TheNecessary                                             “(Change) conversations can easilyRevolution                     ...
Gettingpeopleengaged                                      “But there is another option, the most                          ...
Your role asa (change)leader                                       “The way to reach people is not to                     ...
First stepstoward                                              1. Personal reflectionsimproving                           ...
Making yourrole                                         “Four kinds of leaders that are essential:productive              ...
Take stockpersonally                                             “If you feel irritation, impatience or                   ...
Take stockpersonally                                             “Dont spend too long thinking                            ...
Formingyour initialteam                                         “You can begin by searching for                           ...
Formingyour initialteam                                         “Consider meeting one-on-one with                         ...
Formingyour initialteam                                         “Keep in mind that people dont need                       ...
Aspirations                                             “Make time early on to look ahead                                 ...
Aspirations                                             “Be patient with your initial vision.                             ...
Stuart L. Hart and Mark B. MilsteinBased on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley ...
Buildingyour case                                             “The majority of initiatives are infor change               ...
Connectingyour efforts                                             “Dont fall into the trap of                            ...
SeeingSystems                                             “People frequently use the word                                 ...
Systems-thinking                                              1. Reacting to Events- what just happenediceberg            ...
Economyand ecology                                             “Once people start to practice                             ...
SpaceshipEarth                                             “Obviously, something has to give.                             ...
Rethinkingboundaries                                             “Attempts to convince people that                        ...
Rethinkingboundaries                                             “Ask people to reflect on how                            ...
SpaceshipEarth                                             “Inquiry is far more                                           ...
Rethinkingboundaries                                             “As you consider the problem you                         ...
Rethinkingboundaries                                             “The problems come not because                           ...
Rethinkingboundaries                                             “Groups forget the assumptions                           ...
Rethinkingboundaries                                             “The first step is to help                               ...
Seeing limitsto growth                                             “Developing our natural systems                        ...
Seeing limitsto growth                                             “Businesses that can see limits                        ...
Seeing ourchoices                                             “Key insight: opting for quick fixes                        ...
Seeingcommonlimits                                       “Many data centers and software                                  ...
The circulareconomy                                             “Look beyond your immediate                               ...
Seeing ourchoices                                             “Seeing systems is a team                                   ...
Collaboratingacrossboundaries “Bringing about significant                                             changes in large sys...
Collaboratingacrossboundaries “Bringing about significant changes...                                             takes fac...
Collaboratingacrossboundaries “Among the many reasons we do not                                             look at proble...
http://www.solonline.orgBased on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway B...
Getting thesystem inthe room                                    “Often, those at the top of institutional                 ...
Collaboratingacrossboundaries “Extraordinary change requires              building extraordinary                          ...
“Do we really understand the                                          products we -and our whole                          ...
Growing aStrategic                                              1. “Continually reflect on key challenges,Microcosm       ...
Growing aStrategic                                             Expect:Microcosm                                     1. Cor...
“There most be more to this                                            business than the next cool                        ...
Buildingmomentum                                             “Shifting conversations from                                 ...
“Who knows? This might be our                                         greatest possibility. When you                      ...
Purposefulnetworking                                             “Building leadership networks                            ...
Purposefulnetworking                                             “The process will lead to surprises.                     ...
Purposefulnetworking                                             “Many who will prove to be                               ...
Purposefulnetworking                                             “Many who fail to show much interest                     ...
Stakeholderdialogueinterviews                                             “Make your own concerns and                     ...
Stakeholderdialogue                                         “Prepare: be fully present during theinterviews              ...
Stakeholderdialogue                                         Jump off the bridge: let go of whatever isinterviews         ...
Also...                                                 Show early your true willingness to                              ...
Buildingrelationships                                             “Change advocates either think that                     ...
Buildingrelationships                                             “In between are those who                               ...
Conversationsthat shape thefuture         “Above-the-line conversations               depend on three skills: learning how...
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: D...
Suspendingassumptions                                             “The discipline of testing our                          ...
Openinghearts and                                                  “Bring together a diverse group of peopleminds         ...
Openinghearts andminds                                        “Direct experien ce (“going there”)                         ...
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: D...
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: D...
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: D...
Buildingshared                                             “Trying to get people commited iscommitment                    ...
4-PlayerModel                                                 Move :—establishes a direction and sets the                ...
Positive vs.negativevision                                       “The spirit of creating is                               ...
Creativetension                                             “Creative tension is the gap                                  ...
Seeingopportunities                                             W. McDonough and M. Braungart: “If a                      ...
Creativetension                                             “Strategies based on negative                                 ...
Unleasingeverydaymagic                                        “The creative process is part                               ...
You dont haveto have all theanswers                                             “It is only in the process of             ...
Learningthroughprototypes                                             “Academics, even brilliant ones,                    ...
Learningthroughprototypes                                   “Latent needs (never expressed)                               ...
Learningthroughprototypes                                             When people see a prototype,                        ...
Asking forhelp                                             “Often people in important                                     ...
“When youve got 130,000 Alcoa                                          employees, each of them                            ...
Asking forhelp                                             “Asking for help has two benefits:                             ...
Strategicpossibilities                                             “Many companies are selling                            ...
“We were still investing more in                                       advertising than in developing                     ...
Looking insidefor energyand                                              “Identify key areascommitment                   ...
Anticipate                                                 “Pick initial team members for                                ...
Lookingoutside for                                      “Identify lead customersenergy and                               ...
Businesseswith amission                                      “Peter Drucker once said: Profit for                         ...
Businesseswith amission                                      “There is no more basic                                      ...
Businesseswith amission                                      “A few businesses do not exist                               ...
http://www.greystonbakery.com/social-mission/Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sa...
http://www.seventhgeneration.com/aboutBased on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schl...
Businesseswith amission                                      “The key is building these                                   ...
Redesigningfor the                                      “Current organizationalfuture                                     ...
Redesigningfor thefuture                                       “Be specially sensitive to the                             ...
Redesigningfor thefuture                                             “Approach change by setting                          ...
Its okay notto know how                                             “If you are a senior leader, you                      ...
Its okay notto know how                                             “It is crucial that you dont                          ...
"True freedom is not the absence of                                           structure-but rather a clear                ...
Structure forfreedom                                             “Designing mechanisms for                                ...
Structure forfreedom                                             “Rethinking organizational                               ...
The endBased on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepare...
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The Necessary Revolution

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Some key ideas from the book, highly recommended!

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The Necessary Revolution

  1. 1. TheNecessary “(Change) conversations can easilyRevolution polarize. The harder the advocate pushes, the more diligent the opposition... Some may join one or the other camp. As one pushes back, others will become only more stubborn and more convinced that they are right.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  2. 2. Gettingpeopleengaged “But there is another option, the most crucial part of the conversation is neither advocating nor opposing but asking a genuine question that could lead to fresh perspectives on the issues.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  3. 3. Your role asa (change)leader “The way to reach people is not to challenge their views but to find questions that they are ready to ask. This inquiry starts with the recognition that no one has the full picture. We all see a slice of the possible future.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  4. 4. First stepstoward 1. Personal reflectionsimproving 2. Initial conversations with like-dialogue minded peers 3. Informal team 4. "Scouting party" 5. Draft of a case for changeBased on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  5. 5. Making yourrole “Four kinds of leaders that are essential:productive  Local line leaders  Internal network leaders and community builders  Managers of specialist functions with the capability to initiate or work with key cross-organizational processes  Executive leaders”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  6. 6. Take stockpersonally “If you feel irritation, impatience or discomfort, give yourself permission to rant. But also tell the truth. Turn the irritation into a rough initial positive statement of what you want.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  7. 7. Take stockpersonally “Dont spend too long thinking about these issues alone -its easy to feel overwhelmed.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  8. 8. Formingyour initialteam “You can begin by searching for like-minded people in the organization who share your concerns and are also seeking to make a case for change.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  9. 9. Formingyour initialteam “Consider meeting one-on-one with each of them initially to have a brief conversation, establish some common ground, translate your frustration and theirs into larger visions and goals, and build a case for change.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  10. 10. Formingyour initialteam “Keep in mind that people dont need to agree on everything when they meet: a broad goal, interest, or point of common frustration is often sufficient. Disagreements can help... if you talk openly.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  11. 11. Aspirations “Make time early on to look ahead together, perhaps a time frame of 25 years in mind so that you are unconstrained by present- day realities.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  12. 12. Aspirations “Be patient with your initial vision. Your aspirations will change... Truly shared visions are a continual work in process.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  13. 13. Stuart L. Hart and Mark B. MilsteinBased on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  14. 14. Buildingyour case “The majority of initiatives are infor change the lower left quadrant -theyre internal and focused on today. The larger goal of your work is to create a balanced portfolio of options and investments across all four quadrants.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  15. 15. Connectingyour efforts “Dont fall into the trap of presenting your work as a fait accompli.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  16. 16. SeeingSystems “People frequently use the word system when they want to imply that something is outside their control... Seeing systems and understanding our role in shaping those systems are two sides of the same coin.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  17. 17. Systems-thinking 1. Reacting to Events- what just happenediceberg 2. Anticipating Patterns/Trends- what’s been happening and have we been here or same place similar before 3. Systemic Structure or Forces- what are the deeper forces driving patterns 4. Transform Mental Models- how these models affect, even dictate, our thoughts.Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  18. 18. Economyand ecology “Once people start to practice seeing systems, they begin to understand basic flaws in prevailing mental models and alternative futures that are possible.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  19. 19. SpaceshipEarth “Obviously, something has to give. In a world where we need to shift as rapidly as possible to low- carbon, non-fossil-fuel sources of power, we are all part of the challenge.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  20. 20. Rethinkingboundaries “Attempts to convince people that they are wrong and that they need to rethink boundaries will almost always be met with resistance; few people appreciate being told that their thinking is too limited.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  21. 21. Rethinkingboundaries “Ask people to reflect on how they are thinking now, rather than trying to force them to think differently.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  22. 22. SpaceshipEarth “Inquiry is far more effective strategy than advocacy.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  23. 23. Rethinkingboundaries “As you consider the problem you are focusing on, ask: “In what ways are we imposing arbitrary boundaries?”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  24. 24. Rethinkingboundaries “The problems come not because we have boundaries in our thinking but because we forget there are boundaries.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  25. 25. Rethinkingboundaries “Groups forget the assumptions they are making and get frozen in taken-for-granted worldviews.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  26. 26. Rethinkingboundaries “The first step is to help people see these self- imposed boundaries.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  27. 27. Seeing limitsto growth “Developing our natural systems intelligence starts with recognizing patterns that are part of our everyday experience but that often go unnoticed because we lack the ability to recognize them and the language to talk about them.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  28. 28. Seeing limitsto growth “Businesses that can see limits can adapt a lot faster than their competitors and can strategize much more effectively.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  29. 29. Seeing ourchoices “Key insight: opting for quick fixes and avoiding fundamental solutions tends to set up a reinforcing set of pressures for more quick fixes over time.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  30. 30. Seeingcommonlimits “Many data centers and software companies have realized that they are likely facing limits in electricity supplies in the near future. In fact, all technology companies are now recognizing that they are in the energy business.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  31. 31. The circulareconomy “Look beyond your immediate supplier and consider the total value chain.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  32. 32. Seeing ourchoices “Seeing systems is a team sport, and people working together will push each other along as they come up with many new ideas and fresh perspectives.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  33. 33. Collaboratingacrossboundaries “Bringing about significant changes in large systems is difficult work. It takes great courage and even greater patience.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  34. 34. Collaboratingacrossboundaries “Bringing about significant changes... takes facing difficult problems many would like to assume either do not exist or are somebody elses job to fix.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  35. 35. Collaboratingacrossboundaries “Among the many reasons we do not look at problems systemically is that implementing the insights that result would force us out of our intellectual and institutional comfort zones.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  36. 36. http://www.solonline.orgBased on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  37. 37. Getting thesystem inthe room “Often, those at the top of institutional hierarchies have far too much invested in preserving the status quo of their own organizations to undertake bold experiments outside their boundaries.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  38. 38. Collaboratingacrossboundaries “Extraordinary change requires building extraordinary relationships, and at some level this requires gathering together diverse people representing diverse views so that they can speak and listen to one another in new ways.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  39. 39. “Do we really understand the products we -and our whole industry- are creating?” Darcy Winslow from NikeBased on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  40. 40. Growing aStrategic 1. “Continually reflect on key challenges,Microcosm actors and forces in the system 2. What are the key voices that you have yet to include in your group or network? 3. Look for blind spots 4. When might the time be right? 5. How might you go about engaging those excluded?Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  41. 41. Growing aStrategic Expect:Microcosm 1. Core leadership, 2.Circle of engagement, 3.Circle of informed, 4.The uninformed 5.(and opponents)Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  42. 42. “There most be more to this business than the next cool gadget” Darcy Winslow from NikeBased on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  43. 43. Buildingmomentum “Shifting conversations from problems to possibilities not only shapes the convening process, it lays a foundation for genuine commitment among those involved and gets them excited about working together”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  44. 44. “Who knows? This might be our greatest possibility. When you think about it, Nike is one of the few companies that could make this sustainability stuff cool” Darcy Winslow from NikeBased on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  45. 45. Purposefulnetworking “Building leadership networks invariably comes down to investing lots of time in one-on-one or small- group conversations to explore issues and foster engagement.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  46. 46. Purposefulnetworking “The process will lead to surprises. Invariably, you will find that people whom you never expected to be interested will start to get engaged.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  47. 47. Purposefulnetworking “Many who will prove to be important partners will be people you never knew aboutor had contrary opinions.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  48. 48. Purposefulnetworking “Many who fail to show much interest early on often respond differently later, when they see a critical mass starting to form around issues that concern them.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  49. 49. Stakeholderdialogueinterviews “Make your own concerns and aspirations clear and come to learn, rather than to advocate or sell your own ideas.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  50. 50. Stakeholderdialogue  “Prepare: be fully present during theinterviews interview  Open: say it simply and without hyperbole  Engage: ask one or two simple and open-ended questions that give people a chance to reflect  Follow the flow: begin a true dialogueBased on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  51. 51. Stakeholderdialogue  Jump off the bridge: let go of whatever isinterviews holding you back from connecting  Expand the network: ask if there is anyone else we should talk with  Close: avoid a feeling of incompleteness Be yourself and be genuinely curious.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  52. 52. Also...  Show early your true willingness to negotiate  Detach yourself from the ideas  Show empathy, rephrase what is important to them  Highlight risks and trade-offs  Sell “reversability”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  53. 53. Buildingrelationships “Change advocates either think that the reasons to change are so clear and compelling that anyone awake must be on board, or they look at the enormous gap between what is and what is needed and become cynical.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  54. 54. Buildingrelationships “In between are those who have both a passion for the vision and an understanding of the need to build the collaborative networks the vision requires”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  55. 55. Conversationsthat shape thefuture “Above-the-line conversations depend on three skills: learning how to suspend immediate assumptions, reflecting on mental models we had previously taken for granted, and balancing advocacy for our ideas with inquiry into other opinions.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  56. 56. Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  57. 57. Suspendingassumptions “The discipline of testing our assumptions forces us to make them explicit, opens the possibility that they might not be 100% correct, and lays the foundation for learning over time.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  58. 58. Openinghearts and “Bring together a diverse group of peopleminds  that represents the larger system  Identify the different facets of the system  “Go there together”: travel with the entire team  Set aside ample time to reflect and talk together  Pay careful attention to the intentions and commitments that arise.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  59. 59. Openinghearts andminds “Direct experien ce (“going there”) means seeing a different place firsthand, talking with people we usually do not talk with, seeing how people live, work, play, raise their children...”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  60. 60. Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  61. 61. Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  62. 62. Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  63. 63. Buildingshared “Trying to get people commited iscommitment a bit like trying to be happy: the harder you try, the less successful youre likely to be... Your ability to foster commitment will never be greater than your own commitment.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  64. 64. 4-PlayerModel  Move :—establishes a direction and sets the team in motion.  Follow : provides support for the move and serves the function of completion.  Oppose:—questions the move that has been initiated.  Bystand: provides perspective and invites the team to be more reflective. http://mitleadership.mit.edu/r-fpmodel.phpBased on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  65. 65. Positive vs.negativevision “The spirit of creating is virtually the opposite of the attitude that has characterized much of the history of the environmental and social justice movements.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  66. 66. Creativetension “Creative tension is the gap between the image of what we truly want to see exist and the world as it is today.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  67. 67. Seeingopportunities W. McDonough and M. Braungart: “If a car is heading south, slowing down does not cause it to head north. Sooner or later, you need to turn the car around 180 degrees. No matter how “less bad” you are, it will not make you good.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  68. 68. Creativetension “Strategies based on negative visions, emotional tension, and being less bad differ fundamentally from ones guided by positive visions and creative tension.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  69. 69. Unleasingeverydaymagic “The creative process is part of our common heritage as human beings, and accessing this perennial wisdowm will be key to liberating our individual and collective potential.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  70. 70. You dont haveto have all theanswers “It is only in the process of working to bring a vision to reality, and seeing what is effective and what isnt, that you will gain key insights.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  71. 71. Learningthroughprototypes “Academics, even brilliant ones, frequently spend a lot of energy talking about problems instead of what can be done differently.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  72. 72. Learningthroughprototypes “Latent needs (never expressed) are difficult or impossible to discern with standard market research methods, but they come to the surface when people see tangible embodiments of new ideas.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  73. 73. Learningthroughprototypes When people see a prototype, they say: “If we can do this, why couldnt we do that too?”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  74. 74. Asking forhelp “Often people in important leadership positions think they have to have all the answers, and those below them hold the same view. Ironically, this fails to tap the collective intelligence that can arise when asking for help.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  75. 75. “When youve got 130,000 Alcoa employees, each of them thinking about this for ten minutes a day, its amazing what happens.” Patrick Atkins from AlcoaBased on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  76. 76. Asking forhelp “Asking for help has two benefits: it generates a remarkable diversity and depth of ideas and energy for change; it also engages people in changes that really matter to them.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  77. 77. Strategicpossibilities “Many companies are selling the wrong products to the wrong customers based on the wrong business model.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  78. 78. “We were still investing more in advertising than in developing renewable energy.” Vivienne Cox from BPBased on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  79. 79. Looking insidefor energyand  “Identify key areascommitment  Engage skeptics  Find a way to prove it  Identify the visionaries  Draw a network map  Identify personal relationships”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  80. 80. Anticipate  “Pick initial team members for prototyping  Continually make linkages to key organizational issues and goals  Demonstrate whats possible  Build contingency plans  Generate curiosity  Create clear evidence for change”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  81. 81. Lookingoutside for  “Identify lead customersenergy and  Leverage customer engagement and interestcommitment  Identify favourable conditions and communities  Tie your idea to a latent or emerging segment of the market  Pay attention to and build on your organizations DNA”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  82. 82. Businesseswith amission “Peter Drucker once said: Profit for a company is like oxygen for a person - Unfortunately, most businesses operate as if their purpose is breathing”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  83. 83. Businesseswith amission “There is no more basic confusion that prevades the business world than the idea that the purpose of a company is to maximize profit.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  84. 84. Businesseswith amission “A few businesses do not exist in order to make profit, they make a profit in order to contribute.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  85. 85. http://www.greystonbakery.com/social-mission/Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  86. 86. http://www.seventhgeneration.com/aboutBased on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  87. 87. Businesseswith amission “The key is building these relationships slowly, so that people really get to know one another and what really matters to each of us.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  88. 88. Redesigningfor the “Current organizationalfuture structures have evolved in response to the imperatives of the past, not the future, and they wil need to change to support new visions, strategies and goals.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  89. 89. Redesigningfor thefuture “Be specially sensitive to the dangers of shifting the burden to specialists. At best, they can be a temporary catalyst.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  90. 90. Redesigningfor thefuture “Approach change by setting lofty goals, even if no one knows how to achieve them.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  91. 91. Its okay notto know how “If you are a senior leader, you and your team dont have to know immediately how youre going to achieve your vision.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  92. 92. Its okay notto know how “It is crucial that you dont frame your goal in the context of what you know today. If you do so, you will limit the reach of your aspiration.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  93. 93. "True freedom is not the absence of structure-but rather a clear structure that enables people to work within established boundaries in an autonomous and creative way.” Erich FrommBased on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  94. 94. Structure forfreedom “Designing mechanisms for horizontal, cross-boundary collaboration is as crucial as getting the vertical accountabilities right.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  95. 95. Structure forfreedom “Rethinking organizational structure is challenging but high-leverage work. Organizations get the results they are designed for, and no more.”Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
  96. 96. The endBased on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)

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