Bronte Jackson's guest appearances

Bronte Jackson

Conversations of Agile Change

Self unLimited - Stories of the Brave

Helen Palmer

Cameron Schwab

Evan Leybourn

Daryl Conner

Lisa Weber

Helen Blunden

Paul Thoresen

Caroline Kealey

Theresa Moulton

Jen Frahm

Nicholas Martin

Blair Morgan

Elise Stevens

Liam Hayes

Adam Salzer

OwlTail

Vincenzo Danilo Esposito and Bronté Jackson are special colleagues-from-another-organisation of Helen's. During the pandemic, they created a space (virtual, social, temporal) to support each other through challenges in their individual workscapes. The nature and purpose of this space emerged over time. It gave them all some 'wind beneath our wings' to explore thoughts, feelings and potential resolutions. They reflect on how it came about and what it meant to each of them. (Hear first from Vincenzo; then from Bronté.)

Eps 33: Vincenzo & Bronte on having a supportive cell of professional friends

Social anthropology defined – study of how people make meaning / attribute meaning to their environment. What does a social anthropologist lens bring to organisational change work?  Working with symbols People who are impacted by the change are best placed to design and implement the change Change should be iterative and collaborative  Example of how symbols are important In the UN – how much carpet you had in your office denoted hierarchy. If you had a square of carpet it denoted you were very important and you would be listened to. So to use in change – symbolism of senior leaders seen to be leading change and committed to the change has much greater impact than communicating the change. Examples of people impacted by the change best to manage it? Only people who are part of the culture can change it – external vendors cannot achieve this There needs to be a partnership – organisations need to bring in change expertise, but they need to work with people in the organisation  to make it work. Social anthropologists believe that you cannot have the answer until we share information, design and plan together. Examples of iterative Organisations are never really standing still. What we do is plan based on what we know now, we implement and we see how the organisation reacts. There is not a focus on right or wrong, simply what is working and what needs to progress. Trust is undermined by a focus on right or wrong. How does a social anthropologist make sense of the change management profession? I don’t use the language or term of change management. Favourite question: Can you tell me what this change is about without using the words transformation, system or even the software? If we are talking about these we are talking about the solution, the new world, not the transition. We can get lost in the jargon of change management Tension between change management and organisational development? It’s a divide between between people who see change management as people based v process based. To me it doesn’t make any sense to differentiate between them – if there’s a change, there’s a change. They still need support – whatever gets you through that is what is managing the change. Both perspectives provide value – traditionally OD people have not focused enough on the reality of business acumen. But change managers need to work deep in the business to make it stick and understand the time that it takes for change to actually occur.

Social anthropology defined – study of how people make meaning / attribute meaning to their environment. What does a social anthropologist lens bring to organisational change work? <ul> <li>Working with symbols</li> <li>People who are impacted by the change are best placed to design and implement the change</li> <li>Change should be iterative and collaborative</li> </ul> Example of how symbols are important In the UN – how much carpet you had in your office denoted hierarchy. If you had a square of carpet it denoted you were very important and you would be listened to. So to use in change – symbolism of senior leaders seen to be leading change and committed to the change has much greater impact than communicating the change. Examples of people impacted by the change best to manage it? Only people who are part of the culture can change it – external vendors cannot achieve this There needs to be a partnership – organisations need to bring in change expertise, but they need to work with people in the organisation to make it work. Social anthropologists believe that you cannot have the answer until we share information, design and plan together. Examples of iterative Organisations are never really standing still. What we do is plan based on what we know now, we implement and we see how the organisation reacts. There is not a focus on right or wrong, simply what is working and what needs to progress. Trust is undermined by a focus on right or wrong. How does a social anthropologist make sense of the change management profession? I don’t use the language or term of change management. Favourite question: Can you tell me what this change is about without using the words transformation, system or even the software? If we are talking about these we are talking about the solution, the new world, not the transition. We can get lost in the jargon of change management Tension between change management and organisational development? It’s a divide between between people who see change management as people based v process based. To me it doesn’t make any sense to differentiate between them – if there’s a change, there’s a change. They still need support – whatever gets you through that is what is managing the change. Both perspectives provide value – traditionally OD people have not focused enough on the reality of business acumen. But change managers need to work deep in the business to make it stick and understand the time that it takes for change to actually occur.

009: #ChangeChat with Bronte Jackson on Social Anthropology

Bronte's Linkedin Profile MetaPM's website Bronte's blog on life in Italy - she's a published author! Advice to those wanting to get into change Think about the reason why - if there is no emotional connection to people, don't bother Bronte's top 3 tips on workplace change  t's not a silver bullet - never going to be quick and easy Important to have a structured approach to change Need to have resources for change - it's an investment, not a cost  Where does Bronte go to top up her knowledge on change? Harvard Business Review Linkedin for articles

<a href="https://au.linkedin.com/in/brontejackson" rel="nofollow" target="_blank">Bronte's Linkedin Profile</a> <a href="https://metapm.com.au" rel="nofollow" target="_blank">MetaPM's website</a> Bronte's <a href="https://brontejackson.com/tag/stories-about-life-in-italy/" rel="nofollow" target="_blank">blog on life in Italy</a> - she's a published author! Advice to those wanting to get into change Think about the reason why - if there is no emotional connection to people, don't bother Bronte's top 3 tips on workplace change <ol> <li>t's not a silver bullet - never going to be quick and easy</li> <li>Important to have a structured approach to change</li> <li>Need to have resources for change - it's an investment, not a cost</li> </ol> Where does Bronte go to top up her knowledge on change? Harvard Business Review Linkedin for articles

Ep 002 #SHOC with Bronte Jackson