The document discusses the challenges of leadership and change in modern organizations. It notes that traditional change models and organizational structures no longer work effectively. Leaders now must make sense of complex systems, clarify goals, and simplify messages. Additionally, viewing organizations as living systems and leveraging social networks can help facilitate meaningful and lasting change. The key challenges for leaders are to establish purpose, model desired behaviors, enable changes, and listen to others within the organization.
Dealing with complexity and uncertainty in natural resource management and ot...ILRI
This document summarizes a presentation about dealing with complexity and uncertainty in natural resource management and other "wicked problems." It discusses that development issues are complex problems with incomplete and contradictory requirements that are difficult to define and solve. It notes that development efforts often overlook complexity and take simplistic approaches that are disconnected from realities, imposed from outside, and not sustainable. To address complexity, the presentation recommends planning with uncertainty, understanding interconnected systems, empowering stakeholders, and using multi-stakeholder processes to incorporate diverse knowledge and capacities.
Future Think Consulting provides 10 secrets for sustaining growth in chaotic environments. The secrets include not trying to control chaos but using it to seize opportunities, recognizing that growth is no longer linear, making invisible talents visible to foster collaboration, and allowing speed instead of slowing down out of fear. The document outlines each secret in 1-2 paragraphs and concludes by introducing Future Think Consulting as a performance consulting firm.
Transformation as Social Movement (BetaCodex04)Niels Pflaeging
The document discusses the differences between traditional change initiatives and the "Double Helix transformation" approach. In traditional approaches, organizational change is considered separately from individual change. Decisions are made early by management before involving others. This often leads to resistance and failure to achieve goals. The Double Helix approach links organizational and individual change dimensions by involving all stakeholders before decisions to build understanding and support for change. It aims to decide on changes later in the process after creative input to better meet needs and ensure successful implementation.
Secrets of Very Fast Organizational Transformation (BetaCodex15)Niels Pflaeging
This document discusses principles of very fast organizational transformation (VFOT). It argues that profound organizational change is possible within a few months, not years, if the right approaches are used. These approaches are principle-based and timeboxed. Being principle-based means the approaches are specific but allow for interpretation, and principles must be agreed upon by the group. Being timeboxed means setting clear time boundaries for periods of change work, such as 90 days, to create safety and focus. The document outlines origins of VFOT in agile concepts, systems theory, and large group methods. It argues that principle-based and timeboxed approaches allow for robust, reliable and self-organizing transformation within a social system.
The document discusses decentralized "starfish" organizations that lack central leadership compared to centralized "spider" organizations. It notes that starfish organizations consist of many small, non-hierarchical groups coordinated by catalysts rather than CEOs and held together by shared ideology. The document outlines strategies for combating starfish organizations, such as targeting their ideology or incentivizing centralization, and argues that the optimal structure depends on factors like security needs and profit motives.
An attempt at investigating how complexity theory can be applied to further improve thinking in Lean software development.
http://www.noop.nl
http://www.jurgenappelo.com
Employee motivation is something we all want. I think it's safe to say that we would all agree that motivation is a good thing. It is commonly associated with several positive outcomes, including: (1) increased productivity, (2) higher profits, (3) a happier workforce, (4) more cohesive teams, and (5) reduced absenteeism and worker turnover. Fortunately, employee motivation is not a new topic and we can learn from the research, theories, and practices of the past. This presentation focuses on the early development of motivation theory as it relates to the field of management.
Dealing with complexity and uncertainty in natural resource management and ot...ILRI
This document summarizes a presentation about dealing with complexity and uncertainty in natural resource management and other "wicked problems." It discusses that development issues are complex problems with incomplete and contradictory requirements that are difficult to define and solve. It notes that development efforts often overlook complexity and take simplistic approaches that are disconnected from realities, imposed from outside, and not sustainable. To address complexity, the presentation recommends planning with uncertainty, understanding interconnected systems, empowering stakeholders, and using multi-stakeholder processes to incorporate diverse knowledge and capacities.
Future Think Consulting provides 10 secrets for sustaining growth in chaotic environments. The secrets include not trying to control chaos but using it to seize opportunities, recognizing that growth is no longer linear, making invisible talents visible to foster collaboration, and allowing speed instead of slowing down out of fear. The document outlines each secret in 1-2 paragraphs and concludes by introducing Future Think Consulting as a performance consulting firm.
Transformation as Social Movement (BetaCodex04)Niels Pflaeging
The document discusses the differences between traditional change initiatives and the "Double Helix transformation" approach. In traditional approaches, organizational change is considered separately from individual change. Decisions are made early by management before involving others. This often leads to resistance and failure to achieve goals. The Double Helix approach links organizational and individual change dimensions by involving all stakeholders before decisions to build understanding and support for change. It aims to decide on changes later in the process after creative input to better meet needs and ensure successful implementation.
Secrets of Very Fast Organizational Transformation (BetaCodex15)Niels Pflaeging
This document discusses principles of very fast organizational transformation (VFOT). It argues that profound organizational change is possible within a few months, not years, if the right approaches are used. These approaches are principle-based and timeboxed. Being principle-based means the approaches are specific but allow for interpretation, and principles must be agreed upon by the group. Being timeboxed means setting clear time boundaries for periods of change work, such as 90 days, to create safety and focus. The document outlines origins of VFOT in agile concepts, systems theory, and large group methods. It argues that principle-based and timeboxed approaches allow for robust, reliable and self-organizing transformation within a social system.
The document discusses decentralized "starfish" organizations that lack central leadership compared to centralized "spider" organizations. It notes that starfish organizations consist of many small, non-hierarchical groups coordinated by catalysts rather than CEOs and held together by shared ideology. The document outlines strategies for combating starfish organizations, such as targeting their ideology or incentivizing centralization, and argues that the optimal structure depends on factors like security needs and profit motives.
An attempt at investigating how complexity theory can be applied to further improve thinking in Lean software development.
http://www.noop.nl
http://www.jurgenappelo.com
Employee motivation is something we all want. I think it's safe to say that we would all agree that motivation is a good thing. It is commonly associated with several positive outcomes, including: (1) increased productivity, (2) higher profits, (3) a happier workforce, (4) more cohesive teams, and (5) reduced absenteeism and worker turnover. Fortunately, employee motivation is not a new topic and we can learn from the research, theories, and practices of the past. This presentation focuses on the early development of motivation theory as it relates to the field of management.
This document provides a historical overview of factors that have influenced workplace motivation. It describes how motivation was viewed in agrarian and industrial societies, and how Frederick Taylor pioneered scientific management to increase efficiency by establishing objective rules and matching workers to jobs. Max Weber further developed rational-legitimate authority and bureaucracy. Later researchers emphasized relationships, participation, and emotional needs in the workplace. Theories like Maslow's hierarchy of needs and McGregor's Theory X and Theory Y changed perspectives on human motivation. Researchers discovered motivation is influenced by both psychological and situational factors. New approaches focused on empowering workers rather than close supervision. The document concludes by discussing future motivational issues like ethical leadership, globalization, virtual teams, and finding meaning
The document presents an alternative to traditional people management models called the fractal organization. It argues that traditional models are based on wrong assumptions like seeing humans as resources rather than ends in themselves. A fractal organization structure is proposed that is open, complex and alive like natural systems. Key principles of the fractal model include autonomy, meaning and reciprocity. It is argued that this model respects human beings more and leads to a more sustainable society.
This document discusses techniques for organizational transformation based on the authors' experience with management model transformation projects. It outlines underlying assumptions of their approach, including treating organizations as systems and focusing on human nature. The document then details specific techniques used in projects, such as knowledge turn tables, storytelling tools like "Our Iceberg is Melting", and social networking platforms. It emphasizes empowering organizational members to lead the transformation themselves.
Why management is quackery. Keynote by Niels Pflaeging at HFU Business School...Niels Pflaeging
Why management is quackery. And what leadership for the 21st century must really look like - keynote at HFU Business School, Villingen-Schwenningen, December 2013
To survive as a company, the organization needs to become a shapeshifter: sometimes hierarchical, sometimes networked; sometimes efficient, sometimes effective; sometimes great at execution, and other times great at innovation. You can only achieve this by motivating people to change continuously. To achieve this, we take a closer look at gamification and habit-forming. Because games and habits are the keys to intrinsic motivation and change. And you need those in your company to become a great shapeshifter!
The document discusses various perspectives on challenges and potential strategies for transforming management practices on a global scale. Key points discussed include:
- Existing management paradigms and educational systems promote the status quo and resist change.
- Incentive structures often reward managers for short-term financial gains over long-term value creation.
- Grassroots movements and new organizations not constrained by legacy systems may be better positioned to establish alternative management approaches.
- Changing perceptions and language around management could help attract more people to participate in shaping new paradigms.
The small group miracle: Where learning & performance meetNiels Pflaeging
This document discusses how learning occurs at the individual, small group, and organizational levels. It argues that true organizational learning requires disciplined learning within small groups of 4-6 people. When many small groups ("Circles") engage in discourse learning within an organization, their learning experiences inevitably interweave. Intensive discussion within Circles produces both individual and shared knowledge and insights. Participants feel compelled to discuss and resolve ideas with others, leading to spillover of discussions to the larger group and organization. By coupling individual, small group, and organizational learning through parallel Circles, organizational impact and change can be achieved.
Organize for Complexity - Keynote by Niels Pflaeging at Spark the Change (To...Niels Pflaeging
1) The document discusses how organizations will become more agile and decentralized as complexity increases.
2) It argues that traditional hierarchical and bureaucratic structures will give way to more networked and adaptive organizations, with fluid and dynamic relationships between parts.
3) Key aspects of the new model include self-organizing teams, an emphasis on results over process, and information sharing to enable coordination without central control.
Introducing the BetaCodex Network (BetaCodex 03)Niels Pflaeging
The document introduces the BetaCodex Network, which is dedicated to promoting the Beyond Budgeting model (now called the BetaCodex) and helping organizations transform their management models. The Network sees its identity as providing answers for organizations in the knowledge economy. Its vision is for the BetaCodex to become the standard organizational model, and its mission is to help organizations transition from command-and-control models to the BetaCodex model to achieve competitive success. The Network aims to fill the "second bottle" of understanding how to implement transformations in practice after the first bottle of understanding the BetaCodex model was filled through research. It plans to be more open, collaborative, and inclusive than previous efforts to accelerate learning and application of the
Turn Your Company Outside-In! A paper on cell structure design, part I (BetaC...Niels Pflaeging
Paper on the innovative "networked cell structure design" approach - an alternative organizational design approach to tayloristic, functional, and process-oriented designs.
Turn Your Company Outside-In! A paper on cell structure design, part II (Beta...Niels Pflaeging
The document describes a case study of redesigning the organizational structure of a technology firm in Germany from a traditional, top-down structure to a decentralized, networked cell structure guided by BetaCodex principles. In workshops, employees redesigned the structure, breaking it into market-facing regional cells, product-focused cells, and two support cells providing information and organizational services. The new design aimed to empower business teams, integrate previously separated functions, and make the market the primary driver of the organization rather than internal departments. It created a simple, scalable structure intended to improve coordination, responsiveness to customers, and financial performance.
Growing Agility ebook - Nokia - #SmarterEverydayNokia
What is Growing Agility? Well, firstly it’s the latest ebook in the Smarter Everyday series, but beyond that, it’s a concept that we hope you’ll find useful in your working life.
As you’re bound to have experienced, you can’t predict and plan for every eventuality, and you can’t control the external factors that influence your business. What you do have control over is how you respond. That’s what growing agility is about: becoming more flexible in your behaviour, and developing the ability to dodge, jump, tackle or even pick yourself up after being hit by those curveballs that work can throw at you; whether it’s getting feedback that’s hard to swallow, losing out on a promotion, or a unsuccessful project.
This document discusses the concept of swarming, which refers to self-organizing collective behavior that emerges from a group without central control. It provides an introduction to swarming, including its origins in nature, characteristics like flexibility and robustness. The document also discusses how swarming principles can be applied to agile development teams to foster self-organization, innovation, and emergence. Critical factors for effective swarming include diversity, independence, and decentralization. Examples of swarming teams include open source projects and Wikipedia.
This document summarizes strategies for leaders to avoid collusive managerial delinquency and address organizational culture risks. It discusses how inappropriate norms and risk-taking develop gradually through unchallenged assumptions. Leaders should explore internal doubts and uncertainties, understand implicit norms, and check assumptions behind language. Better listening and acknowledging diverse views in groups can surface issues to address before problems escalate.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Managing Paradox".
Random thoughts about a changing business worldMarc Buyens
This document contains random musings and "beliefs" about business without a clear system or ranking. It discusses that in a complex and changing world, simple rules and frameworks can help make sense of opportunities and challenges. However, none of the thoughts should be seen as absolute truths as there are always shades of grey. The document then lists several brief thoughts about topics like evolution not allowing free choice of paths, seeing employees as individuals rather than dots, and that perceived resistance to change is really a perception of lack of control.
Organize for Complexity, part I (BetaCodex12) Niels Pflaeging
This document discusses organizing principles for dealing with complexity in organizations. It begins by summarizing Frederick Taylor's principles of scientific management, which divided organizations into "thinkers" (managers) and "doers" (workers). This created three gaps: a functional gap due to division of labor, a time gap due to separation of thinking and doing, and a social gap due to hierarchical control. The document then discusses the difference between complicated and complex systems, noting that only human beings can effectively deal with complexity. It argues organizations should move from command-and-control "Alpha" principles to self-organizing "Beta" principles based on cross-functional teams with transparency, peer pressure and shared goals. The key is empowering teams
Organize for Complexity, part I+II - Special Edition PaperNiels Pflaeging
The future of the Organization.
Special Edition of the BetaCodex Network´s white papers on Organizing for Complexity - two papers in one! Illustrations by Pia Steinmann
This document provides a historical overview of factors that have influenced workplace motivation. It describes how motivation was viewed in agrarian and industrial societies, and how Frederick Taylor pioneered scientific management to increase efficiency by establishing objective rules and matching workers to jobs. Max Weber further developed rational-legitimate authority and bureaucracy. Later researchers emphasized relationships, participation, and emotional needs in the workplace. Theories like Maslow's hierarchy of needs and McGregor's Theory X and Theory Y changed perspectives on human motivation. Researchers discovered motivation is influenced by both psychological and situational factors. New approaches focused on empowering workers rather than close supervision. The document concludes by discussing future motivational issues like ethical leadership, globalization, virtual teams, and finding meaning
The document presents an alternative to traditional people management models called the fractal organization. It argues that traditional models are based on wrong assumptions like seeing humans as resources rather than ends in themselves. A fractal organization structure is proposed that is open, complex and alive like natural systems. Key principles of the fractal model include autonomy, meaning and reciprocity. It is argued that this model respects human beings more and leads to a more sustainable society.
This document discusses techniques for organizational transformation based on the authors' experience with management model transformation projects. It outlines underlying assumptions of their approach, including treating organizations as systems and focusing on human nature. The document then details specific techniques used in projects, such as knowledge turn tables, storytelling tools like "Our Iceberg is Melting", and social networking platforms. It emphasizes empowering organizational members to lead the transformation themselves.
Why management is quackery. Keynote by Niels Pflaeging at HFU Business School...Niels Pflaeging
Why management is quackery. And what leadership for the 21st century must really look like - keynote at HFU Business School, Villingen-Schwenningen, December 2013
To survive as a company, the organization needs to become a shapeshifter: sometimes hierarchical, sometimes networked; sometimes efficient, sometimes effective; sometimes great at execution, and other times great at innovation. You can only achieve this by motivating people to change continuously. To achieve this, we take a closer look at gamification and habit-forming. Because games and habits are the keys to intrinsic motivation and change. And you need those in your company to become a great shapeshifter!
The document discusses various perspectives on challenges and potential strategies for transforming management practices on a global scale. Key points discussed include:
- Existing management paradigms and educational systems promote the status quo and resist change.
- Incentive structures often reward managers for short-term financial gains over long-term value creation.
- Grassroots movements and new organizations not constrained by legacy systems may be better positioned to establish alternative management approaches.
- Changing perceptions and language around management could help attract more people to participate in shaping new paradigms.
The small group miracle: Where learning & performance meetNiels Pflaeging
This document discusses how learning occurs at the individual, small group, and organizational levels. It argues that true organizational learning requires disciplined learning within small groups of 4-6 people. When many small groups ("Circles") engage in discourse learning within an organization, their learning experiences inevitably interweave. Intensive discussion within Circles produces both individual and shared knowledge and insights. Participants feel compelled to discuss and resolve ideas with others, leading to spillover of discussions to the larger group and organization. By coupling individual, small group, and organizational learning through parallel Circles, organizational impact and change can be achieved.
Organize for Complexity - Keynote by Niels Pflaeging at Spark the Change (To...Niels Pflaeging
1) The document discusses how organizations will become more agile and decentralized as complexity increases.
2) It argues that traditional hierarchical and bureaucratic structures will give way to more networked and adaptive organizations, with fluid and dynamic relationships between parts.
3) Key aspects of the new model include self-organizing teams, an emphasis on results over process, and information sharing to enable coordination without central control.
Introducing the BetaCodex Network (BetaCodex 03)Niels Pflaeging
The document introduces the BetaCodex Network, which is dedicated to promoting the Beyond Budgeting model (now called the BetaCodex) and helping organizations transform their management models. The Network sees its identity as providing answers for organizations in the knowledge economy. Its vision is for the BetaCodex to become the standard organizational model, and its mission is to help organizations transition from command-and-control models to the BetaCodex model to achieve competitive success. The Network aims to fill the "second bottle" of understanding how to implement transformations in practice after the first bottle of understanding the BetaCodex model was filled through research. It plans to be more open, collaborative, and inclusive than previous efforts to accelerate learning and application of the
Turn Your Company Outside-In! A paper on cell structure design, part I (BetaC...Niels Pflaeging
Paper on the innovative "networked cell structure design" approach - an alternative organizational design approach to tayloristic, functional, and process-oriented designs.
Turn Your Company Outside-In! A paper on cell structure design, part II (Beta...Niels Pflaeging
The document describes a case study of redesigning the organizational structure of a technology firm in Germany from a traditional, top-down structure to a decentralized, networked cell structure guided by BetaCodex principles. In workshops, employees redesigned the structure, breaking it into market-facing regional cells, product-focused cells, and two support cells providing information and organizational services. The new design aimed to empower business teams, integrate previously separated functions, and make the market the primary driver of the organization rather than internal departments. It created a simple, scalable structure intended to improve coordination, responsiveness to customers, and financial performance.
Growing Agility ebook - Nokia - #SmarterEverydayNokia
What is Growing Agility? Well, firstly it’s the latest ebook in the Smarter Everyday series, but beyond that, it’s a concept that we hope you’ll find useful in your working life.
As you’re bound to have experienced, you can’t predict and plan for every eventuality, and you can’t control the external factors that influence your business. What you do have control over is how you respond. That’s what growing agility is about: becoming more flexible in your behaviour, and developing the ability to dodge, jump, tackle or even pick yourself up after being hit by those curveballs that work can throw at you; whether it’s getting feedback that’s hard to swallow, losing out on a promotion, or a unsuccessful project.
This document discusses the concept of swarming, which refers to self-organizing collective behavior that emerges from a group without central control. It provides an introduction to swarming, including its origins in nature, characteristics like flexibility and robustness. The document also discusses how swarming principles can be applied to agile development teams to foster self-organization, innovation, and emergence. Critical factors for effective swarming include diversity, independence, and decentralization. Examples of swarming teams include open source projects and Wikipedia.
This document summarizes strategies for leaders to avoid collusive managerial delinquency and address organizational culture risks. It discusses how inappropriate norms and risk-taking develop gradually through unchallenged assumptions. Leaders should explore internal doubts and uncertainties, understand implicit norms, and check assumptions behind language. Better listening and acknowledging diverse views in groups can surface issues to address before problems escalate.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Managing Paradox".
Random thoughts about a changing business worldMarc Buyens
This document contains random musings and "beliefs" about business without a clear system or ranking. It discusses that in a complex and changing world, simple rules and frameworks can help make sense of opportunities and challenges. However, none of the thoughts should be seen as absolute truths as there are always shades of grey. The document then lists several brief thoughts about topics like evolution not allowing free choice of paths, seeing employees as individuals rather than dots, and that perceived resistance to change is really a perception of lack of control.
Organize for Complexity, part I (BetaCodex12) Niels Pflaeging
This document discusses organizing principles for dealing with complexity in organizations. It begins by summarizing Frederick Taylor's principles of scientific management, which divided organizations into "thinkers" (managers) and "doers" (workers). This created three gaps: a functional gap due to division of labor, a time gap due to separation of thinking and doing, and a social gap due to hierarchical control. The document then discusses the difference between complicated and complex systems, noting that only human beings can effectively deal with complexity. It argues organizations should move from command-and-control "Alpha" principles to self-organizing "Beta" principles based on cross-functional teams with transparency, peer pressure and shared goals. The key is empowering teams
Organize for Complexity, part I+II - Special Edition PaperNiels Pflaeging
The future of the Organization.
Special Edition of the BetaCodex Network´s white papers on Organizing for Complexity - two papers in one! Illustrations by Pia Steinmann
The harder you push, the harder the system pushes you backEmiliano Soldi
Slide presented at Better Sofware conference in June 2016.
The talk was about how facilitation, change managment and coaching, are essentials in guiding Agile Transition program
Good New We Have A Crisis Ccl Revised Webinar Print OutDavid K. Hurst
This document outlines seven pointers for finding opportunity in adversity during a crisis: 1) Don't panic and see it as a chance for change; 2) Downsize staff early while exploring options; 3) Form task forces to focus on key issues; 4) Use various tools and methods to generate innovative ideas; 5) Engage in face-to-face communication with stakeholders; 6) Regularly communicate with employees to build trust; 7) Use storytelling to create a sense of mission rather than dread.
This document summarizes a workshop on managing organizational transitions and change. It discusses that change is situational while transition is psychological, and outlines the three phases of transition: ending the old ways, an in-between neutral zone, and establishing a new beginning. It provides tools and checklists for managing each phase of transition, and emphasizes the importance of leadership in guiding people through change and fostering a coaching environment to allow for creativity in the uncertain neutral zone period.
This document discusses models of business growth and evolution. It describes Greiner's 5 stage model of growth (creativity, direction, delegation, coordination, collaboration) and Churchill and Lewis' 5 stage model (existence, survival, success, take-off, resource maturity). As businesses grow, there are changes to strategies, management systems, ownership influence, and organizational structure. The document also discusses using different types of team members (envisioners, enablers, enactors) and ensuring they are properly aligned for business success and growth. It notes that as businesses evolve from small to large, their administrative structures change significantly.
Microsoft word leadership in living organizations sengezayanie Syazwanie
This document discusses leadership in living organizations and provides an alternative view of leadership compared to typical views. It argues that viewing organizations as machines limits perceptions of leadership, and that leadership should be understood in the context of organizations as living systems that are continually adapting. The document critiques common views of leaders as top managers who drive change, arguing this diverts attention from developing leadership more broadly and reinforces institutions that lurch from crisis to crisis. It suggests a shift is needed to understand that what we seek to change is alive, not a machine, and that foundations for understanding leadership in living systems already exist prior to the machine age metaphor.
Entrepreneurs, Managers, wouldn't you like your people to be: responsible - accountable - serious - efficient - dedicated to their work - cost-conscious - committed to quality - actively participating in improving your business processes... in a nutshell: wouldn't you like your people to "perform"?
Yes, you surely would. Every manager worth the title, at any level, would very much like to have collaborators acting, thinking and performing well, a sort of "replica" of himself or herself...
However, in spite of such basic aim, very few managers succeed in the purpose. Actually, the majority of managers believes that getting "performing" people is almost impossible. The majority of managers, when something goes wrong, still uses the universally recognised excuse "...with 'these' people, what do you expect?.....". Rather tragic.
And yet, it is possible to have or create fully performing industrial people!
by Carlo Scodanibbio
https://www.scodanibbio.com
This presentation - shown in Notes View to include the underlying script - summarises a variety of underlying large-scale strategic changes that impact on all organisations in the early 21st century.
[Copyright (c) Tetradian Consulting 2001]
This document contains 12 lessons on leadership from General Colin Powell. Some of the key points made in the lessons include: good leaders make tough decisions and confront people who need confronting, even if it angers some; leaders should be accessible and address their subordinates' problems; leaders should not be afraid to challenge experts or follow management fads blindly; and a leader's optimism can have a multiplying positive effect on their organization. The overall message is that effective leadership requires making hard choices, addressing issues head-on, flexibility in management approach, and maintaining a positive outlook.
The document discusses the evolution of organizational structures away from traditional hierarchies towards more agile, self-organizing models like Agile, Management 3.0, Holacracy and #NoManager approaches. It provides background on why hierarchies were established and critiques their limitations in today's environment. Emerging frameworks aim to empower teams, develop competence, and structure organizations for innovation through practices like distributed leadership, cross-functional career paths, and network-based relationships over rigid hierarchies.
This document provides information about speaking engagements and seminars led by Leandro Herrero in 2013. It lists several keynote speeches and seminar topics that Herrero can present on, which focus on topics like change management, leadership, innovation, and organizational transformation. It also describes multi-day executive leadership retreats that Herrero leads, which involve introspective exercises and discussions to develop participants' skills and mindsets as leaders. Contact information is provided for Lucy Marshall to inquire further about booking Herrero or his team for an event.
Transform Organizations by Surfing on a State of Continuous FlowEmiliano Soldi
Reaching State of Flow for a person means to be completely engaged, involved in nurturing each own talents and intrinsic motivations, while being hyper-productive. What if we could reach State of Flow at Scale while facilitating Agile Transformations?
General Colin Powell provides 13 lessons on leadership in the document. Some of the key points made include: being responsible as a leader sometimes means making difficult decisions that will upset people; leaders should make themselves accessible to solve problems reported by subordinates; leaders should not be afraid to challenge experts, even in their own fields; and that perpetual optimism is a force multiplier that improves organizational performance. The overall document provides advice on qualities of good leadership, such as making tough decisions, being approachable, encouraging new ideas, and maintaining a positive attitude.
General Colin Powell provides lessons on leadership based on his experience. In the first lesson, he argues that being a responsible leader sometimes means making difficult decisions that upset people, but avoiding tough choices to avoid conflict is a sign of mediocrity. The second lesson states that leaders must be accessible to their subordinates and address their problems, otherwise the subordinates will lose confidence in the leader. The third lesson advises leaders to not be swayed by experts and elites who can become detached from reality.
This document contains 18 lessons on leadership from General Colin Powell. Some of the key lessons include: being responsible sometimes means upsetting people; the day soldiers stop bringing you their problems is the day you have stopped leading them; don't be afraid to challenge experts, even in their own backyard; perpetually optimism is a force multiplier; and command is lonely as the buck stops with the leader. The document emphasizes that good leadership involves tough decisions, accessibility, challenging the status quo, attention to details, prudent risk-taking, and surrounding oneself with talented people.
Similar to The Usual? No Thanks. Change unplugged & leadership (20)
The Usual? No Thanks. Change unplugged & leadership
1. “The Usual”? No thanks
Leadership and change replugged
for the actual organisation
2. Globalisation New generation
THE “RULES” HAVE
CHANGED
www.motusmentis.it
3. “Old” doesn’t work any more, “new” is not yet
established …
And meantime….
Wave upon wave of change initiatives and we haven’t got
back on our “board” again but they’ve already changed the
board and the teams and the parameters of the
competition
www.motusmentis.it
4. Consultants like to present nice “neat” waves of change
2 DENIAL, 7 INTEGRATING
retreat/”block” Of new ideas, skills, behaviour
2
6 SEARCH FOR MEANING 7
building new models/personal
theories
6
1
1 SHOCK,
immobilisation/fear 3
PERCEIVED COMPETNCE
5 EXPERIMENTATION
3 FRUSTRATION 5 Testing the new/success and
awareness/incompetence failure
4 ACCEPTANCE
4
Letting go
Adapted from Adams et al
TIME
www.motusmentis.it
5. and talk about “cascading it down”
Top
Management
Middle
Management
Employees
Time
www.motusmentis.it
6. The reality looks more like
this
Initial peak of excitement and “adoption” followed by progressive fading and
disappearances, at which time probably another “Corporate Initiative” is born
Peaks, disappearances, and resurrections of multiple iniatitivies running in
parallel, none of them fully established or implemented
Leandro Herrero “Viral Change”
www.motusmentis.it
7. And what about enlarging the picture to
include
COMPETING METRICS
COMPETING INTERESTS
COMPETING FRAMEWORKS
on top of hidden and more permanent
FRAMES OF REFERENCE ??!!
www.motusmentis.it
8. Our “rapidly evolving times” are characterised by
Social networks and tribes
Globalisation …and localisation ……
Multiple ..and liquid identities
www.motusmentis.it
9. We “know” we need something different, new, more
appropriate.
So we look to the leadership that is “working”
And “guess what?”
www.motusmentis.it
10. What “works” involves “breaking” the “previous” rules
There is a lot of literature on “disruptive”
ideas
…and “disruptive people
11. Bratton:NYPD
Within a public organisation, with scarce
resources and huge resistnace to change
he turned around the New York crime
rate ….changing a lot of “rules” along the
way
(see the “broken windows” paradigm)
Olivetti: Olivetti
An entrepreneur from Italy’s past
who changed Italy’s concept of a
company and a lot of other
paradigms too.
www.motusmentis.it
12. “..KIND OF “IRONIC”, ISN’T IT?
LOOKING AT “RULE BREAKERS”
TO FIND A “NEW RULE” TO
FOLLOW TO MAKE US FEEL
SAFE……
www.motusmentis.it
13. In my experience people are developing immunity to new recipes
for change
(and are tired, burnt out, often trying to “keep under the radar” of the “next
change initiative” and continue work as it makes sense to them
Organisational charts are less and ever a representation of reality:
people are becoming immune to them, too!
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14. NEW PARADIGMS NEEDED
The sciences currently offering the most useful paradgms and informing the
evolution of managment models are
Systems Theory
Game theory
Behavioural sciences
Behavioural Economics
Complexity Theory
Network sciences
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15. WARNING!
All of these paradigms are non linear.
So the “good” news is that hopefully we won’t have
anymore “8 steps to change management” as if it were a
linear process.
And trust , like change, is not a linear process…it can be felt in a
minute, can take time to build and can be lost in a second.
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16. Leadership needs to move from “mecchanic…
… “to “organic”
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17. WORKING WITH THE PROCESS INHERENT IN
LIVING SYSTEMS MEANS…. THERE’S NO NEED TO
“PUSH” “PULL” OR “BULLY” IT TO MAKE A CHANGE.
FORCE AND ENERGY ARE NOT THE ISSUE:
THE ISSUE IS MEANING.
MENAINGFUL DISTURBANCES WILL GET THE
ORGANISATION’S ATTTENTION AND TRIGGER
STRUCUTURAL CHANGE.”
Fritjof Capra “The Hidden Connections: a
science for sustainable living”
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18. In systems there is also resistance and
immunity to change.
Established routines
Comfort zones
Competing interests
Competing frames
Organisational reinforcing mecchanisms
……
And this immunity is not “overcome” by senior managers giving
power point presentations.
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19. LEADERS
to
MAKE SENSE OF
THINGS
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21. The pertinent challenges for leadership in these times
Share the Whys”
Establish a clear and unambiguous sense of purpose
Be a model of the behaviours needed
Enable the changes they are asking for
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22. The pertinent challenges for leadership in these times
CLARIFY CLARIFY CLARIFY
SIMPLIFY SIMPLIFY SIMPLIFY
Which involves
THE COURAGE TO MAKE CHOICES
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23. The pertinent challenges for leadership in these times
In addition to all this leaders “still” need to:
Be receptive
To listen
To care
To encourage
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24. The pertinent challenges for leadership in these times: SOME
SUGGESTIONS
Oraganisational Leadership: think “networks”
Live in the real world: not the “organisational chart” one!
Organisations are systems. With dynamic interdependent
parts.
An organisation is much more like a human body than an
artificial reporting system.
We should think
of the CEO as
CNO: Chief
NeuroBiologist
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25. The pertinent challenges for leadership in these times: SOME
SUGGESTIONS
IF organistations are like living systems THEN
We need to leverage the dynamics: tipping points of change
included
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26. The pertinent challenges for leadership in these times: SOME
SUGGESTIONS
Human networks are not
“random” Leonard Herrero
They have some “people nodes” that have more connections
than others.
Clusters are created, some smaller some bigger and they are
connected via some highly linked people.
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28. The pertinent challenges for leadership in these times: SOME
SUGGESTIONS
At a certain point there is a “phase transition” phenomenon.
Clusters of connected people start behaving as visibly cohesive groups.
New ideas, new behaviours, new routines “infect” the system, and will at one
point “appear” as “tipping points”: once they appear they become
established very soon
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29. The pertinent challenges for leadership in these times: SOME
SUGGESTIONS
Karen Stephenson
Micro positions in a network produce macro cultural
changes that have both a substantial and sustained
impact on business performance. Shift happens.
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30. CLASSICAL ORGANISATIONAL LEADERSHIP
Organisational charts
Knowing the “n -1” level
Cascading change “down”
Preaching and presenting charts
“25 KPI’s” and “14 priorities”
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31. The pertinent challenges for leadership in these times: SOME
SUGGESTIONS
Organisational Leadership: deliberately “infect”
Archimedes said “Give me a lever long enough and a place to stand
and I could lift the world”.
Leverage however in a world of networks, is no longer
mechanical.
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32. Organisational Leadership: “social infection”
Know your
“hubs” “gatekeepers” “pulsetakers” “influencers”
Know your
“low thresholds” and “early adopters”
“Inject” the desired behaviours
into the organisation via the right
people and help the “infection”
“spread”
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33. Start with behaviours
Culture creates behaviour…..but is also
created by behaviours
Disruptive messages that “make sense” are quickly picked up
and followed by others.
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34. Exercising organisational leadership means:
Making Meaning
Interpreting the context, the challenges, making sense
Giving direction
Sense of purpose, unity of intent, road maps to guide the way
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35. Exercising organistional leadership means:
Knowing your networks
The influencers, the early adopters, the skeptics
Deliberately “infecting” the system, “seeding” for
change
Facilitare an “epidemic” of the desired change through defining,
modelling and “spreading” the appropriate behaviours
Providing clarity
What’s the purpose, who’s the client, what are the rules, what is rewarded,
what is not negotiable?
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36. Exercising organisational leadership means:
Defining the “not negotiables” (small set of values translated into
behaviours) which provide stability in times of change.
“Priorities” and “preferred routes”
may change but if, when it’s not
possibile to “see round the next
bend”, the overall sense of purpose
is there, and you can watch the
(non negotiable) behaviours of
leaders, you can take direction from
there and keep faith in the journey.
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37. Exercising organistional leadership means:
Enabling
Owning the big picture; making sure the behaviours are there to support the
processes; simplifying, clarifying addressing bottlenecks and naysayers.
Rewarding
Recognising and reinforcing desired behaviours, creating consequences
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38. What is needed now
is
SIMPLICITY
The best leadership
output is
MEANING
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