1 / 13

Navigating Change in Demanding Times

Navigating Change in Demanding Times. October 23, 2007 William A. Sommers, PhD. The future terrifies the weak—. and is barely in the thoughts of the strong. 4 Obsessions of a CEO. Build & maintain a cohesive leadership team Create organizational clarity

rkaram
Télécharger la présentation

Navigating Change in Demanding Times

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. NavigatingChangeinDemandingTimes October 23, 2007 William A. Sommers, PhD

  2. The future terrifies the weak— and is barely in the thoughts of the strong.

  3. 4 Obsessions of a CEO • Build & maintain a cohesive leadership team • Create organizational clarity • Over-communicate organizational clarity • Reinforce organizational clarity through human systems

  4. Five Dysfunctions of a Team(Lencioni) • Inattention to results – Status & ego • Avoidance of accountability – Low standards • Lack of commitment – Ambiguity • Fear of conflict – Artificial harmony • Absence of trust – Invulnerability

  5. Communities of Practice (Etienne Wenger) • Mutual engagement • Negotiated meaning • Shared repertoire

  6. PrincipalsLeading Professional Learning Organizations are made of conversations. —Ernesto Gore Brian Solis

  7. “Coblaboration”King Arthur’s Round Table(David Perkins) • Brownian movement • Downward spiraling • Group think

  8. WARNING ! Changes in structurealone. . . will not result in improvement.

  9. The Knowing – Doing Gap(Pffefer and Sutton) • When Talk Substitutes for Action • When Memory Substitutes for Thinking • When Fear Prevents Acting on Knowledge • When Measurement Obstructs Good Judgment

  10. Overcoming Know-Do Gap • Why before how • Do & teach others • Action counts more than elegant plans • No doing without mistakes • Fear increases knowing-doing gap • Beware of false analogies—Fight the competition, not each other • Measure what matters—Knowledge into action • What do leaders do? Time spent doing what?

  11. Managing Up(Dobson) • “Do Good Work” • “Be a ‘Goodmouther’” • Win/win or no deal — war games • Reduce FEAR - False Evidence Appearing Real • Courage & CLMs • 5–15 report —advanced notice

  12. Fierce Conversations(Susan Scott) • Most pressing issue • Clarify • Current impact • Future if nothing changes • Personal contribution • Ideal outcome • Commit to action

More Related