Voices from the Middle. A radical approach to developing organisations and people

173 Pages·3.137 MB·English

by  Watson S., Shannon M.

Voices from the
Middle
A radical approach to developing organisations and people
Dr Sally Watson; Maggie Shannon
Dr Sally Watson & Maggie Shannon
Voices from the Middle
A radical approach to developing organisations and people
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Voices from the Middle: A radical approach to developing organisations and people
1st edition
© 2016 Dr Sally Watson & Maggie Shannon & bookboon.com
ISBN 978-87-403-1219-5
Peer assessors:
Chapter Two and whole book
Sally AS Macklin, BA Honours
Health and Social Care Consultant
Chapter Three
Anthony G Evans, BA Honours
Chief Superintendent of Police
Chapter Four
Deborah Bell, BA, Honours
Honorary Teaching Fellow
Chapter Five
Craig Daniel, BSc
Assistant Director
Continuous Improvement
Chapter Six
Maggie A Shannon, BA, Honours
Fellow of the Institute of Housing
Chapter Seven
Liz Arnold, MA, Distinction
Director of Patient Services
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Voices from the Middle Contents
Contents
Acknowledgements: 9
Abstract 10
Preface 11
Introduction 12
Structure of the book 13
1 The wake up call 15
1.1 The wake up call 15
1.2 Chapter learning objectives: 15
1.3 Reflection and learning 16
1.4 The power of reflective questions 16
1.5 Case study: A ‘wake up call’ for a new organisation 16
1.6 The Midland 23 19
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Voices from the Middle Introduction 12
2 A new landscape for middle managers 22
2.1 Introduction 22
2.2 Chapter learning objectives 23
2.3 Chapter learning outcomes 23
2.4 A new landscape for middle managers 25
2.5 Reflection and learning 37
3 Voices from the middle 39
3.1 Introduction 39
360°
3.2 Literature approach 40
3.3 Chapter learning objectives 40
.
3.4 Chapter learning outcomes 41
thinking
3.5 Where do assumptions about middle managers come from? 42
360°
3.6 Reflection and learning 53
.
thinking
360°
.
thinking
360°
.
thinking
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Discover the truth at www.deloitte.ca/careers © Deloitte & Touche LLP and affiliated entities.
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Voices from the Middle Introduction 12
4 D eveloping the middle: best practice 58
4.1 Introduction 58
4.2 Chapter learning objectives 59
4.3 Chapter learning outcomes 59
4.4 From individual to organisational development 61
4.5 Developing the middle: How to get started 71
4.6 Reflection and learning 74
5 ‘ Leading from the Middle’: What happened to the Midland 23? 76
5.1 Introduction 76
5.2 Chapter learning objectives 77
5.3 Reflection and learning 78
5.4 Background 78
5.5 Programme design 80
5.6 The pilot programme (2007) 83
5.7 Leading from the Middle 84
5.8 Mid point evaluation research (2010) 89
5.9 The vision of middle managers 92
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Voices from the Middle References 160
6 ‘ Leading the Way’: best practice in housing leadership development 99
6.1 Introduction 99
6.2 Chapter learning objectives 100
6.3 Chapter learning outcomes 100
6.4 Radical shifts in Housing Associations 101
6.5 Leading the Way: A case study of mid level influence 109
6.6 Reflection and learning 119
7 ‘When horses run together’ 123
7.1 Introduction 123
7.2 Chapter learning objectives 124
7.3 Chapter learning outcomes 124
7.4 Radical shifts for hospice and end of life care 125
7.5 Future scenarios 127
7.6 Case study: ‘When horses run together’ 132
7.7 Evaluation findings 138
7.8 Reflection and learning 146
8 V oices from the Middle: a new centre of gravity 149
8.1 Introduction 149
8.2 Chapter learning objectives 150
8.3 Chapter learning outcomes 150
8.4 A new landscape for middle managers 151
8.5 Reflection and learning 158
References 160
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Voices from the Middle Dedication
Dedication:
For Dr Andy Bailey 1965–2015
A gifted academic and compassionate colleague
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Voices from the Middle Acknowledgements
Acknowledgements:
Thank you to the following people (permission to publish the case studies).
Nigel Hartley
Chief Executive
Earl Mountbatten Hospice (Chapter Seven)
Shaun Tymon
Chief Executive
Yorkshire Coast Homes (Chapter Six)
Matthew Harrison
Chief Executive
Great Places Housing Group (Chapter Five)
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Voices from the Middle Abstract
Abstract
A practical book which draws on case study evidence and leadership theory to illustrate a proven
approach to developing middle managers. ‘Voices from the Middle’ brings a robust challenge to prevailing
assumptions about the contribution of middle managers to organisational performance. It offers a model
of organisational and people development that starts with middle managers.
The result is a study guide for leaders and is relevant to practicing managers, consultants, academics and
postgraduate students. The book contains practical advice for developing mid level leadership capability
and a range of tools, which are appropriate for both senior and middle managers.
Evaluation data collated from an innovative development approach called ‘Leading from the Middle’
provides evidence that mid level managers and professionals are key to developing organisational strategy
and managing change. Traditional middle manager programmes are frequently directed from the top.
The case study findings indicate that this is a flawed approach.
In practice, middle managers have the ability to operate as organisational strategists, change agents and
innovators. In their unique position, they are closer to the values and culture of their organisations. Their
collective knowledge translates into social, intellectual and political value and makes their role vital to
sustaining services. A focus on the development of mid level leaders brings challenges for senior managers
and their attitudes towards leadership. Clearly, an assumption that leadership is the responsibility of one
person is not feasible in a fast paced, operating environment.
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