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Mngt 3.0 bis


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Mngt 3.0 bis

  1. 1. From Management 1.0 to Management 3.0 Management 1.0 Scientific (past) Mind (process) IQ Management 2.0 Social (present) Mind (process) IQ Heart (people) EQ Management 3.0 Integrative (future) Mind (process) IQ Heart (people) EQ Soul (sense) SQ
  2. 2. The national HUB for XXI century’s thinking XXI secolo on Learning, Leadership and Management From Management 1.0 to Management 3.0 February, 2013 Italy
  3. 3. Joseph Shumpeter : Crisi del Capitalismo Joseph Shumpeter già nel 1942 in un suo libro riedito da poco in Italia col titolo ”Il capitalismo può sopravvivere ? La distruzione creatrice e il futuro dell'economia globale? ” profetizzava una crisi del capitalismo a causa del suo modello di pensiero gestionale, possiamo dire a causa del management. Schumpeter aveva in qualche modo preannunciato la crisi strutturale, il caos nel quale sembra oggi arrivato il capitalismo occidentale, che sembra aver perso la sua essenza che era costituita dai sogni, dalle visioni e dall'energia realizzativa degli imprenditori che con innovazioni costanti guidavano le forze del cambiamento, e vede questi valori dei creatori d'impresa, sostituiti in tante imprese dal prevalere delle logiche della finanza e dalle ottiche di breve periodo e poca propensione al rischio di manager-burocrati.
  4. 4. A “new” Vision about Business Business as-usual • Short term • Finance • Shareholders • Top Managers • Duty • Process Business as-should be • Long term • Economy • Stakeholders • Servant Leaders • Interest • People A “crisis” announced by Schumpeter more than 50 years before
  5. 5. Reality : like we think it is, like it is !
  6. 6. Le 3 forme di Conoscenza (da Presence) Explicit knowledge Tacit knowledge (not visible, but already emerged) Auto-trascendent Knowledge (still not emerged)
  7. 7. In a High Complex Reality old practices doesn’t work any more Type of Complexity Approach to low complexity Approach to high complexity Process requirements for high comlexity Dynamic Piece by piece System as a whole Systemic Social Experts and Authority Stakeholders Participative Generative Existing practice Emerging practices Creative Management 2.0 and Management 3.0
  8. 8. System Thinking Understand the fundamental concepts and language of systems theory. Be able to apply systems thinking to better understand sustainability issues and support the development of systems.
  9. 9. Complexity Theory Understand the fundamental concepts and language of complexity theory, especially as it relates to leadership. Be able to apply complexity thinking to better understand sustainability issues and support the development of complex adaptive systems.
  10. 10. Integral Reflection Understand the fundamental concepts and language of integral theory. Be able to use integral theory to: assess or diagnose a sustainability issue and design an intervention; tailor communications to different worldviews; support the development of oneself, others, groups, cultures, and systems.
  11. 11. Events Patterns Systemic Structure System Thinking’s Iceberg Approach
  12. 12. Four Levels of Responding to Change 1. Reacting: quick fixes 3. Reframing: values, beliefs 2. Redesigning: policies 4. Regenerating: sources of commitment and energy Source of energy, inspiration and will Manifest action Thinking Process, structure
  13. 13. Theory U : deep innovation and change Seeing with fresh eyes Sensing from the field Prototyping the new by linking head, heart, hand Crystallizing vision and intention Presencing connecting to Source Downloading past patterns Who is my Self? What is my Work? Performing by operating from the whole VoF VoC VoJ suspending redirecting letting go embodying enacting letting comeOpen Will Open Heart Open Mind
  14. 14. Value Driven Leadership Leadership Innovation Culture Shareholders Value Employees Engagement Customers 4S Stakeholders Satisfaction
  15. 15. IQ, EQ, SQ Company culture Action Plans Extended bottom line Customer Satisfaction Employee Loyalty and Tenure Employee health Profit and Revenue margin Revenue Environmental effect Social consequences Third World Factor 12 qualities of SQ EQ SQ IQ Power Wisdom Love Willing Thinking Feeling Deep Self, Core Vision, Potentiality SQ : Exist for, Aspires to, take Responsability for
  16. 16. Design Thinking, Design Management Tom Kelley presents a very clear shift towards a more creative and more collaborative way of working, one in which intuition counts heavily, experimentation happens fast, failures along the way as embraced as learning, business strategy is integrated, and more relevant solutions are produced.