By Judith H. Katz and
Frederick A. Miller
“Far from incremental change in leadership approaches, the new marketplace requires an entirely new
paradigm: nothing less than admitting that the concept of the all-knowing, all- powerful leader is obsolete
and that our entire image of leadership itself must change. While some teams and organizations have
made this shift, many have not—at a great cost to both the organizations and their people.”
Leaders Getting Different
Collaboration, the New Inclusive Workplace, and OD’s Role
There is a leadership change in the air;
an urgency, not only for organizations to
be different, but for “titled” leaders to be
different: to join people, to connect work
to the organization’s purpose, to inspire, to
move away from silos and toward a flow of
ideas and information across the work-
place, to create a sense of safety so that peo-
ple can bring their best selves to work—all
to foster an inclusive workplace in which
collaboration can flourish. This urgency
stems from a variety of trends. Consumers
are demanding more. Markets are moving
faster and growing more complex. Millen-
nials are demanding a new workplace.
This means that the “adapt or fail”
tipping point for organizations, long
rumored, is here with a vengeance
(Devereaux, 2004; Laloux, 2014; Stack,
2014). Far from incremental change in
leadership approaches, the new market-
place requires an entirely new paradigm:
nothing less than admitting that the
concept of the all-knowing, all- powerful
leader is obsolete and that our entire image
of leadership itself must change. While
some teams and organizations have made
this shift, many have not—at a great cost
to both the organizations and their people.
This article examines the convergence of
trends, describes several keys to the new
leadership paradigm, and explores the
role that OD practitioners need to play in
supporting leadership for a collaborative,
inclusive workplace.
A Convergence of Trends
Many elements of the traditional organi-
zation and leadership model have come
under scrutiny in recent years:
» Leaders know best (or leaders as
all-knowing).
» Leaders as “super doers” who were
promoted from individual contributor
roles to managerial ranks, not because
of their skill with people but because of
their technical ability.
» Leaders as “fixers” who provide answers
and solutions to every problem under
their purview.
» Leaders seeing it as their role to accept
the status quo and not challenge the
opinions or ideas of their leaders.
» People of the organization seen as
hands and feet: filling specific roles in
the organization, required to “just do
their job” and “do as they are told.”
This model has been giving way to a
greater emphasis on collaboration—and
an inclusive workplace as the ideal envi-
ronment for fostering that collaboration
(Baker, 2014). We have now reached
the point where the inclusive workplace
is a must for organ ...
Anna Taylor (Speaker) West Coast DEI Lead, VMLY&R
Demographic transference within organizations is shifting and there will continue to be an upsurge of more diverse and inclusive organizations as they outperform homogeneous organizations. But this is a slow progression, where can we start making organizational transformation now? We can start from the bottom; employees have more power than they may realize, to affect change. And although this may seem like a daunting call-to-action, employees have the power irrespective of budget or team size, to make an indelible impact on organizational change. Like many effectual grassroots movements, employees have the ability to create a new model that renders the existing model obsolete and lead the evolution of organizational transformation.
#Diversity and #Inclusion - How can companies move from talking the talk to walking the walk?
In recent days Diversity and Inclusion have come to the forefront of what companies are paying attention to even in the midst of a pandemic.
Starting from hiring and promotion practices to processes to the branding offering and more companies are looking at ways to make D&I more real for their employees.
How can we take it from a vaguely abstract concept (to most people) to very concrete steps?
Reply to TEVA 2No matter where you go or what you do, they are t.docxsodhi3
Reply to TEVA 2
No matter where you go or what you do, they are there, millennials. Not necessarily a bad thing, except trying to figure out their intentions. In any work force you will have multiple generations of people, they all offer something different. Attitudes, beliefs, experience, goals and expectations. What we all want and share a common thing in are the three R’s: Respected, Recognized and Remembered (Organizational Behavior, 2014). Respecting each generation regardless of age goes a long way. We may not understand why they do the things the way they do, however we can all learn from each other. Recognition..as managers, employees at all levels want recognition. Show them they are appreciated for what they bring to the table, to the mission, to the organization. Show them you care about them, how hard they work and that what they do does not go unnoticed. Provide them feedback (Organizational Behavior, 2014). Being remembered is also important as it tells them the organization values them.
Finding out what motivates each generation is not easy, you have to put some effort into it. Get to know them, gain their trust, find out what they are good at, what they desire to know and learn and use it to your advantage. Each generation can help and motivate each other. Millennials are technologically savy, where as the older generation is used to doing things the old fashioned way. Getting the generations to talk to each other, ask questions, break the barriers, can help make a huge difference in productivity in the work place. Telling them what the company vision is and purpose of their efforts. Showing them that working together as a team, that they can reach the same goal in the end to get the job done will help motivate them to work together. Give the younger generation goals to reach and milestones to progress. Give the older generation time and flexibility with how to get the job done (Lloyd, n.d.). In the end the bottom line is get to know your people, appreciate them and what they do and ensure they understand their purpose in the organization.
Reply to LARE 2
With the advancements in technology the speed of how things get done are faster and for any organization to remain sustainable in the 21st Century they will have to embrace technology and globalization. Having a diversified work environment can result in success for an organization by first bridging the “gap” between generational workers. By first, discovering the needs of the employees in order to frame what motivates them, because motivational tactics are not one-size fits all. Trader Joe, was a good example of how they keep their employees motivated through a collaborative environment, Manager’s helping out, and employee empowerment. (Organizational Behavior, 2014, ch 5, p.4)
Another way to motivate an age-diverse workforce is through, mentorship, where experienced workers coach and train the younger employees. Offer opportunities of “reverse mentoring in areas of techno ...
The purpose of this research paper is to identify why Human Resources (HR) is a change agent in any organization to drive organizational excellence. HR practitioners, as change agents, are responsible for easing the impact of changes in their organization and to empower employees against the consequences of these inevitable changes. Sometimes, the change helps to produce a significant increase in performance excellence and the company can boost sales and production without major additional cost.
Several vital competencies that are reviewed in this paper include how HR practitioners are path creators amongst the path breakers of organizational culture, by being change drivers and business focused. HR practitioners who are unable to function as change agents will inevitably create a barrier against their becoming a well-integrated strategic partner. Therefore, the role of change agent also mediates the relationship between certain HR competencies and organizational performance. This involves monitoring employee engagement and keeping levels high, developing strategies to retain top performers, and continuing to provide value-added services to employees.
Reinventing your leadership team involves assessing and updating the composition, structure, and practices of your organization's top leaders to drive growth, innovation, and success. This can involve a variety of changes, such as reorganizing departments, adding new leaders with diverse skill sets, or updating the company's leadership philosophy. Here are some steps to help you reinvent your leadership team:
Assess Current Performance: Take an objective look at your current leadership team and identify areas for improvement. Consider factors such as communication, collaboration, and decision-making processes.
Define Your Goals: Clearly define what you want to achieve through the reinvention process. Consider your company's mission, goals, and values, and align your leadership team accordingly.
Evaluate Skillsets: Evaluate the skillsets of your current leaders and identify any gaps that need to be filled. Consider bringing in new leaders with diverse backgrounds and perspectives to help drive innovation and growth.
Foster Collaboration: Encourage collaboration and teamwork among your leadership team. Foster open communication, encourage idea sharing, and provide opportunities for cross-functional problem-solving.
Foster a Culture of Learning: Encourage continuous learning and development for your leadership team. Provide opportunities for professional development, coaching, and mentorship to help leaders stay up-to-date with industry trends and best practices.
By taking these steps, you can successfully reinvent your leadership team and drive long-term success for your organization.
Anna Taylor (Speaker) West Coast DEI Lead, VMLY&R
Demographic transference within organizations is shifting and there will continue to be an upsurge of more diverse and inclusive organizations as they outperform homogeneous organizations. But this is a slow progression, where can we start making organizational transformation now? We can start from the bottom; employees have more power than they may realize, to affect change. And although this may seem like a daunting call-to-action, employees have the power irrespective of budget or team size, to make an indelible impact on organizational change. Like many effectual grassroots movements, employees have the ability to create a new model that renders the existing model obsolete and lead the evolution of organizational transformation.
#Diversity and #Inclusion - How can companies move from talking the talk to walking the walk?
In recent days Diversity and Inclusion have come to the forefront of what companies are paying attention to even in the midst of a pandemic.
Starting from hiring and promotion practices to processes to the branding offering and more companies are looking at ways to make D&I more real for their employees.
How can we take it from a vaguely abstract concept (to most people) to very concrete steps?
Reply to TEVA 2No matter where you go or what you do, they are t.docxsodhi3
Reply to TEVA 2
No matter where you go or what you do, they are there, millennials. Not necessarily a bad thing, except trying to figure out their intentions. In any work force you will have multiple generations of people, they all offer something different. Attitudes, beliefs, experience, goals and expectations. What we all want and share a common thing in are the three R’s: Respected, Recognized and Remembered (Organizational Behavior, 2014). Respecting each generation regardless of age goes a long way. We may not understand why they do the things the way they do, however we can all learn from each other. Recognition..as managers, employees at all levels want recognition. Show them they are appreciated for what they bring to the table, to the mission, to the organization. Show them you care about them, how hard they work and that what they do does not go unnoticed. Provide them feedback (Organizational Behavior, 2014). Being remembered is also important as it tells them the organization values them.
Finding out what motivates each generation is not easy, you have to put some effort into it. Get to know them, gain their trust, find out what they are good at, what they desire to know and learn and use it to your advantage. Each generation can help and motivate each other. Millennials are technologically savy, where as the older generation is used to doing things the old fashioned way. Getting the generations to talk to each other, ask questions, break the barriers, can help make a huge difference in productivity in the work place. Telling them what the company vision is and purpose of their efforts. Showing them that working together as a team, that they can reach the same goal in the end to get the job done will help motivate them to work together. Give the younger generation goals to reach and milestones to progress. Give the older generation time and flexibility with how to get the job done (Lloyd, n.d.). In the end the bottom line is get to know your people, appreciate them and what they do and ensure they understand their purpose in the organization.
Reply to LARE 2
With the advancements in technology the speed of how things get done are faster and for any organization to remain sustainable in the 21st Century they will have to embrace technology and globalization. Having a diversified work environment can result in success for an organization by first bridging the “gap” between generational workers. By first, discovering the needs of the employees in order to frame what motivates them, because motivational tactics are not one-size fits all. Trader Joe, was a good example of how they keep their employees motivated through a collaborative environment, Manager’s helping out, and employee empowerment. (Organizational Behavior, 2014, ch 5, p.4)
Another way to motivate an age-diverse workforce is through, mentorship, where experienced workers coach and train the younger employees. Offer opportunities of “reverse mentoring in areas of techno ...
The purpose of this research paper is to identify why Human Resources (HR) is a change agent in any organization to drive organizational excellence. HR practitioners, as change agents, are responsible for easing the impact of changes in their organization and to empower employees against the consequences of these inevitable changes. Sometimes, the change helps to produce a significant increase in performance excellence and the company can boost sales and production without major additional cost.
Several vital competencies that are reviewed in this paper include how HR practitioners are path creators amongst the path breakers of organizational culture, by being change drivers and business focused. HR practitioners who are unable to function as change agents will inevitably create a barrier against their becoming a well-integrated strategic partner. Therefore, the role of change agent also mediates the relationship between certain HR competencies and organizational performance. This involves monitoring employee engagement and keeping levels high, developing strategies to retain top performers, and continuing to provide value-added services to employees.
Reinventing your leadership team involves assessing and updating the composition, structure, and practices of your organization's top leaders to drive growth, innovation, and success. This can involve a variety of changes, such as reorganizing departments, adding new leaders with diverse skill sets, or updating the company's leadership philosophy. Here are some steps to help you reinvent your leadership team:
Assess Current Performance: Take an objective look at your current leadership team and identify areas for improvement. Consider factors such as communication, collaboration, and decision-making processes.
Define Your Goals: Clearly define what you want to achieve through the reinvention process. Consider your company's mission, goals, and values, and align your leadership team accordingly.
Evaluate Skillsets: Evaluate the skillsets of your current leaders and identify any gaps that need to be filled. Consider bringing in new leaders with diverse backgrounds and perspectives to help drive innovation and growth.
Foster Collaboration: Encourage collaboration and teamwork among your leadership team. Foster open communication, encourage idea sharing, and provide opportunities for cross-functional problem-solving.
Foster a Culture of Learning: Encourage continuous learning and development for your leadership team. Provide opportunities for professional development, coaching, and mentorship to help leaders stay up-to-date with industry trends and best practices.
By taking these steps, you can successfully reinvent your leadership team and drive long-term success for your organization.
Diversity, Equity and Inclusion IIUnconscious Bias and GenDustiBuckner14
Diversity, Equity and Inclusion II
Unconscious Bias and
Gender/Age/Ethnic Stereotypes
1
2
Overview
3
What is unconscious bias?
How to manage the ageing workforce and age diversity in the workplace?
How can we practise inclusive leadership?
Unconscious Bias in Singapore
https://www.youtube.com/watch?v=Zpz5iVhoI7Y
Unconscious Bias
Unconscious biases are:
attitudes beyond our regular perceptions of ourselves and others
reinforced by our environment and experiences
the basis for a great deal of our patterns of behaviour about diversity.
Research is proving that we are biased towards the world around us and use stereotypes all the time. Our brains are wired towards patterns and similarity, while difference is harder to accommodate.
Adapted from Queensland Government
Impacts of Unconscious Bias
Where there is bias (conscious or unconscious) in the workplace, we continue to recruit, promote, allocate work, and manage performance with filters on our thinking. We cannot change what we do not see or acknowledge, but we can change conscious attitudes and beliefs.
Unconscious bias in the workplace can mean:
talented people are left out of your workforce or not allowed equal opportunity for development and career progression
diverse voices aren’t heard in meetings and decisions can be impaired
your culture is not genuinely demonstrating inclusive workplace principles
employees are not able to fully contribute to your organisation
creativity and productivity of your team or organisation may be compromised.
Adapted from Queensland Government
How to Overcome Unconscious Bias
Recruitment and hiring: Increase local outreach (women, minorities, veterans). Ensure a mix of interviewers and have a diverse slate of candidates. Look for bias in job descriptions. Hire talent, not just experience.
Performance reviews: It’s important to consider different cultural styles and match diverse high potentials with an executive sponsor. Ensure performance is measurable where possible.
Retention: Make sure people get credit for their ideas and be careful not to ignore, dismiss, interrupt or talk over other. Build relationships with employees you don’t know much about.
Understand your role as a leader: Make it safe to take risks and empower team members to make decisions. Take advice and implement feedback—listen, talk, discuss and give actionable feedback. Share that credit.
Adapted from http://www.valvemagazine.com/web-only/categories/business-management/9627-managing-unconscious-bias.html?fbclid=IwAR3DiY5jdwfrN8jhfVxx6yKsUnUCoH6pTeSeZpQBIOYGQROkTeQt7K_dRJo
Class Activity One
Read the article “How These 4 Tech Companies Are Tackling Unconscious Bias”: https://www.forbes.com/sites/laurencebradford/2018/09/19/how-these-4-tech-companies-are-tackling-unconscious-bias/
Identify the policies the tech companies are implementing to reduce unconscious bias.
Have you encountered unconscious bias before?
What can individuals do to ...
Leadership Formulation
Formulating Leadership
In today's workforce, there are several ways in which organizations can pursue individual or group talent to represent all it stands for and how it would like to be presented to the workforce. Successfully recruiting people should start with the organization realizing what its purpose is and how it plans to remain relevant along with many other organizations doing the same things. Once recruited and trained, it is important organizations find a means of retaining these individuals who excel in all areas and portray the characteristics of one who can eventually lead the staff in their charge as well as ensure new talent is brought in to keep the organization growing.
Leadership Development
Leadership development is a critical focus area for any organization that needs to be successful. In such a constantly changing business world leadership trends and practices need to keep evolving to adapt to the shifts in the environment (Snyder, 2013). One of the rapidly increasing trends in leadership development is the increased hiring and development of millennial workers into leadership positions. Leadership needs a lot of skills and experience, and as much as an organization may want to put millennial workers into leadership positions, they need to make sure that they are ready. Best practices for increasing the number of millennial leaders in an organization include:
Leadership Training
Organizations need to ensure that they engage their millennial workforce in both internal and external leadership training sessions. Leadership training is necessary for developing leadership skills and competencies in millennial leaders. This works as a mentorship program to enable experienced leaders to pass knowledge and expertise in leadership, they have gained with experience to the millennial. This is helpful since it allows them to gain leadership expertise which positions them to be viable for leadership positions in the organization.
Delegation of Responsibilities
This is a role that is very difficult for most managers in an organization since they fear incompetence. A delegation of roles and responsibilities is, however, crucial in developing millennial leaders since it gives the millennial workers and individuals the chance to show what they can do and a learning opportunity on how to carry out various leader roles. They can learn through feedback and thus gives then the opportunity to develop more skilled and empowered leaders.
Giving the Millennial a Voice inside the Organization
This is a form of engagement whereby they are encouraged to raise their opinions on various issues affecting the organization and in the decision-making process. Giving them a voice helps to develop more value for the employees and it also helps the administration to identify individuals among the millennial employees with the potential of being leaders. This also contributes to expand their skills in communication and ...
! 1Running head LEADERSHIP THEORIESLeadership Theories.docxmayank272369
! 1
Running head: LEADERSHIP THEORIES
Leadership Theories
Dustin Vosburg
MGT321
Mr. Nelson
4/30/18
! 2
LEADERSHIP THEORIES
Introduction
The globalization is faced with rapid changes, organizations are realizing that they need
to adapt to rising the demands of their customers as well as the changing environment.
Organizations can only maintain their relevance and achieve long-term performance together
with the sustainable environment through the adoption of a leadership style that meets the needs
of their fluctuating work conditions. However, many company and business have ignorantly
failed to adapt to their operation cultures. The theory of the transformational leadership provides
the best platform for the emerging needs of organizations and embrace the significance of both
the transactional and transformational form of leadership. There is a range of evidence that
supports the use of transformational leadership as well as its benefits over the unilateral or
autocratic type of leaderships. Transformational leadership has the capacity of motivating others,
inspiring colleagues, creates respect for employees and the management, trust as well as being
loyal to the juniors (Shadraconis, 2013).
Organizations require leaders who are in a position to cope up with the emerging
changes, maintain the culture of the business and offer a competitive advantage.
Transformational leaders can inspire and enhance their followers, rally behind them for a
common task, leading to an improved output, job motivation and performance in an organization.
(Shadraconis, 2013)
Theory of transformational leadership has historical roots with the politicians and
leadership experts like James McGregor Burns. Transformational leadership ignores the
! 3
LEADERSHIP THEORIES
traditional models of inducement transfers and realizes the desired results by inspiring other
members of the group to pursue the personal interests towards a higher collective purpose. The
transformational leadership entails four behavioral aspects: inspirational motivations, individual
considerations, idealized motives as well as intellectual stimulation. Idealized influence refers to
the extent of social identification that leaders build among their team members leading to the
desire to closely relate to him/ her. Whenever the leaders share the risks, cultivate trust and
respect and get involved in the self-sacrifice activities, there will be increased idealized
influenced among the followers. The inspiration element is the level to which the leaders are
capable of motivating and inspiring their colleagues, it can be raised by setting realistic
objectives. Intellectual stimulation is the motivation among the subordinates that is obtained by
discovering new methods of production. The leaders will also be considered to be transformation
if they are able to identify the individual preferences for their subordinates.
! ...
The CEO Report_Oxford Univeristy & Heidrick & StrugglesNiren Thanky
Our unique research initiative brought together two globally renowned institutions with a shared purpose of helping to enhance the practice and positive impact of leadership throughout the world.
The CEOs we interviewed represent every industry and geography, these global leaders have nearly 900 years of CEO experience at companies employing 6 million people, generating nearly $2 trillion in revenue.
‘The CEO Report – Embracing the Paradoxes of Leadership and the Power of Doubt’ was launched in Davos at the World Economic Forum 2015
The CEO Report offers unique insights into how CEOs experience the changing nature of their role and turn their new challenges into opportunities for business and personal growth.
In almost every Asian market, competition is increasing, fuelled by both local and foreign businesses. Skills shortages are a constraint on most firms in the region, and our leaders are now faced with managing three or four generations of workers all with their own unique ways of working and behaving.
This new ebook is explaining organisations and employees how to make the most of the opportunities ahead and tells why managers must be flexible and socially intelligent.
Have You Heard About "Win Win Selection" !Nicole Payne
The importance of viewing the selection and interviewing process as a basic precursor to establishing trust and positive identification with a company's objectives. Using the LIFO Method, it illustrates how shared information between a candidate and company can provide a good first step towards building a mutually rewarding relationship for future OD efforts. Contact us for more info!
Values: The Organization's Cultural BedrockCynthia Scott
By Dennis T. Jaffe and Cynthia D. Scott
Organizations appear to have two kinds of values—hard values about profitability and business success, and softer values about people and relationships. And when push comes to shove, the conventional wisdom is that the soft values are sacrificed to the harder ones. Many people are deeply cynical when they hear about a company’s soft values, because they feel that these values about people are the first to go in times of crisis. However, some leaders feel that the softer values are just as important as the hard ones. If people do not feel that their organization can be trusted, that there are not some core values that their company stands for and is willing to struggle to uphold, then the fabric that ties people to the organization will weaken. When weakened, the willingness of people to put extra effort, to extend themselves, and to help the organization make a difference diminishes. Companies have begun to look to values as the core behind which their people can rally.
Future of work: Self-management, business purpose and employee engagementCoincidencity
The future of work means a lot of things to a lot of people. But maybe, instead of talking about technologies or innovation, the future of work could be about establishing more engaged, humane, soulful, purposeful organisation... if so, how do you get there?
APPLYING ANALYTIC TECHNIQUES TO BUSINESS1APPLYING ANALYTIC T.docxRAHUL126667
APPLYING ANALYTIC TECHNIQUES TO BUSINESS
1
APPLYING ANALYTIC TECHNIQUES TO BUSINESS
2Applying Analytic Techniques to Business
3/16/2020Introduction
Ford Motor is a company that has its original situation in the United States of America. The company has its core business as producing motor vehicles; the company is the Fourth highest producer in the world. The company came to existence in the year 1903, with the present state being one of the companies with a production rate of higher standards compared to its competitors. The company has produced motor vehicles not only in the United States of America but the whole world consisting of diverse brands. Throughout the years, the firm has created different development techniques planned for supporting the general target of keeping up the upper hand in the market. The organization's development is bolstered by different escalated techniques that incorporate market improvement, item advancement, and market entrance. There likewise exist conventional methodologies that steer Ford's business seriousness. Even though there have been a few nonexclusive procedures, cost administration remains the hugest power behind the automaker's prosperity.
Ford’s Operations
The Ford Motor Company has an extensive list of their products and administrations which incorporate autos and substantial business vehicles just as car financing administrations. Their engines include minimal effort vehicles that are created to pull in a more extensive client extend, extravagance autos, trucks, transports, and Motorsport vehicles. Their blend of items and administrations guarantees that the firm can contend well in the vehicle business. Through advancement, the organization has likewise added to a superior situation by creating vehicles that sudden spike in demand for less fuel, hydrogen, and power along these lines empowering the association to acquire clients in recent years.
The firm effectively executes its commitments to its outer clients who buy their vehicles just as its inward clients who comprise of staff in different divisions and who depend on various offices to encourage the smooth progression of their day by day obligations. For the outside clients, the vehicles they buy must satisfy specific guidelines dependent on the details for which they are fabricated. For example, the extravagance vehicles ought to be in a situation to give solace and security dependent on the base market models, simplicity of route, and saving money on fuel utilization. While such principles are structure qualifiers, the firm should endeavor to think of more request champs that recognize their extravagance vehicles from those of contenders. To accomplish this, ford had created a technology that aimed at producing their products with diverse differentiation compared to their competitors.
Ford prior concocted advancements that set their items apart from others. For instance, it built up the EcoBoost suite of advances that decreased the s.
More Related Content
Similar to By Judith H. Katz and Frederick A. MillerFar from incr.docx
Diversity, Equity and Inclusion IIUnconscious Bias and GenDustiBuckner14
Diversity, Equity and Inclusion II
Unconscious Bias and
Gender/Age/Ethnic Stereotypes
1
2
Overview
3
What is unconscious bias?
How to manage the ageing workforce and age diversity in the workplace?
How can we practise inclusive leadership?
Unconscious Bias in Singapore
https://www.youtube.com/watch?v=Zpz5iVhoI7Y
Unconscious Bias
Unconscious biases are:
attitudes beyond our regular perceptions of ourselves and others
reinforced by our environment and experiences
the basis for a great deal of our patterns of behaviour about diversity.
Research is proving that we are biased towards the world around us and use stereotypes all the time. Our brains are wired towards patterns and similarity, while difference is harder to accommodate.
Adapted from Queensland Government
Impacts of Unconscious Bias
Where there is bias (conscious or unconscious) in the workplace, we continue to recruit, promote, allocate work, and manage performance with filters on our thinking. We cannot change what we do not see or acknowledge, but we can change conscious attitudes and beliefs.
Unconscious bias in the workplace can mean:
talented people are left out of your workforce or not allowed equal opportunity for development and career progression
diverse voices aren’t heard in meetings and decisions can be impaired
your culture is not genuinely demonstrating inclusive workplace principles
employees are not able to fully contribute to your organisation
creativity and productivity of your team or organisation may be compromised.
Adapted from Queensland Government
How to Overcome Unconscious Bias
Recruitment and hiring: Increase local outreach (women, minorities, veterans). Ensure a mix of interviewers and have a diverse slate of candidates. Look for bias in job descriptions. Hire talent, not just experience.
Performance reviews: It’s important to consider different cultural styles and match diverse high potentials with an executive sponsor. Ensure performance is measurable where possible.
Retention: Make sure people get credit for their ideas and be careful not to ignore, dismiss, interrupt or talk over other. Build relationships with employees you don’t know much about.
Understand your role as a leader: Make it safe to take risks and empower team members to make decisions. Take advice and implement feedback—listen, talk, discuss and give actionable feedback. Share that credit.
Adapted from http://www.valvemagazine.com/web-only/categories/business-management/9627-managing-unconscious-bias.html?fbclid=IwAR3DiY5jdwfrN8jhfVxx6yKsUnUCoH6pTeSeZpQBIOYGQROkTeQt7K_dRJo
Class Activity One
Read the article “How These 4 Tech Companies Are Tackling Unconscious Bias”: https://www.forbes.com/sites/laurencebradford/2018/09/19/how-these-4-tech-companies-are-tackling-unconscious-bias/
Identify the policies the tech companies are implementing to reduce unconscious bias.
Have you encountered unconscious bias before?
What can individuals do to ...
Leadership Formulation
Formulating Leadership
In today's workforce, there are several ways in which organizations can pursue individual or group talent to represent all it stands for and how it would like to be presented to the workforce. Successfully recruiting people should start with the organization realizing what its purpose is and how it plans to remain relevant along with many other organizations doing the same things. Once recruited and trained, it is important organizations find a means of retaining these individuals who excel in all areas and portray the characteristics of one who can eventually lead the staff in their charge as well as ensure new talent is brought in to keep the organization growing.
Leadership Development
Leadership development is a critical focus area for any organization that needs to be successful. In such a constantly changing business world leadership trends and practices need to keep evolving to adapt to the shifts in the environment (Snyder, 2013). One of the rapidly increasing trends in leadership development is the increased hiring and development of millennial workers into leadership positions. Leadership needs a lot of skills and experience, and as much as an organization may want to put millennial workers into leadership positions, they need to make sure that they are ready. Best practices for increasing the number of millennial leaders in an organization include:
Leadership Training
Organizations need to ensure that they engage their millennial workforce in both internal and external leadership training sessions. Leadership training is necessary for developing leadership skills and competencies in millennial leaders. This works as a mentorship program to enable experienced leaders to pass knowledge and expertise in leadership, they have gained with experience to the millennial. This is helpful since it allows them to gain leadership expertise which positions them to be viable for leadership positions in the organization.
Delegation of Responsibilities
This is a role that is very difficult for most managers in an organization since they fear incompetence. A delegation of roles and responsibilities is, however, crucial in developing millennial leaders since it gives the millennial workers and individuals the chance to show what they can do and a learning opportunity on how to carry out various leader roles. They can learn through feedback and thus gives then the opportunity to develop more skilled and empowered leaders.
Giving the Millennial a Voice inside the Organization
This is a form of engagement whereby they are encouraged to raise their opinions on various issues affecting the organization and in the decision-making process. Giving them a voice helps to develop more value for the employees and it also helps the administration to identify individuals among the millennial employees with the potential of being leaders. This also contributes to expand their skills in communication and ...
! 1Running head LEADERSHIP THEORIESLeadership Theories.docxmayank272369
! 1
Running head: LEADERSHIP THEORIES
Leadership Theories
Dustin Vosburg
MGT321
Mr. Nelson
4/30/18
! 2
LEADERSHIP THEORIES
Introduction
The globalization is faced with rapid changes, organizations are realizing that they need
to adapt to rising the demands of their customers as well as the changing environment.
Organizations can only maintain their relevance and achieve long-term performance together
with the sustainable environment through the adoption of a leadership style that meets the needs
of their fluctuating work conditions. However, many company and business have ignorantly
failed to adapt to their operation cultures. The theory of the transformational leadership provides
the best platform for the emerging needs of organizations and embrace the significance of both
the transactional and transformational form of leadership. There is a range of evidence that
supports the use of transformational leadership as well as its benefits over the unilateral or
autocratic type of leaderships. Transformational leadership has the capacity of motivating others,
inspiring colleagues, creates respect for employees and the management, trust as well as being
loyal to the juniors (Shadraconis, 2013).
Organizations require leaders who are in a position to cope up with the emerging
changes, maintain the culture of the business and offer a competitive advantage.
Transformational leaders can inspire and enhance their followers, rally behind them for a
common task, leading to an improved output, job motivation and performance in an organization.
(Shadraconis, 2013)
Theory of transformational leadership has historical roots with the politicians and
leadership experts like James McGregor Burns. Transformational leadership ignores the
! 3
LEADERSHIP THEORIES
traditional models of inducement transfers and realizes the desired results by inspiring other
members of the group to pursue the personal interests towards a higher collective purpose. The
transformational leadership entails four behavioral aspects: inspirational motivations, individual
considerations, idealized motives as well as intellectual stimulation. Idealized influence refers to
the extent of social identification that leaders build among their team members leading to the
desire to closely relate to him/ her. Whenever the leaders share the risks, cultivate trust and
respect and get involved in the self-sacrifice activities, there will be increased idealized
influenced among the followers. The inspiration element is the level to which the leaders are
capable of motivating and inspiring their colleagues, it can be raised by setting realistic
objectives. Intellectual stimulation is the motivation among the subordinates that is obtained by
discovering new methods of production. The leaders will also be considered to be transformation
if they are able to identify the individual preferences for their subordinates.
! ...
The CEO Report_Oxford Univeristy & Heidrick & StrugglesNiren Thanky
Our unique research initiative brought together two globally renowned institutions with a shared purpose of helping to enhance the practice and positive impact of leadership throughout the world.
The CEOs we interviewed represent every industry and geography, these global leaders have nearly 900 years of CEO experience at companies employing 6 million people, generating nearly $2 trillion in revenue.
‘The CEO Report – Embracing the Paradoxes of Leadership and the Power of Doubt’ was launched in Davos at the World Economic Forum 2015
The CEO Report offers unique insights into how CEOs experience the changing nature of their role and turn their new challenges into opportunities for business and personal growth.
In almost every Asian market, competition is increasing, fuelled by both local and foreign businesses. Skills shortages are a constraint on most firms in the region, and our leaders are now faced with managing three or four generations of workers all with their own unique ways of working and behaving.
This new ebook is explaining organisations and employees how to make the most of the opportunities ahead and tells why managers must be flexible and socially intelligent.
Have You Heard About "Win Win Selection" !Nicole Payne
The importance of viewing the selection and interviewing process as a basic precursor to establishing trust and positive identification with a company's objectives. Using the LIFO Method, it illustrates how shared information between a candidate and company can provide a good first step towards building a mutually rewarding relationship for future OD efforts. Contact us for more info!
Values: The Organization's Cultural BedrockCynthia Scott
By Dennis T. Jaffe and Cynthia D. Scott
Organizations appear to have two kinds of values—hard values about profitability and business success, and softer values about people and relationships. And when push comes to shove, the conventional wisdom is that the soft values are sacrificed to the harder ones. Many people are deeply cynical when they hear about a company’s soft values, because they feel that these values about people are the first to go in times of crisis. However, some leaders feel that the softer values are just as important as the hard ones. If people do not feel that their organization can be trusted, that there are not some core values that their company stands for and is willing to struggle to uphold, then the fabric that ties people to the organization will weaken. When weakened, the willingness of people to put extra effort, to extend themselves, and to help the organization make a difference diminishes. Companies have begun to look to values as the core behind which their people can rally.
Future of work: Self-management, business purpose and employee engagementCoincidencity
The future of work means a lot of things to a lot of people. But maybe, instead of talking about technologies or innovation, the future of work could be about establishing more engaged, humane, soulful, purposeful organisation... if so, how do you get there?
Similar to By Judith H. Katz and Frederick A. MillerFar from incr.docx (20)
APPLYING ANALYTIC TECHNIQUES TO BUSINESS1APPLYING ANALYTIC T.docxRAHUL126667
APPLYING ANALYTIC TECHNIQUES TO BUSINESS
1
APPLYING ANALYTIC TECHNIQUES TO BUSINESS
2Applying Analytic Techniques to Business
3/16/2020Introduction
Ford Motor is a company that has its original situation in the United States of America. The company has its core business as producing motor vehicles; the company is the Fourth highest producer in the world. The company came to existence in the year 1903, with the present state being one of the companies with a production rate of higher standards compared to its competitors. The company has produced motor vehicles not only in the United States of America but the whole world consisting of diverse brands. Throughout the years, the firm has created different development techniques planned for supporting the general target of keeping up the upper hand in the market. The organization's development is bolstered by different escalated techniques that incorporate market improvement, item advancement, and market entrance. There likewise exist conventional methodologies that steer Ford's business seriousness. Even though there have been a few nonexclusive procedures, cost administration remains the hugest power behind the automaker's prosperity.
Ford’s Operations
The Ford Motor Company has an extensive list of their products and administrations which incorporate autos and substantial business vehicles just as car financing administrations. Their engines include minimal effort vehicles that are created to pull in a more extensive client extend, extravagance autos, trucks, transports, and Motorsport vehicles. Their blend of items and administrations guarantees that the firm can contend well in the vehicle business. Through advancement, the organization has likewise added to a superior situation by creating vehicles that sudden spike in demand for less fuel, hydrogen, and power along these lines empowering the association to acquire clients in recent years.
The firm effectively executes its commitments to its outer clients who buy their vehicles just as its inward clients who comprise of staff in different divisions and who depend on various offices to encourage the smooth progression of their day by day obligations. For the outside clients, the vehicles they buy must satisfy specific guidelines dependent on the details for which they are fabricated. For example, the extravagance vehicles ought to be in a situation to give solace and security dependent on the base market models, simplicity of route, and saving money on fuel utilization. While such principles are structure qualifiers, the firm should endeavor to think of more request champs that recognize their extravagance vehicles from those of contenders. To accomplish this, ford had created a technology that aimed at producing their products with diverse differentiation compared to their competitors.
Ford prior concocted advancements that set their items apart from others. For instance, it built up the EcoBoost suite of advances that decreased the s.
Apply the general overview of court structure in the United States (.docxRAHUL126667
Apply the general overview of court structure in the United States (Fig. 1.2) to your local community. (Critical Thinking Question 1)
Constitutional rights of the accused is, of course, a controversial topic. The crime control model, in particular, decries letting the obviously guilty go free on "technicalities," whereas the due process model emphasizes basic rights. What common ground do these two approaches share? Where do they disagree most?
.
Apply the Paramedic Method to the following five selections.docxRAHUL126667
Apply the Paramedic Method to the following five selections
1) As a means of providing scientists with appropriate tertiary data, the conference is intended to serve as a communication medium for everyone involved in the manipulation and dissemination of research findings.
2) The decision by the managers was that the committee for road improvement would cease its activity for the duration of the term.
3) From the beginning, the writing of this research article was marked by reluctance.
4. . If we shadows have offended,
Think but this, and all is mended,
That you have but slumber'd here
While these visions did appear.
And this weak and idle theme,
No more yielding but a dream,
5.. Four score
and seven
years ago
our fathers brought forth, upon this continent, a new nation, conceived in liberty, and dedicated to the proposition that all men are created equal. Now we are engaged in a great civil war, testing whether that nation, or any nation so conceived, and so dedicated, can long endure.
.
Application of Standards of CareDiscuss the standard(s) of c.docxRAHUL126667
Application of Standards of Care
Discuss the standard(s) of care to which the parties will be held in this case scenario. How will the standards of care and your state’s Nurse Practice Act be applied in the courts if the case is sued?
Case Scenario
SK, age 61, went to the hospital with what she thought was a bad cold, and was admitted with a diagnosis of pneumonia. Following admission, she became increasingly feverish and short of breath, but her family’s calls for help went unanswered. In fact, her daughter was unable to find anyone when she went to the nurses’ station looking for help. The patient eventually stopped breathing, and someone finally responded to the family’s desperate and frantic calls for help. SK was successfully resuscitated, but sustained brain damage due to oxygen deprivation. She was left unable to walk, talk, or care for herself.
Because of nurse understaffing in the hospital, her assigned RN had not assessed her often enough and did not monitor her oxygen level. There were 41 other patients on this unit. Although the hospital’s own staffing standards called for five registered nurses and two licensed practical nurses to staff this unit, only three registered nurses were on duty. Records for the unit in question indicated that the hospital failed to meet its own staffing standards for 51 out of 59 days before this incident.
.
Application of the Nursing Process to Deliver Culturally Compe.docxRAHUL126667
Application of the Nursing Process to Deliver Culturally Competent Care.
Research the literature for an appropriate professional article that discusses the health care needs of your selected cultural group.
It should include 5-7 pages within the body of the paper with 3-5 references (at least two articles/book references).
Papers must follow
APA format
7th edition format, and include a title page, citations, and reference pages.
View the
APA Sample Template
APA Sample Template - Alternative Formats
.
Submit the paper in the drop box provided in Blackboard.
View
Formal Paper Rubric
for grading criteria.
Need help with Blackboard?
Review the
Submitting Assignments tutorial
.
Formal Paper Resources
Formal Paper Resources
Formal Paper Resources
Below are helpful resources to assist you with completing the Formal Paper.Click on each link to view.
Dreams from Endangered Culture
- With stunning photos and stories, National Geographic Explorer Wade Davis celebrates the extraordinary diversity of the world's indigenous cultures, which are disappearing from the planet at an alarming rate.
Photos of Endangered Cultures
- Photographer Phil Borges shows rarely seen images of people from the mountains of Dharamsala, India, and the jungles of the Ecuadorean Amazon. In documenting these endangered cultures, he intends to help preserve them.
The Danger of a Single Story
- Our lives, our cultures, are composed of many overlapping stories. Novelist Chimamanda Adichie tells the story of how she found her authentic cultural voice — and warns that if we hear only a single story about another person or country, we risk a critical misunderstanding.
Theories & Models
Cultural Competence Project
Giger and Davidhizar
Giger and Davidhizar - Alternative Formats
Madeleine M.
Leninger
- Transcultural Nursing Culture Care Theory
Resource Library
You can also revisit
U.S. Department of Health & Human Services
- Office of Minority Health
Log in and c lick on the
ToolKit - Resource Library
tab
The Resource Library has many useful descriptions and examples of models to use for your Formal Paper.
*NOTE:
Wikipedia is not a source to be used in any of the generated work; using it will result in a “zero” for the assignmen
.
Application Ware House-Application DesignAppointyAppoi.docxRAHUL126667
Application Ware House-Application Design
Appointy
Appointy allows users grow and manage their business in one and easy to use user interface.
The software helps users schedule online customers daily anywhere and at anytime,
Improve productivity and it enables business manage their staff in multiple locations.
Appointy helps organizations attract more customers through online marketing channels such as facebook and twitter.
Advantages of Saas
Accessibility SaaS can run on any OS regardless of its Mac OS, Blackberry Tablet Os,
Cost reduction and quick commissioning; due to the amount of money saved, there are no initial licensing costs.
Scalability; It is not necessary for an organization to purchase more service space or software licenses.
Updates; Saas providers update software and hardware and this has saved on time and workload for the consumer.
Saas is easily accessible and can run on any operating system regardless of its Mac OS. Besides, it is highly accessible and a user only requires an internet browser to begin their operations.
Saas providers update their software and hardware which saves on time and workload fro the consumer. The software is centrally on the server and new functions and update are implemented more frequently and efficiently.
Saas software is associated with cost reduction and quick comissioning,one of the major benefits o using Saas is the amount of money that culd be potentially saved.
3
Disadvantages of Saas
Data security risks; businesses are required to keep their information private as the provider is the one storing the company data.
Termination of service; Businesses can lose their data and files if the provider terminates their services for reasons such as lawsuits and bankruptcy.
Performance challenges; Software on local machines may run faster compared to Saas being hosted in a remote data centre.
Limited Applications; Saas relies on multiple software solutions.
Saas is associated with limited applications, a number of business that use SaaS grow daily and there are software applications that do not offer a hosted platform, the company will have to be hosted on site especially if it relies on multiple software sources.
Software in local machines are likely to run at a faster speed when compared to Saas that is hosted inn remote data centre.
Organizations are likely to face data security risks since data is stored by a provider.
4
Advantages of An in-house customized software
Users of the program will find the custom-made program more friendly.
The organization is provided with a greater control, which is crucial if the business ha some specific needs that an average commercial product can fulfill.
It also makes the interface more easy to use and provides easy accessibility to knowledgeable support.
The organization is likely obtain support from individual who have developed the software at hand.
customized software is more efficient,as it can cover every aspect of the business without the.
Application of the Belmont PrinciplesFirst, identify your .docxRAHUL126667
Application of the Belmont Principles
First, identify your research topic, including the key concepts you hope to investigate, any relationship you will look for between or among them—if anticipating a quantitative study—and who you anticipate as the target population.
RESEARCH TOPIC: Application of The Cognitive Psychology in Mental Illness or Trauma
Then, briefly identify how you would apply the three Belmont principles (beneficence, justice, and respect for persons) when you conduct your study.
Your post will be assessed based on the following:
· A thorough and high-quality post will apply one or more of the Belmont principles to all of the following elements of a research design:
o How one samples and recruits participants.
o How one collects data from those participants.
o How one manages, organizes, and conducts analyses of the data.
o How one reports the findings.
· An acceptable but lower quality post will apply at least one of the Belmont Principles to at least two of the design elements.
· A low-quality post will apply a Belmont principle to only one design element.
· An unacceptable post will not apply any Belmont principles to any design elements.
.
APPLE is only one of the multiple companies that have approved and d.docxRAHUL126667
APPLE is only one of the multiple companies that have approved and declared a stock split, the most recent one on a 4-for-1 basis last August 28, 2020. Analyze and explain:
(i) What is a stock split;
(ii) Why do you think that APPLE has approved this stock split decision;
(iii) How has that the stock split affected APPLE’s stocks’ value;
(iv) What is the APPLE’s current dividend payout ratio;
(v) How do you think that the APPLE’s dividend payout ratio may affect to the stocks’ value.
This exercise assesses the following learning outcomes:
(i) the evaluation of the dividend payout ratio,
(ii) the trade-off between paying dividends and retaining the profits within the company,
(iii) the purpose and procedure related to stock repurchases, and
(iv) the evaluation and advice on a firm going from private to a public company.
.
Appliance Warehouse Service Plan.The discussion focuses on the.docxRAHUL126667
Appliance Warehouse Service Plan.
The discussion focuses on the appliance Warehouse Service Plan that is made up of the testing plan, an implementation plan and the training plan for the sake of the bettering of services in a warehouse. The testing plan is meant to manage the systems through QA standards meeting the needs of the customers. The implementation plan elaborates and indicates whether one should use parallel, direct, phased, or pilot changeover strategies. The training plan, on the other hand, indicates what a training plan would include for affected employees, such as appointment setters, technicians, management, and the parts department.
Testing Plan
The main reason for the testing plan is to validate and verify the information from the main source or the end to end target warehouse. The two major testing plans for include program testing and acceptance testing (Lewis, 2017). The plan should verify the following, the business required documents, ETL design for the documents, sources to target on the mapping process and the data model for the source and the target schemas. The documents that are considered are meant for the ETL development process in the testing plan. The testing plan is meant further for the supervisors or the quality analysis team to confirm that the work is concerning the objective of the organization. The process of testing might also include the configuration management system and the data quality validation and verification process.
Implementation Plan
The plan for the implementation of the systems is the same as the process that is considered during the development process of the entire system to meet the goals of the organization. The steps to consider for the whole plan of the implementation include the analysis and the enhancement requests, the writing of very simplified and new programs, restructuring of the database, analysis of the program library and its cost, and the reengineering of the test program. The first phase parallels the analysis phase as the parallel strategy is considered for the entire process, which entails the analysis phase of the SDLC. The steps two to four process entails the combining and the construction activities that are done on a new system majorly on a small scale. The last step is meant to parallel the testing that is commonly done during the implementation process. The testing process ensures that the process is free of risk as a quality assurance process (Liang & Hui, 2016).
Training Plan
The training plan should be made up of a training matrix in which it will guide them to know who needs the training what they need from the training and why they want the training not forgetting when they need the training(Kwak,2016). The matrix will allow for the planning and the preparation for the training avoiding scrambling when the due date for the training comes around. The requirements are automatically updated when the employees get done with the first training before transferri.
Applicants must submit a 500 essay describing how current or future .docxRAHUL126667
Applicants must submit a 500 essay describing how current or future technologies may be used to enhance academic learning and/or stimulate student engagement in the online classroom. Essay should include a description of the technology, implementation and perceived benefits.
.
Apple Inc., Microsoft Corp., Berkshire Hathaway, and Facebook ha.docxRAHUL126667
Apple Inc., Microsoft Corp., Berkshire Hathaway, and Facebook have all been identified as companies that have accumulated substantial sums of cash. For this discussion:
Select one of these companies and review their latest Balance Sheet and Statement of Cash Flows.
Suggest at least two (2) advantages and two (2) disadvantages of companies accumulating cash hoards.
Provide a rationale for your suggestion.
.
Appcelerator Titanium was released in December 2008, and has been st.docxRAHUL126667
Appcelerator Titanium was released in December 2008, and has been steadily growing in functionality since its release. Starting with its Titanium Developer product, Appcelerator provides a single-point interface to run applications. Titanium Studio is a full-featured IDE which provides a single place to handle all steps of the development environment including a debugging solution. Titanium is not a magic bullet; however, it does include a solid framework for developing a single codebase to deploy to multiple platforms. In addition, it allows developers to use a language they are more familiar with to create apps in a domain outside of their knowledge.
What are some advantages to using Appcelerator Titanium?
Though Appcelerator is reasonably priced, why do some mobile app developers feel that the bugs don’t make it worth the effort?.
How is Appcelerator different from other mobile application developers?
- apa
- 2 pages
- zero plagiarism
.
APA Style300 words per topic2 peer reviewed resources per to.docxRAHUL126667
APA Style
300 words per topic
2 peer reviewed resources per topic
Topic 1: Communicating Research
What are some possible ways you can communicate your research findings?
Topic 2: Considering the Audience
What do you need to consider when communicating to different audiences?
.
Ape and Human Cognition What’s theDifferenceMichael To.docxRAHUL126667
Ape and Human Cognition: What’s the
Difference?
Michael Tomasello and Esther Herrmann
Max Planck Institute for Evolutionary Anthropology, Leipzig, Germany
Abstract
Humans share the vast majority of their cognitive skills with other great apes. In addition, however, humans have also evolved a
unique suite of cognitive skills and motivations—collectively referred to as shared intentionality—for living collaboratively,
learning socially, and exchanging information in cultural groups.
Keywords
apes, culture, cognition, evolution, cooperation
Surely one of the deepest and most important questions in all of
the psychological sciences is how human cognition is similar to
and different from that of other primates. The main datum is this:
Humans seemingly engage in all kinds of cognitive activities that
their nearest primate relatives do not, but at the same time there is
great variability among different cultural groups. All groups have
complex technologies but of very different types; all groups use
linguistic and other symbols but in quite different ways; all
groups have complex social institutions but very different ones.
What this suggests is that human cognition is in some way bound
up with human culture. Here we argue that this is indeed the case,
and we then try to explain this fact evolutionarily.
Similarities in Ape and Human Cognition
The five great ape species (orangutans, gorillas, chimpanzees,
bonobos, humans) share a common ancestor from about 15 mil-
lion years ago, with the last three sharing a common ancestor
from about 6 million years ago (see Fig. 1 for a picture of chim-
panzees). Since great apes are so closely related to one another
evolutionarily, it is natural that they share many perceptual,
behavioral, and cognitive skills.
Great ape cognitive worlds
Many different studies suggest that nonhuman great apes (here-
after great apes) understand the physical world in basically the
same way as humans. Like humans, apes live most basically in
a world of permanent objects (and categories and quantities of
objects) existing in a mentally represented space. Moreover,
they understand much about various kinds of events in the
world and how these events relate to one another causally (see
Tomasello & Call, 1997, for a review). Apes’ and other
primates’ cognitive skills for dealing with the physical world
almost certainly evolved in the context of foraging for food.
As compared with other mammals, primates may face special
challenges in locating their daily fare, since ripe fruits are pat-
chy resources that are irregularly distributed in space and time.
Other studies suggest that great apes understand their social
worlds in basically the same way as humans as well. Like
humans, apes live in a world of identifiable individuals with
whom they form various kinds of social relationships—for
example, in terms of dominance and ‘‘friendship’’—and they
recognize the third-party social relationships that.
Apply what you have learned about Health Promotion and Disease P.docxRAHUL126667
Apply what you have learned about Health Promotion and Disease Prevention, and demonstrate the ability to develop a holistic plan of care, incorporating Telehealth and defining assessment and intervention of specific population incorporating unique attributes of populations for health promotion, wellness preservation, and maintenance of function across the health-illness continuum.
Develop a case study and a plan of care, incorporating current mobile App technology:
Select a population. Define your population by gender, age, ethnicity, socioeconomic status, spiritual need, and healthcare need. Apply concepts learned in course to identify healthcare needs specific to the population and access to care (Utilize your textbook Chapters 1-25, and identified Websites). Also use at least two references within the five years.
Develop a case study for a patient in your chosen population.
Define a provider level of care that includes telehealth, alternative therapies, and mobile App technology discussed in this class. Describe how telehealth could impact the care delivery of this patient.
Hint: Concise, condensed information, with specifics and details about population and unique needs with a plan for meeting these needs should be considered. Incorporate the content you have learned in this course.
.
APA formatCite there peer-reviewed, scholarly references300 .docxRAHUL126667
APA format
Cite there peer-reviewed, scholarly references
300 - 350 words
Write a negative construct on the usefulness of decision making, leadership effectiveness, and employee morale challenges as they impact organizational change.
***Introduction and conclusion not needed***
.
APA formatCite 2 peer-reviewed reference175-265 word count.docxRAHUL126667
APA format
Cite 2 peer-reviewed reference
175-265 word count
Read
and
respond
to the following discussion posts. Be constructive and professional with your thoughts, feedback suggestions or question(s).
Respond to the following:
Crystal Irwin
12:13 PM
Hello Ms. Chimera & Class,
Everyone has different strengths and weaknesses when it comes to academics and the professional world. Thanks to my experience as a financial ops generalist, I have gained great communication skills. I am responsible for contacting vendors to address or fix any issues we may have with the service or product. I have also completed training on effective communication at my current job. This training was helpful being that I have to regularly speak with offenders family members as well. Another one of my strengths is that I am very reliable. My previous supervisor would always assign me extra duties when she had a deadline to meet because she knew that I would make sure it was done by the deadline. An academic weakness that I have is writing papers, I tend to procrastinate when it comes to having to write them. I have found that the writing center is very helpful. The university's library is helpful when having to do research. I have used the citation generator numerous times in the past to help with citations. If you have trouble with citations, this is a good resource or tool to use.
.
APA formatCite at least 1 referenceWrite a 175- to 265-w.docxRAHUL126667
APA format
Cite at least 1 reference
Write
a 175- to 265-word response to the following:
How does employee motivation impact organizational behavior? Provide details.
What do you believe has the biggest impact on employee motivation? Why?
.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
MARUTI SUZUKI- A Successful Joint Venture in India.pptx
By Judith H. Katz and Frederick A. MillerFar from incr.docx
1. By Judith H. Katz and
Frederick A. Miller
“Far from incremental change in leadership approaches, the new
marketplace requires an entirely new
paradigm: nothing less than admitting that the concept of the
all-knowing, all- powerful leader is obsolete
and that our entire image of leadership itself must change.
While some teams and organizations have
made this shift, many have not—at a great cost to both the
organizations and their people.”
Leaders Getting Different
Collaboration, the New Inclusive Workplace, and OD’s Role
There is a leadership change in the air;
an urgency, not only for organizations to
be different, but for “titled” leaders to be
different: to join people, to connect work
to the organization’s purpose, to inspire, to
move away from silos and toward a flow of
ideas and information across the work-
place, to create a sense of safety so that peo-
ple can bring their best selves to work—all
to foster an inclusive workplace in which
collaboration can flourish. This urgency
stems from a variety of trends. Consumers
are demanding more. Markets are moving
faster and growing more complex. Millen-
nials are demanding a new workplace.
This means that the “adapt or fail”
2. tipping point for organizations, long
rumored, is here with a vengeance
(Devereaux, 2004; Laloux, 2014; Stack,
2014). Far from incremental change in
leadership approaches, the new market-
place requires an entirely new paradigm:
nothing less than admitting that the
concept of the all-knowing, all- powerful
leader is obsolete and that our entire image
of leadership itself must change. While
some teams and organizations have made
this shift, many have not—at a great cost
to both the organizations and their people.
This article examines the convergence of
trends, describes several keys to the new
leadership paradigm, and explores the
role that OD practitioners need to play in
supporting leadership for a collaborative,
inclusive workplace.
A Convergence of Trends
Many elements of the traditional organi-
zation and leadership model have come
under scrutiny in recent years:
» Leaders know best (or leaders as
all-knowing).
» Leaders as “super doers” who were
promoted from individual contributor
roles to managerial ranks, not because
of their skill with people but because of
their technical ability.
» Leaders as “fixers” who provide answers
3. and solutions to every problem under
their purview.
» Leaders seeing it as their role to accept
the status quo and not challenge the
opinions or ideas of their leaders.
» People of the organization seen as
hands and feet: filling specific roles in
the organization, required to “just do
their job” and “do as they are told.”
This model has been giving way to a
greater emphasis on collaboration—and
an inclusive workplace as the ideal envi-
ronment for fostering that collaboration
(Baker, 2014). We have now reached
the point where the inclusive workplace
is a must for organizations (Katz &
Miller, 2012).
More specifically, these trends include:
The (accelerating) need for speed. Global
interconnectedness, accelerating break-
throughs in technology, and the always-on
workplace have made higher performance
at increasing speed a matter of survival.
40 OD PRACTITIONER Vol. 46 No. 3 2014
Faced with a worldwide and intensely com-
petitive field, highly successful organiza-
tions must get better faster. Some of them,
4. like Amazon, are aiming for delivery in
hours versus days. Increasingly sophisti-
cated consumers are demanding substan-
tial improvements (and often increased
speed to market) in each new release or
product version.
No one leader, or even group of lead-
ers, can possibly keep up with the extent
and speed of change today. The future of
every organization—not to mention its
competitive advantage—requires the kind
of 360-degree vision of the market that
only collaboration throughout an organiza-
tion can provide.
The new skill sets and millennial mind-
sets. Increasingly, people are coming to
the workforce not just with the technical
skills required by organizations, but with
advanced skills in teamwork and collabora-
tion. Many undergraduate and graduate
programs include collaboration as a corner-
stone of their educational experience. Hav-
ing learned this work style, people expect
workplaces to function the same way—and
they will not work for organizations that
discourage collaboration or a high level of
team interaction.
For millennials in particular, this
“education in collaboration” parallels their
life experience. Millennials have been
connected—to the Internet, to the world,
to one another—from the beginning, so
5. they understand and are drawn to work-
ing in teams, and to engaging with people
whether they are in another cubicle or
another country. They include others as a
matter of course, much more so than their
predecessors did.
Other millennial characteristics also
call for an inclusive workplace. Millenni-
als insist on meaningful work and are not
willing to wait years in a role to advance
and grow. Long-term loyalty to a single
employer is not often in their vocabulary.
They want to decide how they accomplish
their work. They want to understand how
their work connects with the mission,
vision, and strategy of the organization. Of
course, millennials are not the only people
in the workplace who exhibit these traits,
so adapting the workplace to their needs
will make it better for everyone in the
organization.
Seven FROM>TO Challenges for
Today’s Leaders and Organizations
In our work with organizations, we (along
with our clients) have identified several
FROM>TOs that are requiring leaders to
shift from the mindsets and behaviors of
more traditional, hierarchical organizations
to the more inclusive, collaborative style of
leadership needed for today’s and tomor-
row’s organization. Below we describe
those FROM>TOs and how leaders must
“get different” in response to them.
6. 1. FROM A judging mode
> TO A joining mode
All too often, people approach one another
in a judging mode. They may engage with
caution and defensiveness; they may be
wary of new people or people unknown to
them and expect them to prove themselves
in order to earn trust and support. They
might be reluctant to share information
or partner with others for the common
good, whether a team member, or another
function or department. This judging
mode creates distance and erects barri-
ers, which slows individuals, teams, and
organizations down and prevents effective
collaboration.
In joining, by contrast (Katz & Miller,
2013), people approach others as allies: they
support and give each other the benefit of
the doubt. They begin with the assumption
that each individual has a perspective with
value. People who engage from a joining
mode seek out areas of agreement and find
ways to partner and link to others. Joining,
in short, is the foundation of enhanced
interactions and an important first step in
fostering collaboration.
Note the essential difference between
judging people and assessing their per-
formance or ideas (a key difference in
the need to hold people accountable, as
mentioned below). Leaders should assess
7. the value of ideas and the performance of
individuals. The question becomes, how
do we engage with the other person during
and after such an assessment? Do we place
blame? Just reinforce what is wrong? Or do
we share ideas of how to address the situa-
tion as allies?
For leaders to be different, they must
see themselves as partnering with their
peers and team members—joining in
ways that enable growth and development.
Leaders who join are transparent with
information, link the work of their units
with the organizational strategy, trust in the
skills of the people who report to them, and
inspire others to a vision of shared success
and purpose that allows collaboration to
take place.
2. FROM Leaders “taking care of people,”
reluctant to give feedback or hold
people accountable > TO Leaders
caring about people and holding
them accountable
Many leaders feel uncomfortable leaning
into the discomfort (Katz & Miller, 2013) of
honest conversations about performance.
As a result, they and their organiza-
tions go to great lengths to avoid holding
people accountable. Rather than address
underperformance directly, organizations
reorganize people out of positions. In
relationship-based organizations, leaders
often rate performers as “meeting expecta-
9. name of achieving organizational goals.
For leaders to be different, they must
learn to lean into discomfort, create a safe
environment for people to do their best
work, and hold them accountable. They
must learn to share feedback in a join-
ing way so that it enables growth; and to
be willing to have the hard conversations
as needed.
3. FROM Leaders fostering an environ-
ment of competition > TO Leaders
co-creating a workplace where
colleagues join one another as
partners
Competition among organizations is a real-
ity, but many organizations have created
competition within themselves as well.
People with this mindset treat the work-
place as a zero-sum game: “For me to win,
you have to lose.” In the resulting effort
to compete, people hoard information,
fiercely protect resources, or build alliances
against those they see as internal competi-
tors. The frequent downsizings and budget
constraints of the past 30 years have, in the
minds of many, provided ample justifica-
tion for behaving in this way.
Unfortunately, this internal strife
draws energy and resources away from
the pursuit of the organization’s mission,
vision, and strategies. It also leaves people
10. not feeling safe enough to contribute and
do their best work. In contrast, one of the
most inclusive—and effective—things that
leaders can do is to ensure that people have
meaningful work for a shared purpose. In
working for the common good and shared
success, people align their work and their
team’s work with the strategy of the organi-
zation. As they collaborate toward common
good, they establish higher-performing pat-
terns of interacting, enhancing individual,
team, and organizational results. They
give each other supportive energy. The
emphasis moves away from competition
and toward partnership. People work for
the good of the organization as a whole, not
just their business unit, their department,
their team, or themselves.
For leaders to be different, they must
create safety for team members: people
must feel safe inside the organization amid
the uncertainty they face in the outside
world. Leaders need to join their colleagues
and peers to identify priorities—the “com-
mon good and shared success” toward
which they are all driving. They need to
foster an environment that does not create
competition among their team members,
but instead enhances collaboration and
partnership. Today’s leaders need to be
asking their team members, “Whom did
you involve to make this decision?” “What
other departments did you engage to get
a 360-degree view?” And, more funda-
11. mentally, “What do you need to feel safe
to say what you need to say and do your
best work?”
4. FROM Keep problems hidden > TO
Make problems visible and solve them
at their root cause
The norm in many organizations has been
not to raise issues and not to speak up. All
too often, the person who identifies the
problem is tasked with solving it, blamed
for the problem, or even scapegoated
for bringing it up. In addition, because
organizations are not “looking out for
people” as they did many years ago, people
are spending more and more time look-
ing for ways to protect themselves. As a
result, people (including leaders) gloss
over issues or look for quiet, stop-gap fixes,
and performance becomes secondary to
self-preservation.
A variant of this practice is equally
wasteful: raising problems and then
applying a quick fix, assuming that the
only problem safe enough to raise is one
for which a solution has already been
found. Either way, hidden problems exert
a serious drain on the organization’s
performance.
In the TO state, people recognize that
making problems visible is critical for suc-
cess and that, once raised, problems should
be known to all who can be part of the
12. solution. With this shift in mindset, people
move from hasty, “Band-Aid” fixes to ana-
lyzing root cause, from crisis management
and “fighting fires” to collaboration that
solves the underlying problem. The deeper
solutions that arise from such collaboration
are far more effective and help move the
organization to higher performance.
Leaders need to join their colleagues and peers to identify
priorities—the “common good and shared success” toward
which they are all driving. They need to foster an environment
that does not create competition among their team members,
but instead enhances collaboration and partnership. Today’s
leaders need to be asking their team members, “Whom did
you involve to make this decision?” “What other departments
did you engage to get a 360-degree view?” And, more funda-
mentally, “What do you need to feel safe to say what you need
to say and do your best work?”
OD PRACTITIONER Vol. 46 No. 3 201442
For leaders to be different, they must
reward individuals and teams that bring
up issues rather than “kill the messen-
ger.” And rather than accepting super-
ficial fixes, they must expect and support
the discipline of getting to root cause so
that problems are solved once and for all.
This also means leaders need to ask and
ensure that the right people are involved to
get a 360-degree view of the problem and
its solution.
13. 5. FROM Leaders follow orders > TO
Leaders have the courage to do what is
right and challenge the status quo
By definition, leaders have the opportu-
nity to influence the biggest issues of the
organization: mission, vision, strategy,
objectives. Yet too often, they do not feel
safe enough to speak up on these issues,
particularly when they perceive that “the
boss” does not want to hear their street
corner (Katz & Miller, 2013). When leaders
themselves do not feel safe, they follow
their leaders’ direction without question,
afraid to risk speaking up or exercising
thought leadership.
For leaders to be different, they must
see their number one responsibility as
having the courage to step out and chal-
lenge current practices and approaches that
are not enabling the organization and its
people to do their best work, even when it
might upset senior executives. They rec-
ognize their job is to lean into discomfort,
to lead, to act, to be willing to look to the
horizon, to try new things and constantly
experiment, and to have the courage to
question the status quo.
6. FROM Leader is all knowing, in control
> TO Leader as a guide, coach, and
teacher
Having a single leader in control—a
cornerstone of the traditional leadership
14. model—might have made sense when
the world operated closer to steady state.
Leaders had been thoroughly trained to
understand and succeed in the environ-
ment in which they operated; that envi-
ronment changed little from year to year,
and unknown variables were few. A small
group of senior leaders could easily direct
operations without much leadership assis-
tance from other levels.
We are not in steady state anymore.
The sheer size of many organizations
today, together with the massive trends
mentioned above, has made it necessary for
leaders to relinquish many aspects of their
previous all-knowing, all-powerful role.
The variety of challenges and opportunities
facing an organization requires that many
more minds are focused on them than just
those in senior leadership. Indeed, few of
these issues truly require attention at the
senior-most levels of the organization at
all. In addition, many people in organiza-
tions need “touch” from the leaders: to be
acknowledged, to be communicated with
(individually and as part of a group), and to
know they can interact with the leaders of
the organization. Senior leaders cannot do
all of that; they need others to partner with
them in giving this level of leadership to
the organization.
As a result of all this, leader mindsets
and behaviors need to change accordingly.
15. Today’s leaders must be more responsible
for coaching, mentoring, and developing
people; convening the right people to do
the right work at the right time; and, giv-
ing energy back. Leaders, in short, are not
so much in control of teams and individu-
als as they are accountable for the creation,
development, and growth of a collaborative
environment where all people can do their
best work.
For leaders to be different, they must
give up control—or, rather, admit they no
longer have control—and create the collab-
orative environment necessary for people
to achieve organizational goals. Rather than
see themselves as having all the answers,
leaders need to invite people to share ideas.
The foundation for this is the mindset that
“none of us is as smart as all of us,” which
means that even leaders must be learners.
In such an environment, the leader’s role
becomes one of facilitator and nurturer,
enabling others to grow.
7. FROM Go faster to go faster > TO Slow
down to go faster—build speed through
interaction and developing trust
In the relentless quest for better, smarter,
cheaper, faster that epitomizes today’s
hypercompetitive market, we run into
problems when warp speed becomes
Figure 2. Conditions for Speed
17. when trust is in place, there is no need
to negotiate each step of an interaction
because you trust that your partners will
join you, share information, and do what
they say they will do.
For leaders to be different, they must
practice slowing down to speed up—and
teach their teams how to do so as well.
They need to set a new expectation that the
fastest approach is not always the best, and
that a high-performing team is able to use
a range of approaches and styles.
What This Looks Like
Perhaps the contrast between traditional
leadership and inclusive, collaborative lead-
ership can be best highlighted in one of the
most common (and derided) features of
any organization: the meeting. In a col-
laborative workplace, a leader’s meeting
with the most senior executives may look
like this:
When I get to the meeting a few min-
utes early, everyone seems relaxed—a
far cry from c-level meetings I have
known in the past. The CEO calls us
to order and people start reporting
on their teams. As Mark updates us
about his division (which is only dis-
tantly related to mine), I suddenly hit
upon a way we might collaborate on
an opportunity he’s facing, and I offer
18. my team as a resource. Others do
the same. Next, Susan brings up an
ongoing problem with her production
line, and we all listen intently, ask-
ing questions and helping her think
through solutions.
At one point the CEO (who
doesn’t say a lot at these meetings,
but rather encourages us to share our
street corners) puts forth an idea. I
see a potential flaw in it, so I speak
up—and she gives me positive feed-
back and some great ideas to enhance
our approach. That is standard for her,
but today it strikes me how different
she is from my previous CEOs. These
meetings are so productive because
she has clearly defined our direction
but joins us as peers, as colleagues,
and has made it clear we can contrib-
ute anything, at any time.
Our protagonist has created a similar
environment for his own team, whose
meeting displays many of the same
collaborative elements:
It’s been a while since we have “taken
the pulse of our team” so I have called
this meeting to slow down and see
where we are. As it turns out, we have
a lot to talk about.
Clarice has discovered a potential
opportunity for us in a new market.
19. The high level of risk jumps out at
me, but I hold back until the team
members share their thoughts. As
usual, their ideas help shape the
opportunity in a way I never could
have imagined—a way that makes
it much more doable for us. I am
delighted to tell Clarice to move for-
ward with it.
Others make their reports. Bill
shares his challenges with a dif-
ficult member of his team, and we
brainstorm ideas to help him. Along
the same lines, Ali raises a sensi-
tive issue that has been going on for
about six months; at first the issues
are unclear, but during the discussion
they become clearer, and we offer
experiences from our own teams. I am
impressed with how readily our team
members come to one another’s aid.
After the meeting, I pull Ali
aside and privately suggest that next
time he raise sensitive issues like this
earlier, so he can achieve a solution
earlier. I also give him energy back for
raising the issue now.
Clearly, this leader and those around him
have become adept at many of the TOs
described in this article: making problems
visible, treating colleagues as partners,
slowing down to speed up, collaborating
20. across silos. More fundamentally, however,
the leaders involved have made this pos-
sible by creating a different sort of environ-
ment: joining (rather than judging) their
peers and colleagues and creating a sense
of safety in which to speak up.
The Role of OD in
“Leaders Getting Different”
How can we, as OD practitioners, support
leaders as they seek to “get different” in
this way? We must:
1. Identify what is getting in the way of the
organization exceeding its goals. Senior
executive and organization mindshare
needs to be focused on change efforts that
will have significant payoff in the delivery
of services and the bottom line. We as
practitioners need to identify an organi-
zation change that will have that kind of
impact. The reason is simple: amid all the
issues vying for leaders’ attention, they
must hear a clear and compelling reason
to initiate such a fundamental change in
both their own lives and their organiza-
tions. As part of this case, we need to
specifically identify the TO state, describe
the new FROM>TOs, and delineate the
role of leaders in leading and managing
the change.
2. Assist leaders to lean into the discom-
fort of change. Leaning into discomfort is
important for facing any change, and the
21. shift to collaborative leadership is a signifi-
cant change, to say the least: in many cases,
we are asking leaders to adopt an entirely
OD PRACTITIONER Vol. 46 No. 3 201444
new way of being in their organizations—
to be more vulnerable and self-aware. In
some respects, this way of being is antithet-
ical to the traditional model of leadership.
Adopting it, then, will require a deliberate
choice on the part of leaders to embrace the
change and guide others through their own
discomfort.
3. Support leaders as they practice the new
mindsets and behaviors. This includes
positive reinforcement for the desired
behaviors and suggestions for improve-
ment when leaders exhibit counterpro-
ductive behaviors. As part of this, we can
help leaders stop giving answers and start
asking themselves who the right people
are to have the conversation about any
given issue.
4. Collaborate with leaders to change mind-
sets about leadership. Part of our role is to
get people throughout organizations to ask
two questions: “What does the organiza-
tion need from leaders to be its best?” and
“How do people need to interact with each
other to achieve the best individual and
team results?” By asking the questions,
22. really listening to the answers, and working
toward the TO states in this article, orga-
nizations can support a more collaborative
environment at every level.
5. Facilitate changes in performance
management. Leaders are more likely to
get different and make the TO states the
norm when they are rewarded for doing so.
That makes it critical to revise performance
evaluation and reward/incentive systems
to reinforce teamwork and collaboration
rather than individual contributions.
6. Assist leaders as they support their
teams through the change. During the
change effort, leaders will need to welcome
other people’s street corners, listen to their
concerns, give them reasons to perse-
vere and to join, celebrate even the small
signs of progress, and communicate the
change and its elements continually—all
while engaging the change themselves.
An OD practitioner who is willing to join
them in this effort will be invaluable to
their success.
All of Us Getting Different
The world of organizations is asking much
of people: nothing less than to get different.
The most successful leaders will foster the
environment for this to happen—joining
their colleagues and peers, viewing them
as partners, holding people accountable,
making problems visible, slowing down to
23. go faster, challenging the status quo where
necessary, and, most important, creating
the work environment where all people feel
safe enough to do their best work. As OD
practitioners, we can be powerful partners
to help leaders lead the way—differently!
Because no one of us is as smart as
all of us, we would welcome your input on
the FROM>TOs you see as necessary in
this massive paradigm shift. Please feel
free to engage us by sending your ideas to
[email protected]
References
Baker, M. (2014). Peer to peer leadership:
Why the network is the leader. San Fran-
cisco, CA: Berrett-Koehler.
Devereaux, M. O. (2004). Navigating the
badlands: Thriving in the decade of radi-
cal transformation. San Francisco, CA:
Jossey-Bass.
Katz, J. H., & Miller, F. A. (2012). Inclu-
sion: The HOW for the next organiza-
tional breakthrough. Practising Social
Change, 5 (Spring).
Katz, J. H., & Miller, F. A. (2013). Opening
doors to teamwork & collaboration: 4 Keys
that change EVERYTHING. San Fran-
cisco, CA: Berrett-Koehler.
Laloux, F. (2014). Reinventing organizations:
A guide to creating organizations inspired
24. by the next stage of human consciousness.
Brussels, BE: Nelson Parker.
Stack, L. (2014). Execution is the strategy:
How leaders achieve maximum results
in minimum time. San Francisco, CA:
Berrett-Koehler.
Judith H. Katz and Frederick A.
Miller, thought leaders in organi-
zation development for more than
40 years, have created numer-
ous breakthrough concepts in
their field, including Inclusion
as the HOW ® as a foundational
mindset for higher operational
performance and accelerated
results. As Executive Vice Presi-
dent and CEO (respectively) for
The Kaleel Jamison Consulting
Group, Inc.—one of Consulting
magazine’s Seven Small Jewels
in 2010—they have partnered
with Fortune 50 companies to
elevate the quality of interactions,
leverage people’s differences,
and transform workplaces. Their
latest book is Opening Doors to
Teamwork and Collaboration: 4
Keys That Change EVERYTHING
(Berrett-Koehler, 2013). Katz can
be reached at [email protected]
com and Miller can be reached at
[email protected]
45Leaders Getting Different: Collaboration, the New Inclusive
Workplace, and OD’s Role
26. evaluate organization culture by examining articles and videos
that contain observations and interviews with people who are
members of that organization culture. As you read the articles
and watch the videos, you will also be able to make further
observations.
Your evaluation of an organization’s culture should begin by
describing both current and historical trends within that culture.
In this case, these trends will be described as they relate to
diversity and inclusion. From the observations and interviews
provided in the articles and videos, you are looking for patterns
in people’s thought-behavior processes within the organization.
From the past through the present, what has been the trend in
terms of diversity within the organization? For the same time
period, what has been the trend in terms of inclusiveness across
demographic groups within the organization?
As you examine the organization’s current and historical trends
related to diversity and inclusion, identify problem areas. This
may be accomplished by evaluating the organization culture’s
system of values, behaviors, and outcomes. Look at the Socio-
Cognitive Systems Learning
Model (Friesenborg, 2015, p. 9). (If you need another copy, a
link is provided in the unit readings.) Analyze the observations
and the interviews to identify the values, behaviors, and
outcomes. Overall, do they more closely mirror the values,
behaviors, and outcomes of Model I or Model II?
Digging a bit deeper, take a closer look at the specific values,
behaviors, and outcomes of Model I. Which of those Model I
values, behaviors, and outcomes do you see reflected in the
interviews and observations in the articles and videos? The
more closely the organization culture’s values, behaviors, and
outcomes resemble Model I, the greater the degree of
dysfunction there is within the organization culture. On the flip
side, the more closely the organization culture’s values,
behaviors, and outcomes resemble Model II, the healthier and
more productive is the organization culture. This is, in essence,
one way to evaluate organization culture. Evaluation is the first
27. step for guiding transformative change.
Model I patterns are typically evident in the interpersonal
problems within an organization. As you determine whether
those problems revolve around diversity and inclusion, consider
whether dividing lines—visible or invisible—exist between
people of different demographic backgrounds. Pay special
attention to the words people use to describe each other, the
ways that they talk to and about each other, and the ways they
act around each other. Problems between people of different
demographic backgrounds point to a lack of diversity as well as
exclusion of people based on their demographics. These
problems are reflected by ways people think, such as their
stereotypes, as well as the ways people act, such as harassment
or discrimination.
Use of Self as an Instrument for Change
Now that we have discussed how to identify problem areas
within the organization culture, particularly as they relate to
diversity and inclusion, we need to consider how to lead
change. How do we correct those problems? How can we make
people change? The truth is that you cannot make people
change. However, you can lead people by influencing them to
want to change and by helping them to achieve that change.
You help people change through use of self or self as
instrument. “Use of self is the conscious use of one’s whole
being in the intentional execution of one’s role for effectiveness
in whatever the current situation is presenting” (Jamieson,
Auron, & Shechtman, 2010, p. 5). Use of self means that you
use what you have learned to help other people. To help people
change, you will leverage the leadership skills you have learned
through this course—which you will further develop through
practice—to guide change. On a collective level, this is how
you shape the organization culture.
Transforming Stereotypes
First, we will look at how you can transform stereotypes.
Stereotypes are assumptions that we make about people by
28. classifying them to draw conclusions. Often stereotypes are
driven by demographic differences. One way to help people
transform their stereotypes is to follow the A.R.T. approach,
identified by Smith and Watson (2009). A.R.T. stands for
awareness, recognition, and transformation. Your use of self is
instrumental for guiding each stage of the “A.R.T. approach.
Awareness
The first step is A, which stands for awareness. This step
involves uncovering assumptions you may have about people
based on their demographics (Smith & Watson, 2009). To
illustrate this point, we will try this quick-response exercise.
Fill in the blank with the first word that comes to mind. Do it
quickly, and for the purposes of this activity, do not self-censor.
· Women are __________________.
· Hispanics are __________________.
· Gays and lesbians are __________________.
· People in wheelchairs are __________________.
· Black men are __________________.
· Republicans are __________________.
· Men who dress like women are __________________.
· Democrats are __________________.
· Immigrants are __________________.
Through this exercise, did you find yourself listing stereotypes
that are common within the American culture? Perhaps those
stereotypes have even crept into your own thinking. That is
difficult for you to answer because people typically exhibit a
blindness or a skilled unawareness of their own Model I
patterns.
One of the best ways to test your assumptions or stereotypes is
to dialogue with other people, applying the behaviors listed for
29. Model II in the Socio-Cognitive Systems Learning Model
(Friesenborg, 2015). This will help you identify Model I
dysfunctions, such as contradictions between your words and
your actions (i.e., contradictions between your espoused
values—reflected in your words—and your real values, which
are reflected in your behaviors; Friesenborg, 2015; Schein,
2009). Through dialogue with other people, you may come to
realize self-centered values that you have harbored. You may
come to realize that you have been practicing dysfunctional
Model I behaviors, such as pursuing unilateral control, being
defensive, and blaming other people. You may also identify
Model I outcomes that are reflected in your stereotypes or
otherwise tense relationships with other people. As a leader,
you should apply this A.R.T. approach both to evaluate and
transform your own ways of thinking, as well as to help other
people evaluate and transform their ways of thinking. You do
that by dialoging with them.
Recognition
The next step is R, which stands for recognition. In this stage of
the A.R.T. approach, you will help people discover that there is
an alternative to the dysfunctional system of values, behaviors,
and outcomes that they have been practicing (Smith & Watson,
2009). Introduce them to the alternative: the healthier, more
productive system of values, behaviors, and outcomes. That
alternative is Model II. Help them to realize that they do not
have to continue living with those dysfunctions and stereotypes.
They can experience a much better alternative. Help them
realize that the alternative is freeing. Model II frees them from
the pit of dysfunction.
Transformation
The next step is T, which stands for transformation. In this
stage of the A.R.T. approach, you will help people change
(Smith & Watson, 2009). You will help them transform the
ways they think from Model I to Model II. First, you helped
them become aware of their stereotypes, realizing that those
30. stereotypes festered within their Model I values. You helped
them see how their espoused and real values contradicted each
other, which was evident in the contradiction between their
words and actions. Next, you helped them recognize the
alternative to their Model I dysfunctions. You helped them find
hope that there is an alternative, through Model II. Now, you
are going to help them transform (Argyris, 2000, 20014, 2006a,
2006b, 2010; Argyris & Schön, 1996; Friesenborg, 2015; Smith
& Watson, 2009).
Transformation happens when people develop Model II values,
seek to understand other people, and seek to understand their
true selves (Friesenborg, 2015). They test their assumptions, or
their stereotypes, in order to ensure that no contradiction exists
between their espoused values (i.e., their words) and their real
values (i.e., expressed through their behaviors; Friesenborg,
2015; Schein, 2009). The best way to test assumptions or
stereotypes is through Model II dialogue. Think back to the
first-response exercise that you completed a few minutes ago,
where you filled in the blanks. The best way to test your
assumptions or stereotypes with regard to the word you placed
in the blank is to dialogue with people from that demographic
background. Talk to them. Have a conversation that is deeper
than superficial. Get to know people of these backgrounds, and
be careful not to generalize their personalities or situations to
other people of that demographic background. Through the
A.R.T. approach, you can help people to honor diversity and
appreciate diverse demographic backgrounds.
Transforming Behaviors
While transforming stereotypes focuses on changing thinking
patterns, transforming behaviors focuses on helping people
within a culture change their words and actions. Through use of
self, you can help people change their dysfunctional behaviors
and replace them with healthy, productive behaviors. In this
case, you can help people abandon discriminatory or harassing
behaviors that target people of other demographic backgrounds,
31. and you can help them develop new, more productive,
behaviors.
Katz and Miller (2014) developed one approach that is helpful
for abandoning dysfunctional behaviors and replacing them with
productive, new behaviors. They identified seven From => To
strategies for leading change in today’s organizations:
· “From: A judging mode To: A joining mode” (p. 41).
· “From: Leaders ‘taking care of people,’ reluctant to give
feedback or hold people accountable To: Leaders caring about
people and holding them accountable” (p. 41).
· “From: Leaders fostering an environment of competition To:
Leaders co-creating a workplace where colleagues join one
another as partners” (p. 42).
· “From: Keep problems hidden To: Make problems visible and
solve them at their root cause” (p. 42).
· “From: Leaders follow orders To: Leaders have the courage to
do what is right and challenge the status quo” (p. 43).
· “From: Leader is all knowing, in control To: Leader as a
guide, coach, and teacher” (p. 43).
· “From: Go faster to go faster To: Slow down to go faster—
build speed through interaction and developing trust” (p. 43).
These seven From => To strategies can help people transform
their behaviors when it comes to diversity and inclusion as well.
In other words, these seven From => To strategies can help
people make the commitment to no longer engage in
discrimination or harassment. Instead, the To statement
identifies an alternative strategy that will lead to a healthy,
productive organization culture, including one that honors
diversity and inclusion.
You can lead this change—this transformation—by using the
Model II process. With the transforming stereotypes stage, you
focused on Model II values. To transform behavior, you will
focus on Model II behaviors and outcomes. You will apply
Model II through use of self. To help guide this change from an
32. old behavior to a new behavior, it will be important to consider
who will be involved in the process. In other words, which
people are essential to the conversation? Which people are
essential for the change to occur? What would the intervention
or change process look like? What would be the indicators for
identifying whether or not the strategy was achieved? How
would these strategies lead to change among all individuals or
demographic groups who are involved within the organization
culture?