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The elephant in the room
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The elephant in the room

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How Relationships Make or Break the Success of Leaders and Organizations. Diana McLain Smith, high end intellectual, worked with Argyris et al., offers a simplified way to understanding the essential …

How Relationships Make or Break the Success of Leaders and Organizations. Diana McLain Smith, high end intellectual, worked with Argyris et al., offers a simplified way to understanding the essential dialogues in companies.

Published in: Business, Technology

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  • p81
  • P101-102
  • p232
  • p238
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    • 1. The Elephant in the RoomHow Relationships Make or Break the Success of Leaders and Organizations Diana McLain Smith San Francisco: Jossey-Bass, 2011
    • 2. Using the Ladder of Reflection Step 5: Alter patterns that undermine learning and growth. Step 4: Predict how patterns will affect learning and growth. Step 3: Focus on patterns, not personalities or motives. Step 2: Figure out how you together create undesired results. Step 1: Look at what you’re both doing. Endless Stream of events and behaviors Diana McLain Smith9/7/2012 jgillis767@aol.com 2
    • 3. The Anatomy of a Relationship “These 4 elements combine to1. Actions and Reactions give a relationship its distinctive character, one we intuitively – Actions evoke reactions. recognize but have difficulty seeing or changing.”2. Frames – Our interpretations of ourselves in relation to others.3. Social Contexts – The backdrop prompting the need to respond.4. Behavioral Repertoires – Define the range of the responses at our disposal Diana McLain Smith9/7/2012 jgillis767@aol.com 3
    • 4. Narrative KnowledgeDifferent Types of Experiential knowledge Narrative Analytic Moral PracticalPersonal Stories, Implicit theories, Principles, Personal action(Highly Personae, Explanations, Moral logic strategiesVariable) Characters ConstructsCultural Scenes, Roles, Implicit theories, Norms and Cultural(Highly and beliefs, or Values routines andShared) Stereotypes assumptions Scripts Diana McLain Smith9/7/2012 jgillis767@aol.com 4
    • 5. Interpretive StrategiesInterpretive Strategies Views Connects Defends Renews Strategy Knowledge Knowledge Knowledge KnowledgeTest As a To what you see By debating: By exploring: hypothesis (the observable make a case in light of what “facts” of the based on what others see situation) you seeSense As an intuition To your feelings By pleading: By sharing: and about the appeal to your ask others to situation feelings; claim a do the same right to themNegotiate As a To how others By bargaining: By creating: perspective see, think and trade-offs, or invent new feel agreeing to insights out of disagree each other’s Diana McLain Smith9/7/2012 jgillis767@aol.com 5
    • 6. R–R–R Reflecting Reframing Relationships Diana McLain Smith9/7/2012 jgillis767@aol.com 6
    • 7. Bibliography• Argyris, C., Putnam, R., & Smith, D. M. (1985). Action science: Concepts, methods, and skills for research and intervention. San Francisco: Jossey-Bass.• Higgins, J., & Smith, D. M. (1999). “Some feedback on feedback.” Harvard Business Management Update.• Smith, D. M. (2002). “Keeping a Strategic Dialogue Moving.” In Peggy Simcic Brown and Roberta Wiig, eds. Corporate communication: A strategic approach to building reputation. Oslo, Norway: Gyldendal Norsk Forlag. www.actiondesign.com.• Smith, D. M. (1999). “The Muck Stops Here.” In Peter Senge and others, eds. The dance of change, 125-128. New York: Doubleday.9/7/2012 jgillis767@aol.com 7
    • 8. Veritas9/7/2012 jgillis767@aol.com 8