All the best articles available on-line about Organisation Development and Corporate Culture. This enables OD, HR, Change and OE practitioners to be more effective in their attempts to improve the culture of the organisations and businesses they encounter.
People are innately wired to avoid risk. During times of times of change and uncertainty, our risk aversion is amplified. Yet the number one way to gaining competitive edge is by creating a culture where people feel safe and emboldened to innovate and challenge the status quo thinking. The first key to creating a 'culture of courage' is leading from possibility, not probability.
Winston Churchill once said that courage is the first of all virtues because it is the only one that guarantees all others. Courage is also what it takes to set a bold course for yourself and your organization, engage in a courageous conversation, forge new ground, and to be decisive in uncertainty.
Philly.com Total recall: Barra's challenge is to remake GM's corporate culture (Editorial) Detroit Free Press Then outlined her plan to discover what went wrong at her company and remake a corporate culture whose shortcomings have become apparent...
America is currently facing a crisis of leadership in business and in government. Yet at the same time – participation in leadership seminars and programs has never been higher. The leadership industry, with many of its roots in America, is now a $50 billion industry.
Kellerman explains that the current state of leadership is no better understood or produced than it was 40 years ago and that followers are becoming more and more disenchanted by those who are leading them.
Though the leadership industry thrives, leadership in practice is declining in performance.
With the collaborative economy pushing businesses into the next phase of social business, executives must learn how to motivate, encourage and lead employees [and customers too] in a way that adds value to everyone involved in the collaborative work environment. Employees and customers are collaborating on products, services and content more than ever before. In preparation for the collaborative economy, consider what role do executives play in fostering a collaborative environment when employees and customers can receive what they need from each other?
As the world mourns the loss of Nelson Mandela and commemorates his greatness as a leader, we would do well to remember that one of the many hallmarks of his leadership was trust. The greatest leaders in the world gravitated toward Mr. Mandela because he was genuinely trustworthy and his purpose was to support peace, prosperity and unity not only in South Africa – but throughout the world. Mandela was able to lead people in ways that many find impossible to do. As he famously said, “It always seems impossible until it’s done.”
Unfortunately, trust is in rare supply these days. People are having trouble trusting each other, according to an AP-GfK poll conducted in November 2013, which found that Americans are suspicious of each other in their everyday encounters.
Dave Snowden discusses the differences that complexity theory makes to design thinking.
I started talking about the differences that complexity theory makes to design thinking some time ago - In Malmo at the XP conference as I remember it - and have now introduced that material in modified form onto day four of our accreditation programme. I should make it clear this is early thinking and I know that people like Ann (who is with me here) are working on this as well and I am really looking forward to her new book on the subject with another good friend John Seely Brown..."
For most people, paid work is unsettling and energy-sapping. Despite employee engagement racing up the priority list of CEOs (see, for example, The Conference Board’s CEO Challenge 2014), HBR's research into workplaces all over the world reveals a sorry state of affairs: workers who are actively disengaged outnumber their engaged colleagues by an overwhelming factor of 2:1. The good news is that there are companies out there bucking the trend, and they have discovered how.
Over a five-year timeframe, HBR studied 32 exemplary companies (collectively employing 600,000 people) across seven industries including hospitality, banking, manufacturing, and hospitals. At these companies, the engaged workers outnumber the actively disengaged ones by a 9:1 ratio. To understand what drives that tremendous advantage, they looked for contrasts between them and a much larger set of companies they know to be struggling to turn around bland and uninspiring workplaces.
Why would a $100M power plant zoning approval take 3 minutes and a request to build a $10,000 bike rack for city sidewalks take hours?
It's easy to be swept up in the trivial and fun stuff, starving the big issues for the time and consideration they merit. Cyril Northcote Parkinson, a British historian and operations researcher, penned this extreme example of decision-making in meetings in his book Parkinson's Law. Paraphrasing the Wikipedia entry, the powerplant is so expensive, the sums of money are hard to frame.
Leaders need to show more composure than ever before in the workplace in the post 2008 economy, becoming more mobile, more transient, more flexible, more innovative, and more strategic and diverse.
Excerpted from a list of 7:
1. Don’t Allow Your Emotions to Get in the Way
Seasoned leaders ...don’t yell or get overly animated when times get tough. These types of leaders have such emotional self-control that even their body language does not give them away.
4. Remain Fearless
When leaders project confidence, they instill it in others. ...
....Recently, Mack Brown, the former coach of the University of Texas (UT) football team, was put under a lot of pressure to resign as a result of his team underperforming in 2013. Though the University handled his forced resignation poorly – considering Mr. Brown had coached the team successfully for the past 16 years – his decisiveness the day he announced his resignation made you feel that his transition out of the job was a positive thing for the university.
Human nature will tell you that he must have been hurting inside, but his decisiveness and presence of mind made those that were watching him speak believe that the future looked bright for UT football.
6. Take Accountability
Leaders are most composed during times of crisis and change when they are fully committed to resolving the issue at hand. ...this means that you have made the decision to assume responsibility and take the required steps to problem solve before the situation gets out of hand.
Article by Glenn Llopis, Contributor. Full article here. Glenn offers the immigrant perspective how how companies can become more mobile, more transient, more flexible, more innovative, and more strategic and diverse.
While Scrum's primary goal is organization and project management, Lean is more about optimizing processes in order to quickly produce quality products. It can.
A Little History
Lean is a set of principles defined by the Japanese automobile manufacturing industry in the 1980s. The Toyota quality engineer, John Krafcik, coined the term, while observing the processes and tools used to eliminate waste in mass automobile production. It wasn’t until 2003 that Mary and Tom Poppendieck introduced Lean as a software development process in their book, Lean Software Development: An Agile Toolkit.
Whereas Scrum is a set of rules and roles, Lean is a set of principles and concepts with a handful of tools. Both are considered Agile techniques, and they share the same ideology of delivering fast, while reducing defects and errors. I always emphasize Agile’s adaptability, but can’t ignore the fact that Scrum presents itself as a mandatory set of rules. In fact, Scrum’s religious fans would shout blasphemy for not following Scrum’s rules to the letter...
Many leaders are currently facing the challenge of leading in conditions of uncertainty and unpredictability. Yet much leadership is predicated on the assumption of a relatively stable / foreseeable future - for which plans can be made.
A curious thing happens when it comes to making decisions in contexts that are complex. Psychological mechanisms seem to pull the carpet out from under our rationality. Here’s a story to illustrate this …
An up and coming manager in a minerals company based in Johannesburg was offered a promotion to lead a new team at a rural mining operation. Being in a far-flung rural area, the manager had to uproot his young family from suburbia where they were fairly comfortable and established. His wife agreed and they entered the new chapter of their lives, moving to a house provided by the company on the new mine. The new house had no garden and no grass for the kids to play on so the manager’s wife set about establishing a modest garden. Just as the grass was turning green, after weeks of intense effort, the husband returned home one evening with a memo from senior management. Water usage on the operation and in the surrounding communities was too high, it said. Seeing that the company supplied water to the community and that the operation was in a water scarce region, the community had to reduce their water usage. Amongst other restrictions, watering gardens was now prohibited. This infuriated the wife, but they had no choice. They could not have a garden. They had effectively relocated to a desert, she thought. This was not the lifestyle she wanted, or had chosen.
After a short while the manager resigned due to the family pressure of the relocation and moved back to Johannesburg. After encountering similar resignation stories, the mine’s HR manager escalated the exit interview transcript to the MD because she felt it was unacceptable to lose such promising talent over what she thought was a silly water restriction. The MD was unperturbed. ‘We operate in a water scarce environment’, he said. ‘We need to save water. We cannot be distracted by wives and children who want nice green grass to play on. This is a mine after all.’
This story is an example of how, when faced with a complex problem, managers can slip into a reductive frame of mind and deal with the problem by splitting off the adaptive challenge from the technical problem.
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