Reos South Africa

Associates manual
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This document is a tool designed to track and develop the range of competencies
across the Reos associates. It does that by:
Describing what Reos does and the tools it uses.
Identifying critical competencies for each of Reos offerings.
Providing a framework on which associates can build a skills map, highlighting the
skills that need to be deepened or developed.
It also encourages associates to market Reos by:
Asking associates to map their network of inuential contacts and commit to
engaging with that network on a regular basis.
This document is not:
A training manual. It does not provide the how to for each skill. But it does
reference existing training manual which could be collated into appendices
It will be used:
At the bi-annual associate reviews as a way to track associates development and
engagement with networks
PURPOSE
The Reos approach
Who and what is Reos?
How does Reos do what it does
Reos services:
Transformative scenario planning

Social Labs
Building Competency
Reos competencies
Building Trust
Marketing Reos
Generating leads
Associates Review
CONTENTS
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Who is Reos?
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Reos Partners helps people move together on their most vital issues.

We know how to how to help our clients create a more effective, sustained and
system-wide impact on the issues they care about.

We are willing and able to guide and partner with our clients to work on
problems with high complexity and high conict. We stay the course with our
clients.

We employ tested, co-creative processes that enable people to move from
fragmentation and stuckness to collaboration and ow.

We are global, with ofces in seven countries.

We partner with governments, corporations, and civil society organizations.
Our approach is systemic, creative, and participative.
We are guides more than advisors.
We are experienced at helping diverse groups navigate through uncharted
territory to reach their most important goals.


ABOUT REOS
So Paulo
Cambridge
San
Francisco
The Hague
Oxford
Johannesburg
Sydney
Melbourne
REOS OFFICES
PROJECT LOCATIONS




Reos builds containers
for systemic change
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,
Reos works to support systemic change in areas of high risk, complexity
and social impact.

We do that by creating spaces or platforms for people to come
together to understand and work on their challenges with deeper
insight and improved relationships.

We call these spaces and processes containers.

Inside those containers we use a variety of tools. These include
Transformative Scenarios Planning (TSP) and Social Labs. To use these
tools we must be uid and creative experts in convening, facilitation,
dialogue and analysis.

We build containers for systemic change
Container for systemic change
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Systemic: We address complex social problems
that are resistant to traditional means of solving
them. We help stakeholders see their situation
with a systemic perspective and identify leverage
points for change.
Participative: We convene diverse stakeholders
from across the system in processes that enable
genuine dialogue and contribution. We design
together with our client and partner organizations.
Creative: We apply innovative tools and processes
that enable participants to apply their collective
creativity to developing and implementing a
portfolio of new responses.

OUR APPROACH
Our approach is always practical, professional,
and tailored to the specic needs of the
situation.
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FOUR WAYS OF TALKING AND LISTENING
Source: Kahane after Scharmer
1. Downloading
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Politeness/fear
Projection

2. Debating
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Clash of ideas
Judging
3. Dialoguing
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Self-reectivity#
Empathy
4. Presencing
#
Generativity#
No boundaries
Reos specialises in moving people from a downloading/debating style of talking and listing, towards self-
reective dialogue and empathetic listening
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Source: Arthur, Jaworski and Scharmer
Retreat and reect, allowing inner knowing to
emerge.
The Reos approach moves through the stages of convening, sensing, presencing and creating to produce new
insights or solutions for stuck challenges.

For this process to really work, participants required open minds, hearts and the will to evolve. Thais approach si
base no lhe Teor O developed by Otto Scharmer
Co-creating Co-Sensing
Co-Presencing
Act in connection
with the whole
Co-Convening
Co-Evolving
Open mind
Open heart
Open will
Observe, observe, observe;
become one with the
world.
Reaction
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Challenge Response
The Reos approach moves people out of the stuckness
that can exist between challenge and response.

Instead we foster a deeper understanding of the challenge,
and the individuals role within that challenge.
Our work produces new social
capital in the form of networks,
alliances, and partnerships of
individuals and organisations
operating across and beyond
sectoral boundaries.

We build new human capital in the
form of leadership capacities,
commitments and perspectives that
are important in responding to
complex social challenges.

We help generate new physical
capital in the form of innovative new
initiatives and systems, which provide
services and resources to people
who need them.


OUR RESULTS
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D
Reos Services


1. Transformative scenario planning

2. Social Labs
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Description:

Scenarios are stories about what could happen in the future. They are used primarily by groups of
people or organisations to understand their environments better and so that they might
appropriately adapt their strategy and be more resilient to potential change.


Transformative Scenario Planning (TSP) is a powerful evolution of the scenario planning tool. It
moves from an adaptive approach to a transformative approach. In other words, how do we not only
understand what might affect our possible futures and how we might respond to such futures, but
how do we inuence our environment in such a way that we can move towards a preferred future?

TSP was developed by Adam Kahane and is used across the Reos Global ofces on a variety of high-
risk projects.


When and why you would use a TSP process?

Typically TSP is used in high-risks, complex and stuck situations where stakeholders have tried many
different approaches but have not been able to get traction. Transformative scenario planning can be
useful to people who nd themselves in situations that have the following characteristics:

They see their situation as unacceptable, unstable, or unsustainable
They cannot transform their situation on their own, or by working only with their friends and
colleaguesit is too complex to be grasped or shifted by any one person or organisation or
sector
The people whose cooperation they need to transform the situation dont understand or
agree with or trust them or one another.













TRANSFORMATIVE SCENARIO PLANNING
TSP THEORY OF CHANGE
Inputs
Whole-system team
Strong container
Rigorous process
Processes
Convene a Team From Across the
Whole System
Observe What Is Happening
Construct Stories About What Could
Happen (scenarios)
Discover What Can and Must Be Done
Act to Transform the System
Outputs
transformed understandings
relationships
intentions
Actions
Outcomes
Systemic
transformation
TSP | Reading
Textbook:

Transformative Scenario Planning: Working Together to Change the Future (Adam Kahane, 2012)


Case Studies:

Americas: Scenarios for the drug problem in the Americas 2013-2015
South Africa: Dinokeng. Collectively constructing a sustainable future for South Africa
South Africa: North Star. A community-owned process to explore the future of the Northern
Areas of Port Elizabeth
Colombia: A transformative scenarios process to discover new ways new ways to deal with a
complex conict


Training :

See Reos website for details

Webinar:

Transformative Scenario Planning: Adam Kahane, ALIA 2014
Transformative Scenario Planning: Adam Kahane, Creative Innovation, 2012
Description:

A social lab is a multi-stakeholder platform through which a diverse team of stakeholders
works together using the heads, hearts, and hands to address a complex challenge.
Lab describes both a container and facilitated process that is a systemic, participative and
creative approach to tackling signicant social challenges. It is a space for sharing,
experimenting and re-assessing.

Systemic
Addressing root causesrather than only symptoms
Social/participative
Bringing together diverse participants from different sectors to work in a team, with the
participation of diverse stakeholdersrather than only of experts or technocrats
Experimental/creative
Taking an iterative approach, prototyping interventions and managing a portfolio of
promising solutions
An ongoing and sustained effortrather than only a project

Example phases of a Social Lab:

Phase I: A series of in-depth interviews with leaders in the public, private and civil society
sectors. This gives rise to a synthesis report
Phase II Learning journeys in which Change Lab participants obtain rst-hand experience of
impediments to the challenge in question in relevant value chains.
Phase III: Series of Innovation Workshops to identify and possilbly structure ignition points
based on the themes emerging and experiences shared in the learning journeys. This might
result in new projects, scenarios processes or new partnerships or research.













SOCIAL LABS
Textbook:

The Social Labs Revolution: A new approach to solving our most complex challenges. Zaid
Hassan, 2014.

Field book:

The Social Labs Field book: A practical guide to solving our most complex challenges. Menka
Sanghvi, Zaid Hassan & Contributors

Case Studies

The Bhavishya Alliance Reducing Child Malnutrition in India
The Sustainable Food Lab Growing Mainstream Sustainable Food Chains
The Southern Africa Food Lab Working Toward Sustainable Food Security in Southern Africa
PLUK A Platform for Launching System-Wide Parallel Change Labs
The Leadership and Innovation Network for Collaboration Building Leadership and
Collaboration in South Africa
The Business Reference Group for Sustainability Integrating Sustainability in Brazilian Business
Aboriginal Health Care in Australia Building a systemic 10-year strategy for the department of
Health and Human Services

Training
One day workshops planned through 2014 in various global locations see Reos website for
details

Webinar
Zaid Hassan: Social Labs. Presented at ALIA 2014
Social Lab | Reading
Building competency
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Process knowledge Technical skills Competencies
Transformative scenario
facilitation
Project scoping and contracting Willingness to evaluate and learn about
our work
Adaptive scenario planning
facilitation
Enrolling stakeholders

Condence
Social labs facilitation Project management Persuasiveness
Groups facilitation Ability to establish trust
Interviewing Ability to be uid
Presentation Good listening skills
Synthesising of research Excellent communication and rapport
building
Ability to analyse qualitative data Ability to design well structured processes
Research and report writing Ability to hold a systemic view
Dialoguing Ability to build and manage relationships
Commitment to diversity
Openness
Ability to be clear about what Reos will
and wont deliver
Ability to surface difference
Quick at picking up clients particular
challenges (may require quick immersion
in subject)
Ability to hear what is not being said, to
probe the clients blindness to their
challenge
REOS COMPETENCIES AND SKILLS
These are the skills and competencies that Reos requires to best
provide its services. It is not exhaustive and should be continuously
reviewed. The list is not in any order of priority.

This list is intended to trigger a conversation with associates about
where they believe they can offer value, and to identify areas they may
wish to grow in.

It is also intended to provide a birds eye view of the organisations
tness. What are we lacking and what do we need to actively grow in
our associates?
BUILDING TRUST
Reoss work is utterly dependent on trust.

Our clients must have trust in us, and our ability to foster some basis of trust between
stakeholders whose relationships have broken down or are challenging.

As colleagues we need to be able to trust each other.

How do we foster this trust?

We do what we say we will
Showing up prepared and on time
Responding to emails within 24 hours
We behave with integrity
We are ethical, honest and consistent
We dont promise what we cant deliver
We support each other
We acknowledge our successes and failures
We hold each other to account
We pull our own weight and dont ask to be carried
We live our principles
We practice what we preach
We understand how we conduct ourselves is a reection on Reos, even when were
off the clock.

Reos Associates are our best marketing tool. We are constantly engaging with change
makers. How can we turn these engagements into work?

Listen and ask questions

One of Reoss unique offerings is our ability to create empathetic dialogue. When were in
conversations with our network, we have the opportunity to walk our talk.
If in conversation with your contact you pick up that they are working with something
frustrating, complex and involving multiple-stakeholders, ask that person to share more
about it.
Really listen.
Ask them if theyve reached the point where they are not sure what to do next. This is
where you start to talk about Reoss work in this eld.

Make contact

If youre in the midst of a conversation, give them examples of Reos work youve done.
Focus on projects with big scary social problems. Ask them if you can meet with them to
tell them more, or (if you are not condent to do that) could you put them in touch with
someone from Reos?
Get their details and make a point of contacting them quickly. Send them the Reos
brochure.
Alternatively, introduce them to Colleen via email.
Another possibility is to introduce them to another Reos (happy) client who can share
experiences of working with stuck challenges and can speak well about the Reos approach.

Follow up

After youve sent them the brochure diarise a follow up call a week later to check they got
the info and ask them if theyd like to meet to talk more, or would like more information. .
Ask them about how their challenge. Keep the focus on what theyre battling with
rather than doing a hard sell. There may be many interations of this conversation.
MARKETING REOS
See also:
Reos Global Brand Identity
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Contact
Org
Position
What is their stuck
challenge?
What is the best
way to engage with
them?
What can I as an
Associate commit
to?
How can Reos
support this
relationship?
GENERATING LEADS | ASSOCIATE NETWORKS
You may know people who have inuence within their sector, and who are dealing with complex and stuck
problems.
Use this grid to identify these people and the best way to approach them. Note what support or materials might
be needed.
Reos competencies:


- What do you think your particular strengths have been
with regard to Reoss competencies?
- What has been a successful project for you this year?
Why?
- What learning have you focused on over the past 6
months?
- How can Reos improve its competencies as an
organisation?

Building trust:

Are we doing what we say we will?
Are we behaving with integrity?
Are we supporting each other?
Are we living our principles?






(Refer to Building Trust for more detail on what denes
these qualities)

Marketing Reos:

- What contacts have I introduced to Reos?
- How can we market Reos better?
Associate comments:
Associate comments
Associate comments:

ASSOCIATE REVIEW | How do we see ourselves in Reos?
Associate comments:

- Do you have anything else youd like to add?

&F
AREA
INDIVIDUAL PERFORMANCE
GOALS INDICATORS
SUPPORT
REQUIRED
Personal Learning
and Development

Client Work

Business
Development

Associate/Team
development

Additional:

ASSOCIATE REVIEW | Development goals

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