"Letting people manage themselves actually works."
[It] enables people to control their own destinies... [radical decentralization is] aligned with the urgings of our selfish genes.
From a market perspective, it’s more efficient and effective.
From a cultural perspective, virtually every organizational innovation since the Western Electric Hawthorne studies has been aimed at fostering democracy and initiative in the workplace because it’s good for both people and the business.
Moving to an entrepreneurial organization is just the next step. –from - Charles Jacobs: Management Rewired
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Curing ONE of the Seven Deadly Diseases of Management, Performance Appraisals
Beyond Resilience: Givers, Takers, Matchers and Anti-Fragile Systems
Co-Creation in Theory U: Leading from the Future as it Emerges & the Road to Commitment
What’s the opposite of a person or organization that's fragile? If you ask most people this question, they’ll likely say “robust” or “resilient. But philosopher Nassim Nicholas Taleb would say that’s not the right answer.
He argues that if fragile items break when exposed to stress, something that’s the opposite of fragile wouldn’t simply not break (thus staying the same) when put under pressure; rather, it should actually get stronger.
We don’t really have a word to describe such a person or organization, so Taleb created one: antifragile.
In his book, Antifragile: Things That Gain from Disorder, Taleb convincingly argues that this powerful quality is essential for businesses, governments, and even individuals that wish to thrive in an increasingly complex and volatile world.
Paraphrasing a quote from Mandy Hale: Growth and change are painful but not as painful as staying stuck somewhere you don't belong. You will find that it is necessary to let things go; simply for the reason that they are heavy. So let them go, let go of them. I tie no weights to my ankles. - C.
A committed social change agent, Robert Gass has served as consultant/shaman to numerous organizations, including General Motors, Chase Bank, Greenpeace, and MoveOn.org, and taught heartful living and personal effectiveness at such centers such as Omega, Esalen, and the U.N. Peace University. Also a musician, Robert has released over 20 uplifting albums, including the best-selling Om Namah. With host and former IONS president James O'Dea, he shares stories of his own personal and professional challenges and triumphs and the value of meditation and the application of noetic principles to shifting difficult situations from hopeless to life-affirming.
Leaders have to learn and practice new leadership behaviours to overcome some of the habits that are limiting their current or future effectiveness.
Executives’ efforts to develop new behaviours often perturb the equilibrium situation they had reached with members of their ecosystem, who are often unwilling and/or unable to change their own behaviour in ways that would support the executives’ efforts.
Understanding these four challenges doesn’t make the change easy, but it makes it easier for executives to accept that the change process is demanding and they must hence approach it with courage and persistence. It also helps to identify four pillars that can be extremely useful to executives who want to modify some aspect(s) of their leadership style.
I can recall many times I made lists of resolutions in December only to forget them by February: “Stop biting your fingernails.” “Learn to relax.” “Find a career that you love.“Despite my good intentions, it wasn’t until I made a huge transition—booking a one-way ticket to Costa Rica two Januaries ago—that my life really began to change. But it wasn’t living in the remote jungle that caused me to magically change.
Leo Tolstoy, the Russian novelist, famously wrote, “Everyone thinks of changing the world, but no one thinks of changing himself.”
Tolstoy’s dictum is a useful starting point for any executive engaged in organizational change. After years of collaborating in efforts to advance the practice of leadership and cultural transformation, we’ve become convinced that organizational change is inseparable from individual change. Simply put, change efforts often falter because individuals overlook the need to make fundamental changes in themselves.
Building self-understanding and then translating it into an organizational context is easier said than done, and getting started is often the hardest part. We hope this article helps leaders who are ready to try and will intrigue those curious to learn more.
When two psychologists, Carlo DiClemente and James O. Prochaska, studied people who were trying to quit smoking, they discovered five stages that can be used to assess a person’s readiness to make change. Their ideas about the stages of change have been applied to people who are creating a variety of changes in their lives, whether they are looking to establish new behavior or extinguish old habits.
Their research has become paramount to the Transtheoretical Model of Change. It shows that trying to force someone to change before he’s ready isn’t likely to be productive. For example, most New Year’s resolutions don’t last because people don’t go through the stages of change. Instead, they try to create change based on a date on the calendar, which may not coincide with a true readiness to transform.