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Scooped by Deb Nystrom, REVELN
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7 Secrets of Union Management Success with Teams, Michigan News

7 Secrets of Union Management Success with Teams, Michigan News | Change Leadership Watch | Scoop.it

What are the 7 secrets to sustainability with teams, management and unions? We presented our lessons learned at the recent Partnerships in Progress Michigan Labor and Management Association (MLMA) Conference in East Lansing, Michigan."


Overview:  Once what I want differs from what you want, we are in conflict. Conflict will naturally increase when shifting from a supervisor-to-employee model to a team model. This presentation describes a whole system, top to bottom and side to side process to implement teams in a union environment.


The “from me to we” shift is continuous process that requires a different type of renewal annually. With commitment to this approach, everyone from top management and union officials down to frontline supervisors and employees can mutually benefit.


The full slideshare and photo set is here or go to:

http://reveln.com/7-secrets-of-union-management-success-with-teams-mlma/



Deb Nystrom, REVELN's insight:

Sustainability means "Never check the box" (the work never finishes) along with elevating the importance of growing relationships within and among union and management leaders and the work community.

This was one of my own recent presentations with Fenwick Koller Associates, who have made great progress in helping teamwork happen and sustain itself within very tradition-bound settings.  Let us know if you agree. 

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Deb Nystrom, REVELN's comment, April 25, 2014 10:31 AM
GABY, you are welcome!
Deb Nystrom, REVELN's curator insight, May 6, 2014 3:57 PM

The full slideshare and photo set is here or go to:

http://reveln.com/7-secrets-of-union-management-success-with-teams-mlma/

Rescooped by Deb Nystrom, REVELN from SCUP Links
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Cohabitation, academics & industry: Midwestern colleges launch Innovation campuses, public-private collaboration

Cohabitation, academics & industry: Midwestern colleges launch Innovation campuses, public-private collaboration | Change Leadership Watch | Scoop.it

"'Innovation campuses' are springing up everywhere" especially in the Midwest.

 

...the intentional cohabitation of academics and industry is key to all of them, something university leaders say made the ambitious and expensive projects palatable to legislators and voters even as the economy and higher ed appropriations shrunk.

 

Here's sampling of what is under contruction, via Inside Higher Ed:

 

...many [are] in the Midwest and almost all involving fancy new buildings and partnerships between public colleges and private corporations.

 

Public research universities have long had ties to state industries, and technology transfer is widespread in higher education.


The new innovation campuses include:

  • Kansas State University’s Olathe Innovation Campus, which was funded with a county sales tax and built on land donated by a municipality in the Kansas City suburbs.
  • across the state line sits Missouri Innovation Campus, which is being built by the University of Central Missouri and has the enthusiastic support of Democratic Governor Jay Nixon.
  • Nebraska Innovation Campus is under construction on the former state fairgrounds in Lincoln.
  • One state away is South Dakota State University’s Innovation Campus.
  • In Ohio, there’s Akron Innovation Campus.
  • Even the Aussies are getting in on the fun. The University of Wollongong is home to its own Innovation Campus.

 


Via Society for College and University Planning (SCUP)
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Scooped by Deb Nystrom, REVELN
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An Uncommonly Cohesive Conglomerate: The Story of UTC’s Success

An Uncommonly Cohesive Conglomerate:  The Story of UTC’s Success | Change Leadership Watch | Scoop.it

How United Technologies Corporation—owner of Pratt & Whitney, Otis Elevator, and a wide range of other businesses—became one of the major corporate success stories of the past two decades.


The year was 1986. Matsushita’s recently completed Osaka headquarters had …the latest Otis elevators, which were repeatedly failing. …Matsushita and Otis had formed a joint venture …the Otis failure rates were damaging Matsushita’s reputation.


    

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..this shift ...would eventually turn UTC into the highest-performing Fortune 50 company (2000 - 2011) 

    
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In [a] conference room, Matsushita’s managers insisted on talking about root causes—a central concept in quality management, less familiar in the West. …the field engineers placed a hurried call to headquarters that reached George David…the Otis president [who] listened intently. During the next few months, he did something uncharacteristic for Otis—and s…for the rest of UTC and most manufacturing companies. David asked Ito and others at Matsushita for help.



Over the next two decades, David and Ito would become so close that he would eventually say Ito was like “a second father” to him.



The story of that phone call and its aftermath is retold regularly throughout UTC, as one of several incidents that marked the beginning of a fundamental shift in attitude and practice. ...this shift would affect virtually all of United Technologies Corporation’s managers, employees, corporate partners, suppliers, and customers.  It would eventually turn UTC into the highest-performing Fortune 50 company (in the years from 2000 to 2011) and one of the very few conglomerates to sustain a successful diversified enterprise (see Exhibit 1).

 

Deb Nystrom, REVELN's insight:

Getting to the root cause of quality problems, a classic Total Quality Management artifact of the 90s, is important to UTC's leadership success today.  What is your take-away from this case study?   ~  Deb

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