Organizations and Individuals That Have Invented New Tools for New Times
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This is Part 8 of an eight part series of presentations entitled Leadership in the Interactive Age, originally presented over the National Technological University's satellite network in January and ...

This is Part 8 of an eight part series of presentations entitled Leadership in the Interactive Age, originally presented over the National Technological University's satellite network in January and February, 1995 by Paul Schumann, Donna Prestwood and Barbara Benjamin. Some of the topical references are out of date but the concepts are still valid. They're probably more apparently valid now then they were at the time of the original production.

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  • Consideration and selection of music throughout the program Possibility of a theme song for the series Look for potential props and set design for this series Go to UT video and film library Ask for 5x7 color photo plus any graphics of each speaker

Organizations and Individuals That Have Invented New Tools for New Times Presentation Transcript

  • 1. Leadership in the Interactive Age Organizations and Individuals That Have Invented New Tools for New Times Part 8 Paul Schumann
  • 2. Topics
    • Reviewing Leadership In the Interactive Age
    • Ingenuity and Technology: The Power Team
    • Hearing From Today’s Leaders
    • A Seven Step Program for Building Your Leadership Skills in the Interactive Age
  • 3. Reviewing Leadership In the Interactive Age
    • Leadership and Technology: Is Your Mental Map Ready?
    • Personal Ingenuity and Emerging Technologies
    • Knowledge and the Ethics of Technology
  • 4. Sources for Interaction
    • Library of Congress
      • “ Thomas Network”
      • http://thomas.loc/gov
      • (202)707-5522
    • IEEE
      • Chris J. Brantley
      • [email_address]
      • (202)785-0017
  • 5. Reviewing Leadership In the Interactive Age
    • Integrating Technologies in the Age of Interaction
    • Leading in the Age of Interaction: Tools That Recreate
    • Leadership is a State of Mind, Not a Position
    • Leadership, Ingenuity, and Technology: Accelerators of Innovation
  • 6. Building Your Leadership Skills in the Interactive Age
    • Apply All Your Perceptual Tools
      • Intellectual
      • Responsive
      • Intuitive
    • Utilize Your Innate Ingenuity
      • Knowing
      • Being
      • Creating
  • 7. Building Your Leadership Skills in the Interactive Age
    • Enjoy the Adventure
    • Accept All Gifts
    • Encourage the Heroic Within
    • Be Affluent
  • 8. Ingenuity and Personal Growth
    • The Perceptual Tools of Ingenuity
      • Intellectual
      • Responsive
      • Intuitive
  • 9. The “Star Trek” Model McCoy Spock Scotty Kirk Intellectual Intuitive Responsive Integrated
  • 10. The Historical Application of Perception Hunter/Gatherer Agricultural Industrial Interactive Information Time Intellectual Responsive Intuitive
  • 11. Ingenuity and Personal Growth
    • The Perceptual Tools of Ingenuity
      • Intellectual
      • Responsive
      • Intuitive
    • Integration
    • Plan
    • Transformation
    • Creative Action
  • 12. Creative Action Plan - Individual Integration Integration Transformation Perceive Perceive Define Define Define Problem/Goal Proposal Action
  • 13. Creative Action Plan - Individual Integration Integration Transformation Perceive Perceive Define Define Define Problem/Goal Proposal Action Intellectual Evaluation Responsive Reaction Intuitive Understanding Intellectual Evaluation Responsive Reaction Intuitive Understanding
  • 14. Creative Action Plan - Team Synthesis Synthesis Transformation Perceive Perceive Define Define Define Problem/Goal Proposal Action Conversation Conversation
  • 15. You Are Here! Social Political Economic Demographic Competitive Scientific Technological Stakeholders Capability Capacity
  • 16. You Are Here! “ In the past, I was able to focus on excellence in the job itself, and in career planning and advancement. Now, my thoughts are more of fear and insecurity, which aside from the obvious added stress, detract from the ability to do as good a job on the work itself. Instead of wondering how to best achieve the next level on the career ladder, I wonder what I can do to best assure I have a job at all.”
  • 17. You Are Here! “ We work in flatter organizations and we no longer have implicit guarantee of lifetime employment. The nature of the employer/employee contract has changed. We have jobs only so long as we add value.”
  • 18. You Are Here! “ I think the workforce and the workplace will become increasingly split between management and worker. The computer enables much of the work to be done with lower individual skill. Pressure is on management to perform. Hence I see growing conflict between the workers and management in ‘traditional’ corporate structures.”
  • 19. You Are Here! “ Management is just beginning to recognize how important employees are to the success of their business. The knowledge worker and the learning organization are concepts that are beginning to gain acceptance even though current management are still encumbered with yesterday’s baggage to accept wholeheartedly.”
  • 20. You Are Here! “ Change requires a willingness to change. That willingness is not universal.”
  • 21. You Are Here! “ Smaller entities will likely be highly competitive and more successful than large. Large organizations had historic advantages -- money, capital, etc. Now small entities have advantages of flexibility, adaptability, etc. Competition will be fierce.”
  • 22. You Are Here! “ I think that the successful companies in ten years time will be the ones that provide the most conducive environment for their knowledge workers to most fully take advantage of their talents.”
  • 23. You Are Here! “ Teams can now be far apart and work together. They no longer need to exist in the same physical location. This will allow teams to be much more diverse. My suspicion is that this will lead to both great success and failure.”
  • 24. You Are Here! “ Leadership has become more a “democratic’ process. With the rightsizing of organizations and the effort to ‘empower’ employees, leadership has to be demonstrated rather than defined.”
  • 25. You Are Here! “ The leaders must have vision; intelligence to understand where they are (a reality sense); the courage to implement change, plans, and follow-through; and do it ethically.”
  • 26. You Are Here! “ Leadership is beginning to recognize that we are in transition between the older view that the worker has to be driven to contribute, to one that accepts that Man’s nature is to wish to contribute.”
  • 27. You Are Here! “ We make a living by what we receive, but we make a life by what we give.”
  • 28. You Are Here! “ Why we work? I think that it comes back to the fact that we would like to contribute; to make things change for the better; to help others. Does that seem too corny?”
  • 29. Personal Transformation
    • Knowing Yourself
    • Interacting With Others
    • Intimacy and Vulnerability
  • 30. Personal Transformation Yourself Others Intimacy Responsiveness Introspection Reflection
  • 31. The Johari Window Source: Grant Self Known Unknown Others Unknown Known Public Blind to Self Hidden From Others Unconscious #1 #2 #3 #4
  • 32. Leaders Need to Learn Introspection
    • The Ability and Willingness of Individual Employees to Change is the Key Factor Limiting an Organization’s Ability to Reinvent Itself
    • Forceful Leadership Can Only Accomplish So Much
    • The Shift From Machine Age Bureaucracy to Flexible, Self-managed Teams Requires That Lots of Ordinary Managers and Workers be Psychologically Prepared to Push the Transformation Themselves
    Source: Fortune, 8/22/94
  • 33. Leaders Need to Learn Introspection
    • Change is Personal, and It Starts at the Top
    • Leaders Must Transform Themselves
    • Reflection and Introspection is Key
    Source: Fortune 8/22/94
  • 34. Introspection
    • Objectivity
    • Learning
    • Self Confidence
    • Responsibility
    • Tolerance for Ambiguity and Paradox
    Source: Fortune 8/22/94
  • 35. Introspection
    • Action
    • Balance in Life
    • Creativity and Intuition
    • Egolessness
    Source: Fortune 8/22/94
  • 36. Your Seven Step Program
    • Identify the Chains That Bind You
      • Expectations
      • Motivations
      • Patterns of Behavior
    • Identify Specific Goals
    • Assess Your Resistance to and Tolerance for Change
  • 37. Your Seven Step Program
    • Identify Areas for Growth Action
    • Point Yourself Toward the Unknown
    • Connect Yourself to Others on the Path
    • Continually Recreate Your Mental Map
  • 38. Developing Your Leadership Potential Goals Growth Unknown Interaction Re-creation Habits Change
  • 39. Glocal Vantage, Inc.
    • Paul Schumann
    • PO Box 161475, Austin, TX 78716
    • [email_address]
    • Glocal vantage: http://www.glocalvantage.com
    • Insights – Intelligence – Innovation Collaborative: http://incollaboration.ning.com
    • Twitter: innovant2003
    Attribution: http://creativecommons.org/licenses/by/3.0/