Download
1 / 19
210 likes | 337 Vues
The Orpheus Symphony showcases a revolutionary approach to leadership, emphasizing the importance of shared values and collective motivation. Instead of relying on a solitary leader, success is achieved through cohesive core groups where trust, respect, and continuous feedback are paramount. This method fosters innovation, allowing all members to step into leadership roles as needed. By prioritizing common objectives and mutual accountability, the Orpheus model creates a dynamic environment where decision-making is collaborative, enriching the musical experience and organizational performance.
E N D
The Orpheus Symphony Philosophy: leadership is not the responsibility of one person; it is instead achieved through highly cohesive core groups/teams.
Main Principles Body I: Motivation * shared values and motivations create cohesiveness which eliminates the need for a solitary leader Body II: Strategy * common objectives and shared values lead to highly cohesive teams * leadership is shared if group members trust and respect each other Body III: Decision-Making * accomplished through constantly rotated and well-lead core groups Body IV: Work * providing feedback to one another is essential for creating these cohesive teams
Video of Orpheus Symphony http://www.youtube.com/watch?v=FNt6cYOCYs4
Body I: Motivation Background Part I * there is individual and group discontent in many orchestras Part II * self-expression and the individuality of musicians is limited by one person’s vision and direction Shared values and motivations create cohesiveness which eliminates the need for a solitary leader.
Body I: Motivation Shared Values and Cohesion Part I * shared values + shared goals = shared motivation Part II * group cohesion Shared values and motivations create cohesiveness which eliminates the need for a solitary leader.
Body II: Strategy Innovative Techniques Part I * “audience listening” Trust and respect among group members leads to highly cohesive teams.
Body II: Strategy Cohesion Part I * common objectives Part II * shared values Trust and respect among group members leads to highly cohesive teams.
Body II: Strategy Trust and Respect Part I * roles + accountability = trust Part II * behaviours + accountability = respect Trust and respect among group members leads to highly cohesive teams.
Body II: Strategy Summary Part I * common objectives and shared values lead to highly cohesive teams Part II * leadership is shared if group members trust and respect each other Trust and respect among group members leads to highly cohesive teams.
Body III: Decision-Making Introduction Part I * decisions are for all members to make Part II * accomplished through well-lead core groups which undergo constant rotation Replace one leader with well-lead core groups, whose positions are constantly rotated.
Body III: Decision-Making Leadership Part I * typical leaders in an orchestra * Orpheus does not fill these roles Part II * to survive, all members need to be a leader Replace one leader with well-lead core groups, whose positions are constantly rotated.
Body III: Decision-Making Core Groups Part I * “everyone is a leader, just not all at once” Part II * achieved through core groups Part III * structure/no hierarchy Part IV * make effective, collective decisions through consensus Replace one leader with well-lead core groups, whose positions are constantly rotated.
Body III: Decision-Making Rotation Part I * rotate according to expertise Part II * why use this approach? * develop everyone’s skills * keep all members involved Replace one leader with well-lead core groups, whose positions are constantly rotated.
Body III: Decision-Making Wrap-up Part I * everyone needs to step up and be a leader Part II * core groups/no hierarchy Part III * rotate positions to keep everyone involved Part III * how has this worked for Orpheus? Replace one leader with well-lead core groups, whose positions are constantly rotated.
Body IV: Work Background Part I * “revolving door or employees” * never the same musicians * unique challenge for performers Part II * similarity to contingent workers in business world Part III * how many absent members before the sound desired changes? Providing feedback to one another is essential for creating cohesive teams.
Body IV: Work Feedback Part I * giving feedback is essential Part II * substitute musicians must speak up to be successful Part III * feedback necessary to cohere performances Providing feedback to one another is essential for creating cohesive teams.
Body IV: Work The Results Part I * work from subtle cues Part II * organizational design theory * shared values and common objectives Providing feedback to one another is essential for creating cohesive teams.
Main Principles Body I: Motivation * shared values and motivations create cohesiveness which eliminates the need for a solitary leader Body II: Performance * common objectives and shared values lead to highly cohesive teams * leadership is shared if group members trust and respect each other Body III: Decision-Making * constantly rotated and well-lead core groups Body IV: Work * providing feedback to one another is essential for creating cohesive teams Leadership is not the responsibility of one person; it is instead achieved through highly cohesive core groups/teams.
The Orpheus Symphony Philosophy: leadership is not the responsibility of one person; it is instead achieved through highly cohesive core groups/teams.
