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5 Areas to Motivate Employees to Grow

5 Areas to Motivate Employees to Grow | Improving Organizational Effectiveness & Performance | Scoop.it

Thriving organizations don’t rely solely on adaptive and agile manager leaders. They also need employees who also are willing to adapt with increasing fluidity to 21st century business demands.


Via John Michel, Bobby Dillard, Jean-Philippe D'HALLUIN, WorldsView Academy
Frank J. Papotto, Ph.D.'s insight:

Good points about what managers ought to be encouraging in employee behavior.  It is helpful to understand behavioral priorities in terms of organizational effectiveness.  As suggested flexibilty is critical for coping with change; but robust engagement means more dedicated effort, broad alignment means more focused effort,  and superb execution  means getting excellent results from efforts. These are the other priorities leaders and managers ought to support in their employees.

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John Michel's curator insight, December 1, 2013 6:16 AM

Thriving organizations don’t rely solely on adaptive and agile manager leaders. They also need employees who also are willing to adapt with increasing fluidity to 21st century business demands.

donhornsby's curator insight, December 2, 2013 6:48 AM

(From the article): The workplace and job market is already fiercely competitive. It will only intensify as employers continue to be ultra-selective in their hiring decisions. The five areas featured are marks of an employee willing to do good work, own their development and mistakes. Furthermore, the goodwill developed from demonstrating skills in any of the five ares will reverberate beyond the current employer.

Improving Organizational Effectiveness & Performance
Focuses on Tools for Leaders and Managers that Enhance Organization Results: #EmpoweringEffectiveness
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Empowering Improved Organizational Performance Through Organizational Effectiveness

Empowering Improved Organizational Performance Through Organizational Effectiveness | Improving Organizational Effectiveness & Performance | Scoop.it

This resource collects and presents tools and techniques to support efforts to improve enterprise results regardless of organization industry or type.  Comments and remarks seek to clarify the relevance or value of enhanced organizational effectiveness as a means of achieving better performance. 

Frank J. Papotto, Ph.D.'s insight:

Improved Organizational Effectiveness can be achieved in a number of ways.  The Empowering Effectiveness Model categorizes these paths to effectiveness in four categories:

 

=> Broad Alignment-ensuring clear direction and focus are pervasive throughout the organization
 

=> Robust Engagement-establishing a level of commitment that drives effort regardless of current circumstances 
 

=> Sustainable Adaptation-maintaining the capacity to anticipate and meet current and future challenges. 
 

=> Superb Execution-unceasingly pursuing excellent performance and performance improvement.   

 

A critical element in the on-going journey to improved effectiveness is Purposeful Leadership.  Such leadership involves finding the best ways to promote organizational success.  

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Three Secrets of Organizational Effectiveness | Strategy Consulting ...

Three Secrets of Organizational Effectiveness | Strategy Consulting ... | Improving Organizational Effectiveness & Performance | Scoop.it
Neuroscience shows why the practice of pride builders can help you build a high-performance culture. These practices are: (1) giving more autonomy to frontline.
Frank J. Papotto, Ph.D.'s insight:

Well not terribly new, not particularly secret but still helpful. Autonomy, clear purposes, and recognition are described as sources of pride but we've known about these for quite some time in connection with high performance. More specifically, all of the ideas referred to: pride, trust, autonomy, purpose and recognition are associated with employee engagement--a key driver of organizational effectiveness in the #empoweringeffectiveness model.

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Forget Lean and Agile – It’s Time to be Anticipatory

Forget Lean and Agile – It’s Time to be Anticipatory | Improving Organizational Effectiveness & Performance | Scoop.it
We are all good at reacting and responding, putting out fires, and crisis management. In addition, organizations large and small have learned how to be lean and agile, and how to best execute a

Via Ron McIntyre
Frank J. Papotto, Ph.D.'s insight:

Well. don't completely forget about Lean and Agile. Just broaden the perspective. Lean and agile imply readiness and responsiveness which are good things. But they should not imply "reactive-ness"; . responding well to current circumstances  is simply not enough. Anticipating, forecasting, predicting, as well as possible, future needs and conditions is also critical.

 

The assumptions that present conditions will prevail and simple improvements upon existing processes or  activities will remain sustainable is unwise. Effective organizations both adapt and strive to improve their adaptability. This can be described as sustainable adaptation.

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Ron McIntyre's curator insight, July 22, 10:34 AM

I have been advocating proactive management for decades so it seems the time has come.  What do you think?

Ivon Prefontaine's curator insight, July 22, 7:55 PM

Reacting and responding are two different things. Reacting is often a spur of the moment and off the cuff action that has little thought behind. Response, which is often understood as synonymous, is a measured process of thinking and acting. The word response is the root word for responsibility. Even in being lean and agile, we should be responsible and thoughtful in our responses.

Amy Melendez's curator insight, July 25, 11:29 AM

From the post:

 

Employees of an anticipatory organization understand that those who can see the future most accurately will have the biggest advantage. They know that you cannot change the past, but you can shape the future based on the actions you take in the present. As such, they actively embrace the fact that many future disruptions, problems, and game-changing opportunities are predictable and represent unprecedented ways to gain advantage. They know that it’s better to solve predictable problems before they happen, and that future problems often represent the biggest opportunities. Above all else, they are confident and empowered by having a shared view of the future based on Hard Trends and what I call the “science of certainty.”

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Three Secrets of Organizational Effectiveness - strategy+business

Three Secrets of Organizational Effectiveness - strategy+business | Improving Organizational Effectiveness & Performance | Scoop.it
Three Secrets of Organizational Effectiveness strategy+business When the leaders of a major retail pharmacy chain set out to enhance customer satisfaction, market research told them that the number one determinant would be friendly and courteous...
Frank J. Papotto, Ph.D.'s insight:

Well not terribly new, not particularly secret but still helpful. Autonomy, clear purposes, and recognition are described as sources of pride but we've known about these for quite some time in connection with high performance. More specifically, all of the ideas referred to: pride, trust, autonomy, purpose and recognition are associated with employee engagement--a key driver of organizational effectiveness in the #empoweringeffectiveness model.

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What happens in 60 sec on Facebook, Twitter, Google, Instagram, Tumblr and Pinterest

What happens in 60 sec on Facebook, Twitter, Google, Instagram, Tumblr and Pinterest | Improving Organizational Effectiveness & Performance | Scoop.it

According an infographic from Qmee in 60 seconds, 293K statuses are updated on Facebook, WordPress bloggers share 1.8K new blog posts, web users download 15K songs, and Instagramers upload 67K photos.

 

"We all know activity on the Internet on a daily basis moves at lightening speed, but there's something about having the numbers in front of you that makes it just a little bit more fascinating."

 

This infographic looks at what happens in just one minute on social web...


Via Jeff Domansky
Frank J. Papotto, Ph.D.'s insight:

Gives you a real sense of the kinds of change we must must deal with every day

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J. Nolfo's curator insight, July 14, 8:15 AM

What happens in 60 sec on Facebook, Twitter, Google, Instagram, Tumblr and Pinterest.  Fascinating infographic.

Jodi Dichter Kaplan's curator insight, July 14, 10:19 AM

What happened in your business the last 60 seconds?  Let Peak Reputation, Inc. enhance your online reputation and help you to convert better. #peakreputation #effectivemarketing

Елена Гончарова's curator insight, July 14, 12:58 PM

добавить понимание ...

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Effective Delegation Can Impact Organizational Effectiveness - Delegating Not Only Saves Time and Money, It’s a Real Motivator!

The many benefits of delegating. http://t.co/9psTLfSfPm #association #associationmanagement #leadership... http://t.co/Oh7xQLtKQy
Frank J. Papotto, Ph.D.'s insight:

And why shouldn't it? Sharing power or control, trusting someone, are part of delegating and are a great way to build engagement. Engagement, in turn involves extra commitment and contributions and leads to cheaper and  better results. This is by definition more effective. 

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The Employee Engagement Hoax - Forbes

The Employee Engagement Hoax - Forbes | Improving Organizational Effectiveness & Performance | Scoop.it


Somewhere around the late 1980s or early 1990s we stopped talking about employee morale and started talking about Employee Engagement instead.


Via David Hain
Frank J. Papotto, Ph.D.'s insight:

      I like the engagement concept, but it has been twisted to suit a management perspective that is unhelpful. It is helpful to think of engagement as behavioral and emotional commitment; this results in loyalty to the company a willingness to stay and provide discretionary effort. A prerequisite to engagement is employee satisfaction and positive morale.

 

      The problem with engagement arose because it was presented in many instances as a tool for driving performance. Consultants and pollsters latched onto the idea that if you measured engagement you could then take various actions to change it with a variety of employee focused HR tools. All of sudden then HR had the means, it believed, to drive, employee performance-- and, of course, how could this not be valuable for business and management.

     In fact, engagement is useful because it begins to address the complexity of motivating organizational behavior. It helps us understand that both intrinsic and extrinsic factors should be considered, that the social conditions are important as well. Engagement points to the fact that a whole person approach is needed to fully enlist individual efforts on behalf of the organization.

 

      To obtain a truly engaged workforce, enterprises must start with choosing people who see it as more than simply a place to work;who see it as a valuable, useful means to a positive end for themselves and the broader community of which they are a part. Enterprises must come to the realization that supporting individuals in reaching their goals is the cost of getting individuals to support the organization's.

 

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David Hain's curator insight, July 7, 1:44 AM

"The chief benefit of the annual Employee Engagement Survey is that it lets a tone-deaf HR leader say to her leadership team, “Look how high our engagement scores are this year! Surely I’m doing my job!”" ~ Liz Ryan

Ivon Prefontaine's curator insight, July 7, 10:08 AM

The one that gets me is the empowerment racket. As if we have the power to give someone else power. I hear this in education all the time. We are going to empower students as if we do their learning for them. Creating a positive and healthy learning environment with reciprocal relationships is the key.

Miguel Paul Trijaud Calderón's curator insight, July 9, 6:38 AM

Engagement - 12 ideas to listen to your employees

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Why Workplace Learning Fails, And Why It's Time to Ban The Fire Hose

Why Workplace Learning Fails, And Why It's Time to Ban The Fire Hose | Improving Organizational Effectiveness & Performance | Scoop.it
Most people love to learn for learning’s sake. So you’d think training -- particularly in soft-skills areas like sales and leadership -- would be seen as a path to better results, more money and coveted promotions. And yet we often hear, “Jeez, they’re pulling me off the job for some stupid [...]

Via Holly MacDonald
Frank J. Papotto, Ph.D.'s insight:

The article makes an excellent point training should be a process not an event.  Coaching is one example provided. The  key here is to make it part of the job, a relevant means to an end.   Mandated training is attended, but useful, accessible, timely, relevant training is attended to. The simple logic is that if your people believe that training will help then it probably will. Effective Organizations with their engaged employees  can be confident that good training processes will be sought out and stick. 

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Alternatives to Traditional Employee Reviews

Blog posting with content from Kevin Lombardo's insights on employee reviews in the Denver Business Journal. (Performance management and organization effectiveness go hand in hand.
Frank J. Papotto, Ph.D.'s insight:

Useful if somewhat superficial; the article emphasizes the importance of a collaborative rather than confrontational approach to performance reviews.   It helps to understand that the overarching goals for both manager and employee in performance management is the achievement of the organizations goals and purposes. When employees have the skills, knowledge (training), resources and support to achieve these, they are fully enabled and (hopefully) highly motivated to invest their discretionary efforts and make larger contributions to organizational success. Managers' roles become more like coaches, resource providers and advocates for employees to ensure there are no obstacles to top performance.  (As described elsewhere, performance management is a useful tools for achieving closer alignment of organizational activities with organizational purposes and this closer alignment is indicative of improved organizational effectiveness).

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Performance management done well improves Organizational Effectiveness

Aubrey C. Daniels is the author of the bestselling management classic Performance Management: Changing Behavior that Drives Organizational Effectiveness, recently re-released in a fifth addition.
Frank J. Papotto, Ph.D.'s insight:

Aligning with organizational purposes is one key element in organizational effectiveness, and performance management is an important tool for achieving this. 

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How to Help an Underperformer

How to Help an Underperformer | Improving Organizational Effectiveness & Performance | Scoop.it

Don’t ignore the problem


Too often these issues go unaddressed.  “Most performance problems aren’t dealt with directly,” says Weintraub. “More often, instead of taking action, the manager will transfer the person somewhere else or let him stay put without doing anything.” This is the wrong approach. Never allow underperformance to fester on your team. It’s rare that these situations resolve themselves. It’ll just get worse. You’ll become more and more irritated and that’s going to show and make the person uncomfortable,” says Manzoni. If you have an issue, take steps toward solving it as soon as possible.

 


Via Vicki Kossoff @ The Learning Factor, Bobby Dillard, Bond Beebe Accountants & Advisors
Frank J. Papotto, Ph.D.'s insight:

The assumption often is that poor performance is  result of some problem with the performer, but it would be wise to examine the circumstances closely because is it a common bias for people to attribute others failures to them and de-emphasize the situation factors that may be contributing.   Compounding this, we as managers often are biased in seeing our own success as the result of our efforts and failures as a result of happenstance and not our shortcomings— making it still harder for us to see how we might contribute to others' poor performance. 

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Tony Phillips's curator insight, June 24, 9:25 PM

A great article worth practical ways to improve performance. ALL managers should be coached to do this type of thing.

Jill Miller, SPHR's curator insight, June 26, 6:39 PM

It's tempting to delay dealing with under performers, but they rarely improve on their own. This article provides actionable advice that works in the real world. 

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Organizational Effectiveness Consultant - Nuclear Power Careers ...

Organizational Effectiveness Consultant - Nuclear Power Careers ... | Improving Organizational Effectiveness & Performance | Scoop.it
KeySource HCI has been exclusively retained by Southern Nuclear Operating Company in search of an Organizational Effectiveness Consultant. Southern Nuclear Operating Company, headquartered in Birmingham, ...
Frank J. Papotto, Ph.D.'s insight:

The nuclear power industry has long embraced Organization Development and Organizational Effectiveness.  Opportunities like these are a great way to help the industry get better from the inside out. 

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Organizational Effectiveness Lecture Series - Holistic Appreciative Inquiry

This event is part of the Organizational Effectiveness Lecture Series at Wright State University where we discuss how to influence positive change in your organization. Dr. Ilma Barros shares...
Frank J. Papotto, Ph.D.'s insight:

Appreciative inquiry is valuable in building effective  organizations because it engages a wide cross-section in understanding how the organization can improve. The positive involvement of organization members on working on issues that are important can be very helpful and helps overcome any biases that consultants and facilitators bring.  The assumption, however, that the organization knows best what's best for it should be surfaced and tested; we must be vigilant about blind spots--our own and others.  

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Frank J. Papotto, Ph.D.'s curator insight, July 3, 10:25 AM

Appreciative inquiry is valuable in building effective  organizations because it engages a wide cross-section in understanding how the organization can improve. The positive involvement of organization members on working on issues that are important can be very helpful and helps overcome any biases that consultants and facilitators bring.  The assumption, however, that the organization knows best what's best for it should be surfaced and tested; we must be vigilant about blind spots--our own and others.  

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#HR #RRHH Three Secrets of Organizational Effectiveness

#HR #RRHH Three Secrets of Organizational Effectiveness | Improving Organizational Effectiveness & Performance | Scoop.it

When the leaders of a major retail pharmacy chain set out to enhance customer satisfaction, market research told them that the number one determinant would be friendly and courteous service. This meant changing the organizational culture in hundreds of locations—creating an open, welcoming atmosphere where regular customers and employees knew one another’s names, and any question was quickly and cheerfully answered.


Via Vicki Kossoff @ The Learning Factor, Ricard Lloria, David Hain
Frank J. Papotto, Ph.D.'s insight:

Well not terribly new, not particularly secret but still helpful. Autonomy, clear purposes, and recognition are described as sources of pride but we've known about these for quite some time in connection with high performance. More specifically, all of the ideas referred to: pride, trust, autonomy, purpose and recognition are associated with employee engagement--a key driver of organizational effectiveness in the #empoweringeffectiveness model.

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Vicki Kossoff @ The Learning Factor's curator insight, July 17, 6:46 AM

How the practices of pride builders can help you build a high-performance culture.

Rick Garza's curator insight, July 18, 9:44 AM

People still buy from people they like.  We spend millions on research to remind us of the Golden Rule, "Treat others they you want them treat you"  Whoever wrote that must be a brilliant individual.  Good advice!

Gottfried's curator insight, July 24, 12:42 AM

social animal and scientific validation: pride building as an organizational effectiveness method

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The Agility Pyramid

 

 

Ed Lawler- I have studied organization change and effectiveness for more than 40 years. The word 'agility' agility' is the latest buzzword in boardrooms, management retreats, and leadership development programs.

Frank J. Papotto, Ph.D.'s insight:

Agility is important, but the pyramid  (see article) confuses the issue. Agility is really a organizational capability and is often embodied in management practices.  To my way of thinking there are at least four things that effective organization do: 1) They are agile in the sense of timely, effective, and enduring organization changes and also in the sense of being anticipatory and proactive; 2) They engage their people by treating them in ways that satisfy, motivate, build commitment, elicit extraordinary efforts and retention; 3) They build, execute and continuously improve work processes that are superb (efficient, high quality, user-friendly); and 4) They are keenly focused on and seek in diverse ways to achieve alignment with organizational purpose (mission, strategy, objective goals,values, etc all support this core purpose).

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Organizational Culture & Organizational Effectiveness

Organizational Culture & Organizational Effectiveness | Improving Organizational Effectiveness & Performance | Scoop.it
Organization culture seems to play a critical role when it comes to individual, group, and organizational effectiveness. Symbols are bundles of meaning that simultaneously tie together emotional &cognitive experience.

Via Andre K Stockmann
Frank J. Papotto, Ph.D.'s insight:

Although it's nice to know that culture can affect organizational effectiveness, this is hardly a magic bullet. Even if there is such a thing as a "culture of effectiveness", which I doubt, we still need to know the elements of the culture and the more difficult details of how to create it. I can offer only a starting point; four factors that are critical for organizational effectiveness and that should be supported or embodied in an organizations culture are: robust employee engagement; broad alignment with organizational purpose; emphases on superb execution and improvement of work processes; and sustainable adaptation and organization agility to cope with the need for change. Symbols, norms and values consistent with these  four factors are a minimum, I believe for a culture of effectiveness, but still a long way from defining such a culture. 

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Stakeholder Mapping for Collaboration

Stakeholder Mapping for Collaboration | Improving Organizational Effectiveness & Performance | Scoop.it

Collaboration is an important factor for successful innovation and change. Indeed, collaboration is an imperative for most organizations today, including any organization undergoing change. Innovation requires collaboration between individuals, as well as systemic forms of collaboration that span silos, networks and surprising connections. And yet collaboration cannot be mandated. Collaboration just doesn’t work like that.

 

 


Via Kenneth Mikkelsen
Frank J. Papotto, Ph.D.'s insight:

Collaboration is an organizational necessity; effective organizations excel at and continuously strive to improve it

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Ignasi Alcalde's curator insight, July 14, 6:46 AM

#Collaboration #Innovation circle.

Claude Emond's comment, July 14, 9:13 AM
Most stakeholder «management» tools and techniques are based on measuring (whatever it means) Power and Influence. This is mostly done without open discussion with the stakeholders and highly manipulative in its intent. It does not either consider meta game and alliance among unlikely collaborators. The model you found, Kenneth is thus a pace towards a better way, something that «engage» stakeholders instead of «managing/trying to manipulate» them. Thanks a lot :)
Claude Emond's curator insight, July 14, 9:20 AM

Most stakeholder «management» tools and techniques are based on measuring (whatever it means) Power and Influence. This is mostly done without open discussion with the stakeholders and highly manipulative in its intent. It does not either consider meta game and alliance among unlikely collaborators. This model is thus a pace towards a better way, something that «engage» stakeholders instead of «managing/trying to manipulate» them.

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Leadership is Not a Contest

Leadership is Not a Contest | Improving Organizational Effectiveness & Performance | Scoop.it
I live in a culture that makes everything a contest. We take metaphors from sports and try to apply them to every activity of life. We live in a time when the language of athletics has become abbreviations to describe how we live. We have created a culture in which a Hail, Mary has become …

Via Anne Leong
Frank J. Papotto, Ph.D.'s insight:

I agree leadership is a collaborative endeavor more than a competitive one, but let's not say we cannot learn from other mistakes as well as our own. Let's not say that coming up with better ways to do what others have done is not beneficial. It our job as leaders to do the best we can to help our organizations' achieve their purposes; it is rarely, if ever true that our purpose is solely defeating other organizations. 

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Steps to Personal Effectiveness

Steps to Personal Effectiveness | Improving Organizational Effectiveness & Performance | Scoop.it

Is there a connection between personal effectiveness and organizational effectiveness?  Certainly deciding on a course of action in a systematic way would seems  like it might help with organizational management, but will it help with improving organizational effectiveness. 


Via Barb Jemmott
Frank J. Papotto, Ph.D.'s insight:

          One thing that distinguishes effective organizations from less effective ones is that capacity to consistently make good decisions.  It is not simply the fact of making decisions, but the fundamental soundness of those decisions.  This suggests that while deciding what to do is important; it is how or on what basis decisions are made that is critical.  

         The four elements of the Empowering Effectiveness OE model  provide a good starting point for decisions: How does a particular action enhance alignment, execution, adaptation or engagement?

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3 Ideas For Navigating Change In The Office Without Freaking Everyone Out

3 Ideas For Navigating Change In The Office Without Freaking Everyone Out | Improving Organizational Effectiveness & Performance | Scoop.it
Many employees fear change at work. Here's how managers can navigate changes in procedure without overwhelming their staff.

Via the Change Samurai
Frank J. Papotto, Ph.D.'s insight:

It is certainly valuable to allow involvement and influence in making changes; people generally respond better to changes they understand and value and are much more likely to do so if they are involved in its planning and implementation. Simply "educating" people does not take into account their specific situation or concerns and so may help make the unfamiliar more familiar, the unknown more known, but still leaves individuals circumstances unaddressed. 

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Organizational Effectiveness Lecture Series - Holistic Appreciative Inquiry

This event is part of the Organizational Effectiveness Lecture Series at Wright State University where we discuss how to influence positive change in your organization. Dr. Ilma Barros shares...
Frank J. Papotto, Ph.D.'s insight:

Appreciative inquiry is valuable in building effective  organizations because it engages a wide cross-section in understanding how the organization can improve. The positive involvement of organization members on working on issues that are important can be very helpful and helps overcome any biases that consultants and facilitators bring.  The assumption, however, that the organization knows best what's best for it should be surfaced and tested; we must be vigilant about blind spots--our own and others.  

more...
Frank J. Papotto, Ph.D.'s curator insight, June 13, 1:01 PM

Appreciative inquiry is valuable in building effective  organizations because it engages a wide cross-section in understanding how the organization can improve. The positive involvement of organization members on working on issues that are important can be very helpful and helps overcome any biases that consultants and facilitators bring.  The assumption, however, that the organization knows best what's best for it should be surfaced and tested; we must be vigilant about blind spots--our own and others.  

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Making Projects Successful: Organizational Traits | Manufacturing ...

Making Projects Successful: Organizational Traits | Manufacturing ... | Improving Organizational Effectiveness & Performance | Scoop.it
In an HBR article, “The Secrets to Successful Strategy Execution,” Gary L. Neilson, Karla L. Martin, and Elizabeth Powers identified 17 fundamental traits of organizational effectiveness, drawn from a survey of more than ...
Frank J. Papotto, Ph.D.'s insight:

Executing Strategy well is clearly a characteristic of effective organizations; but achieving broad alignment with organizational purposes, having robust employee engagement within the organization, and using flexible, adaptable ways for getting work done and responding to  changes are also key ingredients that synergisticly combine with superb execution to create highly effective, successful organizations

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To lead, influence and sell better, ask the right questions.

The right questions help us to lead, influence and sell better. Here are ten ways to ask the right questions.
Frank J. Papotto, Ph.D.'s insight:

Greater self-awareness through self-assessment is always a good tactic for leaders to understand and improve how they influence their organizations. 

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Three Ways to Actually Engage Employees - blogs.hbr.org (blog)

Three Ways to Actually Engage Employees - blogs.hbr.org (blog) | Improving Organizational Effectiveness & Performance | Scoop.it
Three Ways to Actually Engage Employees
blogs.hbr.org (blog)
In short, employee engagement is directly related to leaders' ability to inspire people — and it is pretty much unrelated to leaders' effectiveness at assigning and managing tasks.
Frank J. Papotto, Ph.D.'s insight:

Engagement behavior is a a function of both the person and his or her "organizational"  environment.  Selecting people  who value and are motivated by what they do to help an organization achieve its purposes is the most important aspect of the person piece.  Training and providing the right resources that enable successful performance is the most important environmental piece.  Retaining people over the long-term  and inspiring their discretionary contribution is a matter of reinforcing the perception that this their organization is the best way for them to obtain what they need and want from their working life. 

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5 Keys That Unlock Better Organizational Effectiveness

5 Keys That Unlock Better Organizational Effectiveness | Improving Organizational Effectiveness & Performance | Scoop.it
Everyone wants to make a big impact when it comes to organizational effectiveness.

Via Chris Enstrom
Frank J. Papotto, Ph.D.'s insight:

These five sets of activities that take place in organizations are definitely important and making them better can certainly improve effectiveness. The Empowering Effectiveness approach provides more specific guidance on how they might be improved: 

 

    Aligning these activities with organizational  purposes is critical. Engaged people will put more of themselves into these activities. Designing in flexibility and adaptability will enable the organization to be configured in the best ways to accomplish these activities, and emphasizing excellent process execution and continuous improvement will insure these activities are being done well, consistently and efficiently.  

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Chris Enstrom's curator insight, June 13, 10:46 AM

#6 - everything is connected, make sure you know the implications of making changes in a system.

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Accellerated Method To Organizational Effectiveness ...Organizational Constellations

Frank J. Papotto, Ph.D.'s insight:

Interesting approach to building organizational effectiveness.  It takes a rather holistic approach to OE and presupposes that resolving a variety of issues inevitably leads to improved OE.  From my perspective, targeting some specific issues related to OE is more likely to accelerate OE improvement. 

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