Indigenous spiritual rica viljoen slideshare

Indigenous  Spiritual  Consciousness  at  work  –  a  Ghana  Case  study  

Dr  Rica  Viljoen,  Mandala  Consul?ng  University  of  Johannesburg,  South  Africa  rica@mandalaconsul?ng.co.za  

Dr  Rica  Viljoen  University  of  Johannesburg  +27824495846  

rica@mandalaconsul?ng.co.za      

If  you  want  to  walk  fast,  walk  alone,  

If  you  want  to  walk  far,  walk  together.  

Business  Challenges  

•  Gold  Fields  3rd  largest  gold  mine  in  the  world  •  CEO  wanted  to  close  Damang,  Ghana  Mine  with  1000  workers  

•  Low  performance    •  Engagement  survey  lowest  results  in  group  •  Weakest  safety  performance  in  group  •  Fatality  

LETS  SELL  THE  MINE  –  AFRICA  CANNOT  COMPLY  

Group  dynamic  ac?vi?es  to  improve  trust,  teamwork  and  buy-­‐in  into  strategy  

Sustainability thorough Inclusivity - energy on all dimensions

OD  Interven?ons  

New world of

work   Nature of the world

Why we change Essence of Change

New

Sciences

We change differently

Consciousness

The    Individual  

The

Team

The Organisation

How individuals change

How groups change

The What

Context: Industry

South Africa Africa Global

Leadership

Doing

Being Disconnect

Apathy

Engagement

Inclusivity

Organisation

Group

Individual

EQ Journey

Dialoguing  

World  Cafe  Storytelling  

Appreciative Inquiry  

Organisa?onal  Leadership  Trust  

Leadership  Work  aaributes  

 State  Engagement  Trait  Engagement  

Behavioral  Engagement    

How organisations change

The way: How we change

Organisational Transformation through Inclusivity

.          

If  you  want  to  have  guests,  have  a  warm  house      

AKOMA  NTOSO  

Ghanaian  Wisdom  

Group  dynamic  ac?vi?es  to  improve  trust,  teamwork  and  buy-­‐in  into  strategy  

Sustainability thorough Inclusivity - energy on all dimensions

OD  Interven?ons  

New world of

work   Nature of the world

Why we change Essence of Change

New

Sciences

We change differently

Consciousness

The    Individual  

The

Team

The Organisation

How individuals change

How groups change

The What

Context: Industry

South Africa Africa Global

Leadership

Doing

Being Disconnect

Apathy

Engagement

Inclusivity

Organisation

Group

Individual

EQ Journey

Dialoguing  

World  Cafe  Storytelling  

Appreciative Inquiry  

Organisa?onal  Leadership  Trust  

Leadership  Work  aaributes  

 State  Engagement  Trait  Engagement  

Behavioral  Engagement    

How organisations change

The way: How we change

Organisational Transformation through Inclusivity

.          

Don’t  upset  the  crocodile  if  you  want  to  cross  the  river  

Ghanaian  Wisdom  

Maadasi  Pa  “…a radical organisational transformational

methodology which aligns the doing and the being side of the organisation around commonly defined principles

and values, co-created by all.

It is a systemic approach that focuses on underlying beliefs and assumptions and challenges patterns in the individual, group and organisational psyche, to spend energy and engage in a sustainable, inclusive manner with the purpose to achieve shared consciousness.”

Inclusivity  Defined  by  Viljoen  (2008)  

Group  dynamic  ac?vi?es  to  improve  trust,  teamwork  and  buy-­‐in  into  strategy  

Sustainability thorough Inclusivity - energy on all dimensions

OD  Interven?ons  

New world of

work   Nature of the world

Why we change Essence of Change

New

Sciences

We change differently

Consciousness

The    Individual  

The

Team

The Organisation

How individuals change

How groups change

The What

Context: Industry

South Africa Africa Global

Leadership

Doing

Being Disconnect

Apathy

Engagement

Inclusivity

Organisation

Group

Individual

EQ Journey

Dialoguing  

World  Cafe  Storytelling  

Appreciative Inquiry  

Organisa?onal  Leadership  Trust  

Leadership  Work  aaributes  

 State  Engagement  Trait  Engagement  

Behavioral  Engagement    

How organisations change

The way: How we change

Organisational Transformation through Inclusivity

Viljoen,  2009,2015  

Beck  (2005,  2013),  Laubscher  (2013)    

We  think  think  differently  .  ..  

Different  thinking  systems  

One  day  Mr  Asani,  my  dedicated  driver,  picked  me  up  in  Accra  for  a  drive  to  Damang.  Li;le  did  I  know  it  then,  but  this  drive  was  to  take  us  six  hours.  I  asked  Mr  Asani  how  long  the  drive  would  be.  ’Short-­‐short’,  he  answered.  Short-­‐short  for  me  is  10  minutes…maximum.  Six  hours  later,  on  arrival  in  Damang,  I  asked  Mr  Asani  why  he  answered  in  this  manner.  ‘I  did  not  want  to  worry  you,  Abena’,  was  his  response.  

Family  Rela?ons  

Rules  of  Behaviour  

Ceremonial/Ritual  

Time  Orienta?on  

Stories  

Ancestor  

White/Black  Magic  Land  

Sky  

Animals  

People  Rela?ons  

Human  Domain  

Physical  Domain  

Sacred/Spiritual  Domain  

Interrelatedness  of  African  Purple  

Secrecy  Social  Structure  

Copying  Rela?onships  

Elders  Old  ways  

Drumming,  Dancing,  Art,  Storytelling  

  Exists  outside  past  or  future  

Storytelling  and  Metaphors  

Honoring  and  Protec?on  

Sangomas  Foresight  Healing  Gii  of  gods  

Sacred  earth    

Sun,  Moon,  Stars  and  Wind  

Animal  Spirit  

Consulta?on  Communica?on  

Harmony  

Laubscher  and  Viljoen  (2015)  

3890

393

302

136

122

2237

2907

239 1693 1997

2540 894

223

Total:  More  than  50000      

Studying different thinking systems

Viljoen (2008) defined Engagement as

“Engagement, the systemic result of the interplay between the individual potential, group potential and organisational potential

in the context of the specific industry or national culture”.

“as the output of the energy in the system to perform.”

Engagement Defined

Understanding the underlying beliefs in a system

Global  value  based  leadership  for  the  future  

1.  Measure  Engagement  and  determine  ROI  of  interven?ons  

     Through scientific diagnostic cultural sensitive longitudinal validated instruments

2.  Release  voice“The most important thing is not the script but the story”

 3.  Listen  with  your  eyes  closed  “The best leader is the one who listens the best to the total organisation”  

4.  Speak  in  colours  /  frequencies    Translate for understanding and human niche

   5.  Remember  what  made  us  successful  in  the  first  place    

“If you want to move forward, look back, look back…”  

 6.    Posi?on  the  people  agenda  as  part  of  any  strategic  conversa?on  “Incorporate Safety, HR, Internal Branding and External Positioning strategies in line strategy”

7.  Integrate            “I would do anything for the simplicity at the other side of complexity”

To focus on:

Cantata  Organisa?onal  Storytelling  on  Behaviour  Based  Safety  Strategy  

Eight  years  later  

•  Damang  is  s?ll  in  business  •  Won  the  safety  shield  the  last  8  years  •  Perform  beaer  than  first  world  countries  in  terms  of  produc?on  

•  Best  in  group  in  terms  of  safety  •  S?ll  today  remember  the  cantata  

AFRICA  CAN  COMPLY,  PRODUCE  and  DELIVER  

1.  Measure  Engagement  and  determine  ROI  of  interven?ons  

     Through scientific diagnostic cultural sensitive longitudinal validated instruments

2.  Release  voice“The most important thing is not the script but the story”

 3.  Listen  with  your  eyes  closed  “The best leader is the one who listens the best to the total organisation”  

4.  Speak  in  colours  /  frequencies    Translate for understanding and human niche

   5.  Remember  what  made  us  successful  in  the  first  place    

“If you want to move forward, look back, look back…”  

 6.    Posi?on  the  people  agenda  as  part  of  any  strategic  conversa?on  “Incorporate Safety, HR, Internal Branding and External Positioning strategies in

line strategy”

   7.  Integrate            “I would do anything for the simplicity at the other side of complexity”

To focus on:

Theore?cal  Framework:  Don  Beck    

The  Crucible  –  out  of  print  –  s?ll  available  at  rica@mandalaconsul?ng.co.za    Spiral  Dynamics  (1996)  

Graves  

I am not saying in this conception of adult behaviour that one style of being, one form of

human existence, is inevitably and in all circumstances superior to or better than another form of human existence, another style of being.

What I am saying is that when one form of being is more congruent with the realities of

existence, then it is the better form of living for those realities.

Inclusivity  Theory  

Loraine  Laubscher  –  the  one  who  explains  spiral  dynamics  

Laubscher  LI  (2013)  Human  Niches:  Spiral  Dynamics  for  Africa      Available  at:  hap://www.mandalaconsul?ng.co.za/Documents/Thesis%20-­‐%20Loraine%20Laubscher.pdf      Lessem  R  &  Abouleish  I.  Integral  Polity:  IntegraDng  Nature,  Culture,  Technology  and  Economy.    Gower:  Farnham,  UK.    Available  at:  www.ashgate.com/isbn/9781472442499        

Viljoen,  RC  (2015)    Inclusive  OrganizaDonal  TransformaDon:  An  African  perspecDve  on  human  niches  and  diversity  of  thought  .  Gover:  Farnham,  UK.  Available  at:    www.ashgate.com/isbn/9781472422996        Viljoen  RC  and  Laubscher  LI  (2015).  African  Spiritual  Consciousness  at  Work  in  PILLER  C  &  WOLFGRAMM  R  (Eds.)  (2015,  in-­‐press).  Indigenous  spiritualKes  at  work:  Transforming  the  spirit  of  business  enterprise.  informa?on  Age  Publishing.  Charloae,  NC.          Viljoen  RC.  OrganisaKonal  Change  and  Development:  an  African  PerspecKve.  (2015).  Knowledge  Resources.  Braynston.  South  Africa.  Available  July  2015.    

Maadasi  Pa  The soil needs the seed and the seed needs the soil

One only has meaning with the other.

The same thing happens to human beings.

When male knowledge comes together with female transformation, then the great magical union takes place,

which is called Wisdom.

Paulo Coelho