive change in an organization, family system, or
community starts with personal change personal, deliberate change in the
human brain.

30

michael@hih.au.dk

Marts 2014

Neuroleadership tilgangen

Neuroleadership er studiet af ledelse gennem linsen af neurovidenskab og udforsker centrale elementer i ledelse, herunder:
(a) selvbevidsthed (at forhje selvbevidstheden)
(b) bevidsthed om andre, (forhje bevidstheden om andre)
(c) indsigt (nye indsigter og ideer)
(d) beslutningsprocessen, og
(e) at have en positiv indflydelse p andre
Neuroleadership Institute. [Internet] New South Wales (Australia):
NeuroLeadership Institute Pty Ltd; 2010. [cited 2010 03 17].
Available from: http://www.neuroleadership.org

michael@hih.au.dk

Marts 2014

Laurie Ellington | Paul McFadden 2012

Understanding how our brains cognitive and creative
capacities are better accessed and maximized when our
reward vs. threat circuitry is engaged - especially during a
change process.
To genuinely be successful at activating reward states
(engagement) in employees more frequently than the circuitry
associated with states of threat and alarm (disengagement),
which is our default state, takes knowledge of the
human brain and high levels of emotion regulation,
mindfulness, and social regulation.

32

michael@hih.au.dk

Homo Sapiens og vores

tendens til bekymring..

Marts 2014

michael@hih.au.dk

Marts 2014

Homo sapiens det tnkende menneske

Se wikipedia http://da.wikipedia.org/wiki/Menneske
Senere omkring 200,000 r siden udvikledes anatomisk
moderne Homo sapiens i Afrika
Det antages at menneskearten er et resultat af en udvikling
i hvilken tobenethed og get intelligens og dermed
strrelsen af hjernen, isr frontallappen
Vor store hjerne har sat os i stand til at forudsige vores
handlingers konsekvenser og planlgge vores handlinger.
Bekymring bekymring vi overlevede p det men er
det lige s ndvendig i dag?

michael@hih.au.dk

Marts 2014

2 forskellige kredslb I hjernen

dominerer nr vi str overfor nye ting
Helt generelt prver vi (hjernen) at minimere frygt og
maksimere belning (Gordon 2009)
1. Aktivering af frygt systemet (kredslbet) resulterer i
tilbagetrkning, de-engagering og selv-beskyttende
2. Aktivering af belnningssytemet nye indsigter,
engagerende og udviklende processer startes

michael@hih.au.dk

Marts 2014

Vi forandrer os ikke, hvis:

S hvis en forandringsproces aktiverer nogen form for
flelse af trussel eller fare (frygt for det ukendte, risikoen
for at miste sit job etc.), der er en get risiko for, at
deltagerne vil (som regel ubevidst) skifte til autopilot og
fortstte med at gre, hvad de gjorde fr nogen foreslog
en forandringsproces.
"Trussels reaktionen forbruger store mngder mental
energi og er delggende for produktiviteten i en person
- eller en organisation" (Rock 2009);

michael@hih.au.dk

Marts 2014

P den anden side

En forandringsproces der stttes af deltagere, der
aktiverer deres belnningssystem/kredslb i hjernen,
vil skabe en langt mere engageret, indsigtsfuld og
kreativ problemlsnings adfrd, der sttter
ndringsaktiviteterne (Gordon 2009 Rock 2009).
Aktivering af belnningssystemet hos deltagerne vil
skabe en indre motivation, og yderligere bidrage til at
holde trusselssystemet inaktivt (Gordon 2009 Rock
2009).

Hvor stter du dit fokus?

Positiv (vind)

Hippocampus

Glde, tilfredshed.
Styr p tingene.
Tilfjende lring.
Passiv

Aktive
Frygt, vrede,
bedrvelse, afsky.

Amygdala
Negativ (tab)
Fredens K. & Prehn A. Coach dig selv
og f hjernen med til en forandring
Gyldendal Business 2009

michael@hih.au.dk

Vi er nd til at forhje
opmrksomheden ellers
forandrer vi ikke noget

Increase
Awareness

Marts 2014

michael@hih.au.dk

Case eksempel p neuroleadership i en offentlig

organisation og
resultaterne.

Marts 2014

michael@hih.au.dk

Marts 2014

How are habits formed: Modeling habit

formation in the real world
To investigate the process of habit formation in everyday life, 96 volunteers
chose an eating, drinking or activity behaviour to carry out daily in the same
context (for example after breakfast)
The time it took participants to reach 95% of their asymptote of automaticity
ranged from18 to 254 days; indicating considerable variation in how long it
takes people to reach their limit of automaticity and highlighting that it can take
a very long time.

18+254/2 = 136 dage = 4,5 mned

PHILLIPPA LALLY*, CORNELIA H. M. VAN JAARSVELD, HENRY W. W. POTTS AND JANE WARDLE
European Journal of Social Psychology
Eur. J. Soc. Psychol. 40, 9981009 (2010)
Published online 16 July 2009 in Wiley Online Library

michael@hih.au.dk

Marts 2014

4 uger med intensiveret fokus

og opmrksomhed p:
Forlbet stter fokus p opmrksomhed
p sig selv og hinanden med henblik p at
skabe en anerkende og positiv udvikling af
xx

michael@hih.au.dk

Marts 2014

6 ugers forhjet
opmrksomhed p:
At vre nrvrende i den enkelte
situation s jeg undgr at sttte op om
negative ting men i stedet styrker
fllesskabet

michael@hih.au.dk

Marts 2014

6 ugers forhjet
opmrksomhed p:

At vre nrvrende i den enkelte

situtation, s jeg styrker mit fokus p
hvordan min stress pvirker min
kommunikation s jeg undgr at pvirke
andre med min stress
- og styrker arbejdsglde, opgavelsning
mv.

michael@hih.au.dk

Marts 2014

Vi aftalte
4 uger med forhjet opmrksomhed p vores egen
og hinandens opmrksomhed
I lovede IKKE at tale projektet ned p nogen mde
eller i vrigt ringeagte det p forhnd eller undervejs
Efter de 4 uger gennemfrte jeg et interview med jer
alle sammen, med henblik p at finde ud af hvordan I
havde oplevet de 4 uger.
Her kommer resultaterne

michael@hih.au.dk

Marts 2014

Normalt fordelt spredning

Se tegning
Alle uden undtagelse oplevede/mrkede
en forandring noget var anderledes i en
positiv retning

michael@hih.au.dk

Marts 2014

I oplevede blandt andet:

Blev endnu bedre til at forst hvad metaopmrksomhed er og kan bruges til
(meta-opmrksomhed = opmrksomhed
p opmrksomhed)
Mange eksempler p de 2 forskellige
kredslb i vores tanke og
flelsessystemer

michael@hih.au.dk

Marts 2014

I oplevede blandt andet:

Hjere grad af professionalisme

Det blev nemmere at g p arbejde
Bedre mavefornemmelse
Mange og forskellige former for AHA
oplevelser
Blev bedre til at lgge mrke til de gode ting
Nye erkendelser

michael@hih.au.dk

I oplevede blandt andet:

Det var stress reducerende og stress
forebyggende (Lazaruss bog)
Mere energi og mindre hovedpine
Det gav mening og det frigjorde energi
Strre og mere autentisk nrvr p
situationen, jeblikket NUET

Marts 2014

michael@hih.au.dk

I oplevede blandt andet:

Mden I taler sammen blev styrket I hjalp
hinanden mere og bedre
Vi er anderledes og beboerne mrker det
Beboerne fungerede bedre i perioden
beboerne have det bedre, hvilket ogs blev
bemrket af de prrende og jer selv

Marts 2014

michael@hih.au.dk

Marts 2014

I oplevede blandt andet:

Forskellige former for FLOW og mere ro over
tingene = bedre overblik og mere overskud
Mindre frustration
Mere glde en rar fornemmelse
Mere tillid til hinanden og sig selv

michael@hih.au.dk

Marts 2014

I oplevede blandt andet:

Troen p at vi kan og vil

Afstemme og afklare forventninger
Energien smitter
Man gr glip af intense stunder hvis man ikke er
opmrksom
Den anden skal opleve at vedkommende virkelig
bliver set

michael@hih.au.dk

Marts 2014

I oplevede blandt andet:

At det er vigtigt at sprge hinanden hvad der
er p spil i forskellige situationer hvad
handlede dette eller hint om?
Undersge det?
Samarbejdet er blevet bedre
Kvaliteten er blevet bedre
Strre respekt for hinanden

michael@hih.au.dk

Marts 2014

I oplevede ogs:
Belastning kontra trivsel og giver dette
projekt nu en falsk tryghed?
Misforstet opmrksomhed
Mngden af nye ting er stor der sttes
hele tiden nye skibe i sen kan vi blive
ved med at hndtere det?

michael@hih.au.dk

I oplevede ogs:
Opmrksomhed p mangler og det
negative
Det er ikke meningen at I skal vre
hinandens terapeuter

Marts 2014

michael@hih.au.dk

Marts 2014

Increase
Awareness hvis I vil
skabe forandringer..

OG TAK FOR JERES

OPMRKSOMHED

michael@hih.au.dk

Marts 2014

Litteraturliste foredrag 2014

Kjeld Fredens innovation og ledelse Academica

Kjeld Fredens og Anette Prehn Coach dig selv Gyldendal Business

Play Your Brain : Adopt a Musical Mindset and Change your Life and
Career [Paperback]
http://www.amazon.com/Play-Your-Brain-MusicalMindset/dp/9814328588

Steven Covey 7 gode vaner Gyldendal Business

michael@hih.au.dk

Marts 2014

Flemming Poulfelt og Mikkelsen Strategi med mening Brsens forlag

Otto Scharmer Teori U Ankerhus forlaget
Den kreative kraft i innovationsledelse af Mette Mller, Thea
MikkelsenTeori U omsat i liv, lring og lederskab. Psykologisk forlag
2011
Fortllinger fra U'et
af Ann Charlotte Thorsted, Anne Mlholm, Birgit Toft, Finn Kollerup,
Finn Thorbjrn Hansen, Hans Henning Nielsen, Karen Boel Tidemand,
Kirsten Mellor, Lone Belling (red.), Michael Stubberup, Morten Ziethen,
Ragnhild Christensen, Steen Hildebrandt, Thomas Gerstrm (red.),
Thorkil Molly-Sholm, Tina Bue Frandsen. Psykologisk forlag

michael@hih.au.dk

Eckhart Tolle Nuets kraft ngle til personlig frigrelse Borgen

Dainel Goleman Social Intelligens Borgen 2006
http://www.webpsykologen.no/video/positiv-psykologi-med-martin-seligman/
Tim Jackson: Prosperity without Growth- Economics for a Finite Planet
Nrager, Michael: How to manage SMEs through the transformation from non
innovative to innovative CBS 2009.
Bruce Lipton: INTELLIGENTE CELLER Borgen 2009.

Marts 2014

michael@hih.au.dk

Marts 2014

Flemming Andersen Selvledelse selvet p arbejde

Dansk Psykologisk forlag
Mihaly Csikszentmihalyi Flow Optimaloplevelsens
psykologi Dansk Psykologisk forlag
Karl E. Weick Sensemaking in organizations Sage
Sonja Lyubomirsky Sdan bliver du lykkelig Lindhart og
Ringhof

michael@hih.au.dk

Marts 2014

Rock, David: Managing with the brain in mind Strategy+business

Issue 56 Autumn 2009.
Rock, David: The Neuroscience of Leadership A project submitted to
Middlesex University for a professional doctorate. 2010.
Rock, David & Schwartz, Jeffrey: The neuroscience of leadership
Strategy+business Issue 43 Summer 2006.
Rock, David & Schwartz, Jeffrey: Why neuroscience matters to
executives Strategy+business exclusive October 2007.