Map of participatory leadership practices in the European Commission - April 2013

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Map of participatory leadership practices in the European Commission - April 2013 by Mind Map: Map of participatory leadership practices in the European Commission - April 2013

1. Why participatory leadership?

1.1. How can I be a participatory leader when I'm not a leader ( manager)?

1.2. What is the impact?

1.3. Where is the evidence?

1.4. Built leadership capacity at all levels

1.4.1. Courage

1.4.2. Self-empowerment

1.4.3. Ownership

1.4.4. Innovation

1.4.5. Initiative

1.4.6. Taking risks

1.4.7. Working for the whole/common good Not ego-based

1.5. Created awareness that other ways of working, meeting, relating are possible for better results & impact

1.6. Developed the potential of many staff members towards greater

1.6.1. Satisfaction

1.6.2. Balance

1.6.3. Commitment to the organisation

1.7. Anchored awareness of the importance of

1.7.1. Context

1.7.2. Purpose

1.7.3. Potential

1.7.4. Intention

1.7.5. Process design

1.8. Demonstrated the possibility/existence/accessibility of collective intelligence

1.9. Connected people & parts of the organisation

1.10. Enables conversations which never happen otherwise

1.10.1. EU 2020 at senior management level

1.10.2. Europe's context & future

1.10.3. Internal culture - appreciation & need for change

1.10.4. How to bring about change

1.11. Pervasive innovation fostered by spontaneous conversations happening everywhere

1.12. Staff satisfaction & motivation & commitment

1.13. Communication

1.14. Sense-making for strategy

1.15. Listening to needs

1.16. Response to some key needs in the organisation

1.16.1. Collaboration across silos

1.16.2. Leadership development

1.16.3. Staff engagement

1.16.4. Stakeholder involvement

1.16.5. Sense of purpose

1.17. Action research on all these developments

1.17.1. Gather evidence

1.17.2. Assess impact

1.18. Collective meaning-making (systematic knowledge creation)

1.18.1. Need to create time for this

2. Forms of learning

2.1. AoPL entry level training

2.1.1. How can I start?

2.1.2. First exposure to methodologies and underpinning principles

2.1.3. 30 so far (with the next one)

2.1.4. 1000 staff trained

2.1.5. Capacity-building in hosting teams (5 in pilot, 15 in June)

2.1.6. Phases 1st: majority of managers 2nd: managers sending their staff 3rd: more mad more people exposed Training starting to resemble practitioners' gatherings

2.1.7. Working on concrete applications/ projects

2.1.8. Place for conversations which don't happen anywhere else

2.1.9. Networking effect - creating relationships

2.2. External capacity-building

2.2.1. Inviting fields Living Wholeness Institute

2.2.2. Inviting O.D. Consultants to joint AoPL training as participants 25 so far, many more to follow

2.2.3. Helping external consultants/hosts understand our field

2.2.4. European collaborative (AoH)

2.2.5. Forming teams for projects

2.2.6. EC = place of innovation, development & action research for "external consultants"

2.3. Local communities of practice

2.3.1. Who are the practitioners (by DG) and how to find/contact them?

2.3.2. DGT Helen Dirk Management clubs Elise

2.3.3. CNECT director- general Resource director 6-7 directorate days/seminars 2 AoPL seminars Extended management seminar with 120 managers over 2 days Support directorate - 30 managers Coaching L&D team Coaching local stewards Stakeholder events in flagship initiatives Digital futures Digital assembly Coaching specific teams & players/ change agents

2.3.4. JRC

2.3.5. RTD

2.3.6. ERCEA OD team at ERCEA Who are we? What is our message? How to bring it about in a participatory & coherent way?

2.3.7. EAC

2.3.8. OP

2.3.9. Strategic Planning & Programming community of practice

2.3.10. FRAN

2.3.11. TEN-TEA

2.3.12. Research family DGs & agencies

2.3.13. COMM Create dedicated training for all EC representation offices

2.3.14. EC representation in Poland

2.3.15. Luxembourg

2.3.16. BUDG RUF

2.3.17. SG

2.3.18. Identify a really burning topic that could be served by PL

2.3.19. Call in "outsiders" for help

2.4. Harvesting training

2.4.1. 5 in Brussels

2.4.2. 2 in Luxembourg

2.4.3. Level 2 training: reviewing & deepening the basics of designing & harvesting

2.4.4. Illuminating all possible levels of harvesting Chronicle of the future Next steps & by whom? Towards stewardship of harvesting? Ongoing inquiry about harvesting core teams

2.5. Community of AoPL practitioners

2.5.1. What next? How can I get coaching/ gain experience?

2.5.2. How can I get more involved in the community?

2.5.3. Who can help me with my project? (Internally consultants/ colleagues/ external consultant)

2.5.4. Breakfasts Schumann Place Luxembourg

2.5.5. Lunchtime meetings

2.5.6. Peer coaching sessions

2.5.7. Pro-action cafés

2.5.8. EC-wide network of support for specific projects

2.5.9. From individual callers to a community of callers

2.5.10. Creating a dedicated website: creating participation & engagement

2.5.11. Disseminating examples of what has worked Impact Learning Why it worked Audience?

2.5.12. Mailboxes EC Art of hosting community Call the core group to own it together HR leadership & OD

2.6. AoPL practitioners' gatherings

2.6.1. Where can I learn more? How can I consolidate my practice?

2.6.2. Perspective of Europe - beyond the institutions

2.6.3. 5 in Brussels

2.6.4. 1 in Lux 2 days

2.6.5. Place to Strengthen Meet Practice Transform Collectively inquire

2.6.6. Open to internal & external practitioners

2.6.7. Bringing in new models & perspectives

2.7. AoPL community resources

2.7.1. Who has been trained? Updating alumni list - who owns it?

2.7.2. Where can I organise a PL event? Engage with OIB to create flexible meeting rooms Updating list of venues suitable for AoPL events

2.7.3. Yammer Post resources on yammer Practices Research Websites Books

2.7.4. Connected IT platform @ CNECT

2.7.5. Sharepoint space

2.7.6. Wiki space for AoPL

2.7.7. Harvest letters By the hundreds

2.7.8. Co-created Workbook adapted to EC context Next level of (work)book(s)

2.7.9. Created new knowledge

2.7.10. Innovated new practices Pro-action café Electronic collective mind map AoH - AoPL

3. Forms of application

3.1. Management engagement

3.1.1. Is hierarchy supporting this (and how)?

3.1.2. How do I convince my hierarchy?

3.1.3. Management seminars Markt CNECT JRC HR DGT

3.1.4. Directors' seminars "facing the challenges of the next decade" 2008-2010

3.1.5. Senior leadership retreats in Jean Monet's house REGIO MARKT

3.2. Applications with "outside"

3.2.1. Outreach to children/teachers in European schools Trained PL to volunteer to host events or train teachers

3.2.2. Peer learning activities

3.2.3. Futurium & Digital Futures

3.2.4. Holocaust & human rights education Mauthausen memorial FRA COMM

3.2.5. Website development

3.2.6. 25 years of Erasmus

3.2.7. AGRI Monitoring & evaluation system for CAP pst-2013

3.2.8. Responsible research & innovation workshops C-M-C'

3.2.9. Working with Member States on Bologna process

3.2.10. European Year of Volunteering

3.2.11. Europe for Citizens

3.2.12. Social Business Innovation Event Strasbourg January 2014 Crucial topic for Europe Potentially 2000 participants Very high-level

3.2.13. Growing number of practitioners in other EU institutions Court of Auditors European Parliament EESC CoR

3.3. Applications inside

3.3.1. How is it applied and serving (inside & outside)?

3.3.2. Unit & team meetings

3.3.3. Strategic large team events (>100 people)

3.3.4. Hosting communities of practice

3.3.5. Team events Team building Volunteering Away days Solidarity

3.3.6. Project meetings

3.3.7. Network development

3.3.8. Europa rationalisation exercise

4. Practices

4.1. Practices already brought in

4.1.1. Living Wholeness institute Ecocycle Evaluative learning cycle Route map 4 rooms

4.1.2. Graphic recording

4.1.3. Cognitive edge Cynefin framework Ritual dissent

4.1.4. Process consulting Including dealing with resistance

4.1.5. Art of Hosting -> Art of Participatory Leadership

4.1.6. Personal (systemic) coaching

4.2. Other practices to bring in

4.2.1. What next? What other practices can be brought in?

4.2.2. Leadership training for all

4.2.3. Change management

4.2.4. Communication

4.2.5. Arts

4.2.6. Practices that allow us to be grounded in authentic self Silence Singing Meditation Yoga Mindfulness

4.2.7. Collective meaning-making

4.2.8. Adult development Helen

4.2.9. Spiral dynamics Helen Ria

4.2.10. Studio time to work on projects Vanessa

4.2.11. Working with space

4.2.12. Deep democracy

4.2.13. Art of intuition Ria?

4.2.14. HolacracyOne Helen Mickael Drouard

4.2.15. Chronicling Sarah

4.2.16. Art of protection Living Wholeness Insitute

4.2.17. Systemic thinking

4.2.18. Structured dialogue design process

4.2.19. Authentic Leadership in Action

4.2.20. Working with unconscious processes Ria

5. Strategic direction/alignment

5.1. Organisational development

5.1.1. Collaborative

5.1.2. What is the link between PL and the rest of OD (and the EAS)?

5.1.3. Is PL the only way? (New religion)

5.1.4. Core team days HR.B.3 - Demos - CoFos - consultants

5.1.5. Connecting with key partners in HR

5.1.6. "Accreditation" sessions for OD consultants

5.1.7. OD consultants' gathering 9-10 May 2013 65 consultants 20 EC staff EEAS EUSA Follow-up actions of gathering Harvest the gathering Chronicle Strategic distillation Sharing all pieces of harvest

5.1.8. Framework contract with Demos End 2011 Working in partnership

5.1.9. Link with management coaching

5.1.10. Create a real OD consultancy contract? Or experts list?

5.1.11. Link with. Strategic planning & change management training (Demos Lot 1)

5.1.12. Interacting with EUSA management training

5.2. Internal consultants' team (HR.B.3)

5.2.1. Development Started 2006 Almost died in 2012 Survived! Now 7 full-time staff

5.2.2. Gained unique knowledge of the organisation Harvest this knowledge

5.2.3. Improved the quality & results of many training courses Mind mapping Strategic planning Quality management Collect evidence

5.2.4. Full-time resource (Helen) as the only in- house master - needed to be dedicated to stewarding the development of harvesting capacity

5.2.5. Learning & development strategy in the making

5.2.6. Team guidelines To be released soon

5.2.7. Internal consultants' strategy To be released soon

6. Colour code

6.1. Questions

6.2. Who to consult

6.3. Future events

6.4. Next steps

6.5. Impact