Competencies

At the heart of the capability building effort are a band of master coaches and coaches accredited by Innovations Associates. MC coaches

Creative Tension VISION (What we want) Current Reality (What we have) Imbibing and embedding the creative tension spirit at all levels - individual, team, organisation VISION (What we want) Creative Tension To be able to sustain CT, we need to continually have conversations around vision and current reality. Vision - enrollment - Refinery & I & C Current reality - HR - other businesses Also, taking from Biren, if we are charging all the employees to start thinking, and start sharing their perspectives, it becomes really important to have the skills of having productive conversation. Balancing advocacy with inquiry. Actually this competency would be the indicator towards our organisation really attaining the transformational change. Current Reality (What we have)

Personal mastery Shared vision Systemic Thinking Team learning Foundation Of Learning (FOL) programmes create an awareness of the basic disciplines of a learning organisation Aspiration: Individual & Collective Personal mastery Shared vision Understanding Complexity & Change Collaboration Systemic Thinking Team learning Mental Models

Personal Mastery Shared vision Creative Tension Systemic Thinking The 5 disciplines are closely linked to generating creative tension which is at the heart of creating transformational change. Personal Mastery Shared vision WHAT WE WANT VISION Creative Tension Systemic Thinking Mental Models Team Learning CURRENT REALITY WHAT WE HAVE GOT

Shared Vision Creative Tension Current Reality The process of a VLP creates alignment and taps into the latent energies in people to create the results they want. Shared Vision Creative Tension The Gap Current Reality

Thinking and acting Systemically Ability to see the whole and the interconnectedness of the pieces that contribute to it appreciate multiple perspectives which converge and make the ‘Big picture’ look for deeper structures or ‘forces’ that influence behaviour and teams’ ability to create results instead of reacting to events For establishing CT, need to have a hard and honest look at CR. Difficult because of stuckness in my perspective, ignorance about the whole. Easy to complain and crib about CR but difficult to know it as it is. It is only through seeing the issue from different perspectives that you really get hang of it. At the macro - department, SBU or even as an organisation. At the micro level, not able to see and appreciate other view, possibilities. It is only the ability to go deep in to structure and finding the ‘forces’ that influence behaviour, team’s ability to create results that, we can really understand what is happening. Normally we react only to events. SOA example - and then tear hair “why is it that this problem is still persisting?” It is only by understanding structures that we can either achieve standardisation by creating new consistent processes or generate new ideas. - since this is the first time you are looking at the issue through structural perspective, it will show paths that were never thought of.

Influencing without authority Caring for my vision/view Willingness to be influenced Ability to engage in productive conversation Ladder of Inference Act and Judge Beliefs,Values,Assumptions Draw Conclusions Add Meaning Select data Data

Collaborating Enhancing the degree of openness by sharing of ideas, information and learnings revealing unsaid assumptions, thoughts and beliefs institutionalising feedback mechanisms at all levels Moving away from compartmentalisation to integration and beyond boundaries Greater ownership of problems, solutions, decisions, goals Higher level of involvement by valuing skills, competencies and aptitudes of each individual At the core of these competencies is our aspiration of becoming a “Learning Organisation” It is only through collaborative behaviour that we can arrive at

Visionary Leadership and Planning Process creates Glue - Vision and Values leading to alignment Feeling of ownership and commitment - to make it happen - since the vision is co created and not told Stretched targets - measures - towards fulfilment of purpose/ vision Teaming opportunities anchored in passion-dissolving the role boundaries Cohesiveness, emotional bond within the team Learning ground for systemic thinking And therefore Environment for innovation and flexibility within the team