This document discusses aligning organizational culture as a secret weapon for effective change management. It outlines common challenges change managers face, such as gaining buy-in and preventing culture from killing change efforts. Research shows 50-70% of change efforts fail. The document proposes a three-part cultural alignment process: 1) Map the culture to identify values and behaviors, 2) Map networks to understand influencers and relationships, 3) Pulse behaviors over time to monitor progress and guide development. By aligning personal, current, and desired cultures using this process, organizations can accelerate behavioral change and ensure the sustainability of projects.
The document provides an agenda and overview for a leadership and administrative dynamics course. It covers topics such as strategic planning, SWOT analysis, logic models, vision and mission statements, ethics, knowledge management, and communities of practice. Key elements of effective vision and mission statements are outlined. Different leadership styles and cultures are discussed. The principles of knowledge and ethics in leadership are also reviewed.
Recent studies have shown that a significant number of global organizations lack the necessary talent for critical leadership positions. When this is combined with increasing globalization and historic demographic shifts in the workforce, organizations struggle to build a robust pipeline of diverse candidates for their senior-level roles. This webinar will show how organizations can incorporate their commitment to diversity and inclusion into the assessment and development of managerial talent to build a diverse talent pipeline for senior management positions in the 21st century.
The document discusses revitalizing institutions in various walks of life. It begins by contrasting organizations and institutions, noting that organizations can mature into institutions over time through an evolutionary process. The rest of the document is focused on exploring membership in institutions, outlining five different types of membership: 1) Founder members, 2) Co-founders, 3) Institutional members, 4) Professional members, and 5) Associate members. It provides details on the characteristics and roles of each type of member.
This document discusses how diversity, inclusion, and intercultural competence can drive innovation in organizations. It argues that diversity of people can lead to diversity of ideas, and an inclusive culture that values diverse ideas promotes innovation. The key points are:
1) Diversity, inclusion, and intercultural competence combined ("the mix") can lead to "inclusion innovation" by engaging diverse employee networks and perspectives.
2) Technologies can help connect diverse networks and facilitate idea sharing, while intercultural skills ensure broad engagement and participation.
3) Analytics can illustrate the volume and velocity of ideas generated and which become real innovations.
4) The most valuable innovations should be selected and adopted to benefit the organization.
This was a project for my communications class in which we had to chose and organization and observe it. Afterwards we much put together our suggestions on how the communication within the company can be improved.
Cultural alignment is critical for mergers and acquisitions to succeed but is often ignored. Misalignment of cultures can cause up to 85% of M&A failures. A research-based process identifies cultural differences between parties through surveys, interviews, observations. Gaps in leadership, employee focus, working relationships and other factors are prioritized. Actions target the largest misalignments through symbolic changes to signal a new combined culture.
The Diversity And Inclusiveness Rating (DAIR™ ) is a self-assessment tool that evaluates the degree to which an organizations and individuals apply principles and practices to build and sustain an inclusive environment.
Mdp 511 2012 organizations in development - session 1ANDREA_BEAR
The snail moves slowly through a wet night in the grass, leaving a bright trail behind. The narrator does not know what motivates the snail or what its emotions may be. If the narrator were to later see the thin broken white line across the ground left by the snail, they would never have imagined the slow and deliberate progress it took to create that trail.
The document provides an agenda and overview for a leadership and administrative dynamics course. It covers topics such as strategic planning, SWOT analysis, logic models, vision and mission statements, ethics, knowledge management, and communities of practice. Key elements of effective vision and mission statements are outlined. Different leadership styles and cultures are discussed. The principles of knowledge and ethics in leadership are also reviewed.
Recent studies have shown that a significant number of global organizations lack the necessary talent for critical leadership positions. When this is combined with increasing globalization and historic demographic shifts in the workforce, organizations struggle to build a robust pipeline of diverse candidates for their senior-level roles. This webinar will show how organizations can incorporate their commitment to diversity and inclusion into the assessment and development of managerial talent to build a diverse talent pipeline for senior management positions in the 21st century.
The document discusses revitalizing institutions in various walks of life. It begins by contrasting organizations and institutions, noting that organizations can mature into institutions over time through an evolutionary process. The rest of the document is focused on exploring membership in institutions, outlining five different types of membership: 1) Founder members, 2) Co-founders, 3) Institutional members, 4) Professional members, and 5) Associate members. It provides details on the characteristics and roles of each type of member.
This document discusses how diversity, inclusion, and intercultural competence can drive innovation in organizations. It argues that diversity of people can lead to diversity of ideas, and an inclusive culture that values diverse ideas promotes innovation. The key points are:
1) Diversity, inclusion, and intercultural competence combined ("the mix") can lead to "inclusion innovation" by engaging diverse employee networks and perspectives.
2) Technologies can help connect diverse networks and facilitate idea sharing, while intercultural skills ensure broad engagement and participation.
3) Analytics can illustrate the volume and velocity of ideas generated and which become real innovations.
4) The most valuable innovations should be selected and adopted to benefit the organization.
This was a project for my communications class in which we had to chose and organization and observe it. Afterwards we much put together our suggestions on how the communication within the company can be improved.
Cultural alignment is critical for mergers and acquisitions to succeed but is often ignored. Misalignment of cultures can cause up to 85% of M&A failures. A research-based process identifies cultural differences between parties through surveys, interviews, observations. Gaps in leadership, employee focus, working relationships and other factors are prioritized. Actions target the largest misalignments through symbolic changes to signal a new combined culture.
The Diversity And Inclusiveness Rating (DAIR™ ) is a self-assessment tool that evaluates the degree to which an organizations and individuals apply principles and practices to build and sustain an inclusive environment.
Mdp 511 2012 organizations in development - session 1ANDREA_BEAR
The snail moves slowly through a wet night in the grass, leaving a bright trail behind. The narrator does not know what motivates the snail or what its emotions may be. If the narrator were to later see the thin broken white line across the ground left by the snail, they would never have imagined the slow and deliberate progress it took to create that trail.
This document discusses integral managerial leadership. It presents four perspectives of management: individual interiors, individual behaviors, shared culture, and shared systems. Each perspective brings strengths and limitations. The document advocates balancing multiple leadership styles and emphasizes that there is no single "right" style of leadership. It also presents levels of managerial leadership agility and discusses the importance of managing according to shared values and expectations.
The document discusses knowledge management (KM) and strategies for effective KM. It addresses different perspectives on KM, such as KM as an ecosystem, enabling action, or integrated support system. The document also notes that KM requires change management and discusses tools for managing known and unknown information. Finally, it promotes establishing a KM community in the UAE and Middle East to continue learning and problem solving around KM issues.
This document summarizes Day 2 of an IAP Certification training. The agenda includes recapping Day 1, providing an overview of the IAP profile and online system, demonstrating how to use IAP materials in different scenarios, and answering questions about the IAP research and development. Key objectives are to help participants understand how to use the IAP profile and supporting materials with clients and learn about the technical features of the IAP Online system.
The document provides an overview of a corporate communication workshop presented by Fluffy Orange PR. It discusses topics such as cross-cultural management, the history of public relations in China and America, different corporate cultures, psychological barriers faced by expatriates, avoiding conflicts between cultures, non-verbal communication, and tips for cross-cultural communication.
ABC had organised the monthly talk on Understanding Cross Cultural Perspectives in Training and Coaching by Shobha Naidu on 21st March 2013 @ Christ University
Human and organizational factors in the achievment of high reliabilityEngineers Australia
This document discusses organizational factors that contribute to high reliability. It identifies several key factors:
Organizational culture that prioritizes safety, transparency around errors, and organizational learning. Organizational structure with few hierarchy layers, decentralized decision-making, and open communication. Capability for organizational learning through knowledge sharing, updating practices, and integrating lessons learned.
This document discusses various topics related to communication and leadership. It defines communication as the transfer and understanding of meaning. It outlines four functions of communication: to control member behavior, foster motivation, provide emotional expression, and provide information to make decisions. It also discusses elements of the communication process like the sender, message, channel, and receiver. Regarding leadership, the document defines it as the ability to influence a group toward goals, distinguishing it from management which uses authority to obtain compliance. It also discusses various theories of leadership including trait, behavioral, situational, and contingency theories.
The Center for Development, Acculturation & Resolution Services (CEDARS) is a nonprofit organization that provides services to help refugees and international newcomers in Bowling Green, Kentucky adjust to their new community. CEDARS offers classes on American cultural norms, healthcare, driving, and more. It also provides programs focused on sustainable development, education, entrepreneurship, and employment. CEDARS works to resolve disputes in the community through an ombudsman and conflict resolution services. Volunteers are needed to assist with mentoring, teaching, transportation, and other services to support CEDARS' mission of helping newcomers adapt and become self-sustaining.
This document discusses cultural dimensions and their implications for knowledge sharing in Asia. It explores how factors like collectivism, power distance, and masculinity influence willingness to share knowledge. Additionally, it examines how building trust through social interaction and shared goals can increase knowledge sharing. Finally, it provides recommendations for effective knowledge management, including conducting knowledge audits, creating communities of practice, and establishing a culture that supports networking, collaboration, and knowledge dissemination through information technology tools.
This document summarizes a diversity management workshop. The objectives of the workshop are to:
1) Cultivate respect and understanding between diverse individuals within the company.
2) Provide a platform for participants to engage in crucial diversity conversations.
3) Share knowledge on diversity and its impact on society, demographics, legislation, and the workplace.
The workshop covers definitions of diversity, global and South African diversity perspectives, limiting values within the company's culture, and the Employment Equity Act. Interactive exercises are used to facilitate personal transformation and understanding between diverse groups within the organization.
The document discusses adopting agile methods in medium and large organizations and outlines some of the risks and strategies involved. It notes that organizational culture, processes, and human resistance can make adoption difficult. Common risks include having too many reasons and approaches to adoption, as well as barriers related to organizational size, structure, and culture. The document recommends understanding an organization's culture and choosing the right strategy and risks, with a focus on communication, consistency, and making any change process acceptable.
Renaissance2 World Shift Leadership Circle- An Introduction
Learn how you can become a member of the exclusive Renaissance2 WorldShift Leadership Circle for mavericks, innovators and leaders pushing the envelope at the cutting edge of enterprise and social innovation
Leadership Attributes What Can We Expect in Our Dynamic Global Economy?Kevin Carter
This document summarizes a 2011 women's leadership conference titled "Go Where There Be Dragons" focused on leadership essentials for 2020 and beyond. The conference was presented by Sophia A. Muirhead of The Conference Board, Inc. on April 13, 2011. It discusses the need for leadership correction, calibration, and change due to increasing business complexity, globalization, and other trends. A key theme is that developing talent and addressing human capital risks should be a top priority for organizations.
Plenary 2 Leaders and Leadership - The Good, The Bad and The UglyNHSScotlandEvent
Leaders and leadership - the Good, the Bad and the Ugly by Irwin Turbitt discusses different types of leadership. It notes that leadership requires change, which leads to loss and distress, but that distress can be productive. Adaptive leadership maintains people within their productive zone of distress and focuses on relationships rather than authority alone. Creating public value through both goods/services and obligations is important for public sector leadership. Overall it emphasizes that leadership is about facing complex problems through trial and error while keeping people focused.
Consensus conferences and planning cells are structured public deliberation methods that aim to include ordinary citizens in policymaking. They involve randomly selecting citizens who receive briefing materials and presentations from experts before developing a report with policy recommendations. The goal is to elicit considered input from lay citizens on complex issues and potentially influence policy decisions, though success depends on factors like willingness of decision-makers to listen.
The document provides information about cross-cultural management, public relations history in China and America, corporate culture, and challenges with international adjustment. It discusses cultural knowledge, stereotypes, management styles, communication differences, and how to avoid conflicts between differing cultures. Tips are given for non-verbal communication, psychological barriers expatriates may face, and how to improve international adjustment.
Successful leadership requires a balance of several factors. In 2005, James Haner & David Williams developed the Behaviors, Competencies & Responsibilities approach to leadership. In this first in a series of 3 White Papers, the focus is on Behaviors.
Access the remaining 2 Papers as well as 40 more White Papers & Podcasts on various Management & IT topics here - http://www.learningtree.ca/info/white-papers.htm
Social change leadership for collective impact: Lessons from the USbanffcentre
This document summarizes a presentation on social change leadership based on a collaborative research project. The research involved 92 community-based organizations and 164 social change leaders. It identified leadership as a collective achievement involving three key practices: reframing discourse to challenge mental models, bridging differences to build alliances, and unleashing human energies. Implications for leadership theory include recognizing the strategic value of difference and experiences of communities of color and low-income groups.
Planners: indespensible to good local government or public enemy number 1?rhyde2
Planners play an indispensable role in local government by facilitating cooperation across different levels and sectors of government. They are valuable as "boundary spanners" who build networks, manage relationships, and appreciate different governance modes. As "entrepreneurs", planners innovate, take risks, and act as brokers. As "interpreters", they listen, build trust, and frame issues to build consensus across community, political, and professional perspectives. Case studies demonstrate how planners enable economic growth through cross-authority collaboration and shape sustainable development through public engagement.
The document discusses common pitfalls of knowledge management (KM) projects and provides advice for ensuring their success. It argues that KM projects often fail because they are not focused on business problems and do not have senior management support. The document advises identifying specific business issues to be addressed rather than generic KM goals, and gaining support from leadership and employees. It also cautions against using rewards to motivate knowledge sharing, arguing intrinsic motivation is more effective.
Here are the key differences between specific and diffuse cultures:
Specific cultures tend to focus more on tasks and have easier initial contact between people. Relationships tend to be more segmented and compartmentalized.
Diffuse cultures place more emphasis on personal involvement and commitment in relationships. Contact tends to develop more slowly as maintaining distance is important initially. Relationships span both personal and professional spheres.
Both have positives and negatives. Specific cultures can come across as more superficial while diffuse cultures may seem less efficient in getting things done. Understanding these differences is important for effective cross-cultural communication and collaboration.
Here are the key points about engagement maturity levels:
- CRAWL: Not using engagement levels or ladder concept
- WALK: Informal description of engagement levels on some platforms
- RUN: Formal description of engagement levels based on research, aligned with strategy but no measurement
- FLY: Formal engagement levels based on research, aligned with strategy and measurement/reporting
The levels progress from no use of engagement concepts to fully integrating engagement levels into strategy, research, and measurement. Moving from informal to formal approaches and aligning engagement with organizational goals are signs of increasing maturity.
This document discusses integral managerial leadership. It presents four perspectives of management: individual interiors, individual behaviors, shared culture, and shared systems. Each perspective brings strengths and limitations. The document advocates balancing multiple leadership styles and emphasizes that there is no single "right" style of leadership. It also presents levels of managerial leadership agility and discusses the importance of managing according to shared values and expectations.
The document discusses knowledge management (KM) and strategies for effective KM. It addresses different perspectives on KM, such as KM as an ecosystem, enabling action, or integrated support system. The document also notes that KM requires change management and discusses tools for managing known and unknown information. Finally, it promotes establishing a KM community in the UAE and Middle East to continue learning and problem solving around KM issues.
This document summarizes Day 2 of an IAP Certification training. The agenda includes recapping Day 1, providing an overview of the IAP profile and online system, demonstrating how to use IAP materials in different scenarios, and answering questions about the IAP research and development. Key objectives are to help participants understand how to use the IAP profile and supporting materials with clients and learn about the technical features of the IAP Online system.
The document provides an overview of a corporate communication workshop presented by Fluffy Orange PR. It discusses topics such as cross-cultural management, the history of public relations in China and America, different corporate cultures, psychological barriers faced by expatriates, avoiding conflicts between cultures, non-verbal communication, and tips for cross-cultural communication.
ABC had organised the monthly talk on Understanding Cross Cultural Perspectives in Training and Coaching by Shobha Naidu on 21st March 2013 @ Christ University
Human and organizational factors in the achievment of high reliabilityEngineers Australia
This document discusses organizational factors that contribute to high reliability. It identifies several key factors:
Organizational culture that prioritizes safety, transparency around errors, and organizational learning. Organizational structure with few hierarchy layers, decentralized decision-making, and open communication. Capability for organizational learning through knowledge sharing, updating practices, and integrating lessons learned.
This document discusses various topics related to communication and leadership. It defines communication as the transfer and understanding of meaning. It outlines four functions of communication: to control member behavior, foster motivation, provide emotional expression, and provide information to make decisions. It also discusses elements of the communication process like the sender, message, channel, and receiver. Regarding leadership, the document defines it as the ability to influence a group toward goals, distinguishing it from management which uses authority to obtain compliance. It also discusses various theories of leadership including trait, behavioral, situational, and contingency theories.
The Center for Development, Acculturation & Resolution Services (CEDARS) is a nonprofit organization that provides services to help refugees and international newcomers in Bowling Green, Kentucky adjust to their new community. CEDARS offers classes on American cultural norms, healthcare, driving, and more. It also provides programs focused on sustainable development, education, entrepreneurship, and employment. CEDARS works to resolve disputes in the community through an ombudsman and conflict resolution services. Volunteers are needed to assist with mentoring, teaching, transportation, and other services to support CEDARS' mission of helping newcomers adapt and become self-sustaining.
This document discusses cultural dimensions and their implications for knowledge sharing in Asia. It explores how factors like collectivism, power distance, and masculinity influence willingness to share knowledge. Additionally, it examines how building trust through social interaction and shared goals can increase knowledge sharing. Finally, it provides recommendations for effective knowledge management, including conducting knowledge audits, creating communities of practice, and establishing a culture that supports networking, collaboration, and knowledge dissemination through information technology tools.
This document summarizes a diversity management workshop. The objectives of the workshop are to:
1) Cultivate respect and understanding between diverse individuals within the company.
2) Provide a platform for participants to engage in crucial diversity conversations.
3) Share knowledge on diversity and its impact on society, demographics, legislation, and the workplace.
The workshop covers definitions of diversity, global and South African diversity perspectives, limiting values within the company's culture, and the Employment Equity Act. Interactive exercises are used to facilitate personal transformation and understanding between diverse groups within the organization.
The document discusses adopting agile methods in medium and large organizations and outlines some of the risks and strategies involved. It notes that organizational culture, processes, and human resistance can make adoption difficult. Common risks include having too many reasons and approaches to adoption, as well as barriers related to organizational size, structure, and culture. The document recommends understanding an organization's culture and choosing the right strategy and risks, with a focus on communication, consistency, and making any change process acceptable.
Renaissance2 World Shift Leadership Circle- An Introduction
Learn how you can become a member of the exclusive Renaissance2 WorldShift Leadership Circle for mavericks, innovators and leaders pushing the envelope at the cutting edge of enterprise and social innovation
Leadership Attributes What Can We Expect in Our Dynamic Global Economy?Kevin Carter
This document summarizes a 2011 women's leadership conference titled "Go Where There Be Dragons" focused on leadership essentials for 2020 and beyond. The conference was presented by Sophia A. Muirhead of The Conference Board, Inc. on April 13, 2011. It discusses the need for leadership correction, calibration, and change due to increasing business complexity, globalization, and other trends. A key theme is that developing talent and addressing human capital risks should be a top priority for organizations.
Plenary 2 Leaders and Leadership - The Good, The Bad and The UglyNHSScotlandEvent
Leaders and leadership - the Good, the Bad and the Ugly by Irwin Turbitt discusses different types of leadership. It notes that leadership requires change, which leads to loss and distress, but that distress can be productive. Adaptive leadership maintains people within their productive zone of distress and focuses on relationships rather than authority alone. Creating public value through both goods/services and obligations is important for public sector leadership. Overall it emphasizes that leadership is about facing complex problems through trial and error while keeping people focused.
Consensus conferences and planning cells are structured public deliberation methods that aim to include ordinary citizens in policymaking. They involve randomly selecting citizens who receive briefing materials and presentations from experts before developing a report with policy recommendations. The goal is to elicit considered input from lay citizens on complex issues and potentially influence policy decisions, though success depends on factors like willingness of decision-makers to listen.
The document provides information about cross-cultural management, public relations history in China and America, corporate culture, and challenges with international adjustment. It discusses cultural knowledge, stereotypes, management styles, communication differences, and how to avoid conflicts between differing cultures. Tips are given for non-verbal communication, psychological barriers expatriates may face, and how to improve international adjustment.
Successful leadership requires a balance of several factors. In 2005, James Haner & David Williams developed the Behaviors, Competencies & Responsibilities approach to leadership. In this first in a series of 3 White Papers, the focus is on Behaviors.
Access the remaining 2 Papers as well as 40 more White Papers & Podcasts on various Management & IT topics here - http://www.learningtree.ca/info/white-papers.htm
Social change leadership for collective impact: Lessons from the USbanffcentre
This document summarizes a presentation on social change leadership based on a collaborative research project. The research involved 92 community-based organizations and 164 social change leaders. It identified leadership as a collective achievement involving three key practices: reframing discourse to challenge mental models, bridging differences to build alliances, and unleashing human energies. Implications for leadership theory include recognizing the strategic value of difference and experiences of communities of color and low-income groups.
Planners: indespensible to good local government or public enemy number 1?rhyde2
Planners play an indispensable role in local government by facilitating cooperation across different levels and sectors of government. They are valuable as "boundary spanners" who build networks, manage relationships, and appreciate different governance modes. As "entrepreneurs", planners innovate, take risks, and act as brokers. As "interpreters", they listen, build trust, and frame issues to build consensus across community, political, and professional perspectives. Case studies demonstrate how planners enable economic growth through cross-authority collaboration and shape sustainable development through public engagement.
The document discusses common pitfalls of knowledge management (KM) projects and provides advice for ensuring their success. It argues that KM projects often fail because they are not focused on business problems and do not have senior management support. The document advises identifying specific business issues to be addressed rather than generic KM goals, and gaining support from leadership and employees. It also cautions against using rewards to motivate knowledge sharing, arguing intrinsic motivation is more effective.
Here are the key differences between specific and diffuse cultures:
Specific cultures tend to focus more on tasks and have easier initial contact between people. Relationships tend to be more segmented and compartmentalized.
Diffuse cultures place more emphasis on personal involvement and commitment in relationships. Contact tends to develop more slowly as maintaining distance is important initially. Relationships span both personal and professional spheres.
Both have positives and negatives. Specific cultures can come across as more superficial while diffuse cultures may seem less efficient in getting things done. Understanding these differences is important for effective cross-cultural communication and collaboration.
Here are the key points about engagement maturity levels:
- CRAWL: Not using engagement levels or ladder concept
- WALK: Informal description of engagement levels on some platforms
- RUN: Formal description of engagement levels based on research, aligned with strategy but no measurement
- FLY: Formal engagement levels based on research, aligned with strategy and measurement/reporting
The levels progress from no use of engagement concepts to fully integrating engagement levels into strategy, research, and measurement. Moving from informal to formal approaches and aligning engagement with organizational goals are signs of increasing maturity.
How to Build Relationships with Social MediaAyelet Baron
This document discusses the power of relationships and social media for connecting people. It argues that integrating social tools and online communities into strategies can increase success by facilitating relationship building. Strong relationships are a key differentiator, and those fostering meaningful connections will succeed. Choices around enabling strategies, identifying stakeholders, goals, and return on investment are important considerations. The most profound technologies are those that weave themselves into everyday life until they are indistinguishable.
The document discusses emerging trends in learning strategies, architectures, and delivery methods. It notes a shift towards more immediate knowledge resources, on-the-job learning, mobile learning, and relationships/coaching, while formal e-learning and assessment are decreasing. Both organizational knowledge management and personal knowledge management will be important to manage this changing mix of learning approaches. The document advocates putting the right learning elements in place to encourage competence and engagement through a variety of high- and low-fidelity methods.
Organizational culture at MNC in IndiaMahima Nigam
Organizational culture describes the shared psychology, attitudes, beliefs, and values of an organization. It depicts how employees and customers should be treated and the rules that govern employee behavior. Johnson described a cultural web that can be used to identify elements of organizational culture, including the organization's mission, control systems, structures, power dynamics, symbols, rituals and routines, and shared stories and myths. In multinational corporations (MNCs), organizational culture generally follows a role culture model. However, MNCs can face issues like individual differences across countries, multicultural conflicts, and cultural distance that can negatively impact the organization. To mitigate these negatives, MNCs should emphasize the advantages of their culture while working to remove or
The document discusses key aspects of starting and building an enduring company culture. It emphasizes listening, learning, leading, iterating, and pivoting. Founders should study the vision, management statements, and value propositions to understand the company. The culture should be incorporated into the vision and mission through a simple statement and common language. Hiring plays a crucial role in blending the culture by assessing a candidate's aptitude, abilities, attitude, and cultural intelligence.
Global Footprints: Navigating Leadership for the futureCheryl Doig
This lead paper explores critical capabilities that leaders will need to thrive in a networked, global environment. We must forge new pathways, stepping through challenges with courage and looking to the possibilities – personally and professionally. What are some of the trends and how might leaders operate in future landscapes? What is important to focus on and why is it important right now?
This document discusses regenerative organizations and leadership. It begins by contrasting linear models of operation with integrated systems approaches. It then presents a framework for regenerative leadership with 4 quadrants focusing on individual and collective behaviors and mindsets. The final sections discuss other frameworks for sustainability and the principles of sustainability put forth by the Brundtland Commission.
Recruiting a diverse applicant pool is only the first step in fostering diversity. The “Next Step 2.0” focuses on the top 6 ways HR, Recruiters, New Media Integration, and Corporate Culture can work together to retain and develop diverse talent into leadership positions that add true value within your organization.
This document covers various topics related to leadership and administration, including strategic planning, SWOT and PEST analyses, logic models, vision and mission statements, goals and objectives, and knowledge management. It discusses elements of effective vision and mission statements, and components of goals and objectives. It also covers principles of community design, group exercises, and analyzing organizational culture and values.
This document summarizes a webinar about communicating vision and value in nonprofit organizations. The webinar discusses moving beyond linear strategic thinking to embrace more complex and adaptive systems approaches. It explores envisioning as an ongoing process of open dialogue and discovery rather than fixed plans and messages. The webinar also provides tools and strategies for communicating vision through social media in a way that pulls people in through exploration and authenticity rather than just pushing messages.
Old Mutual Team - Implementing Cultural Transformation in a Decentralised Int...ValuesCentre
The document discusses Old Mutual's cultural transformation journey across its business units:
1) Wealth built leadership capacity and alignment through an experiential process that fostered transparency, collective responsibility, and dialogue.
2) The Group took the work group-wide using culture assessments, metrics, case studies, and engaging employees.
3) Emerging Markets used a rolling start, first educating leaders then aligning them through shared experiences before building a broad leadership program.
4) Nedbank sustains its journey through yearly culture assessments showing increasing alignment to key values like accountability and client-focus.
The document discusses the core purpose and branding of the Society of American Foresters (SAF), an organization focused on evolving forest management. It presents SAF's brand promise of thriving forests, essential resources, and a strong community. The document also outlines how SAF seeks to set standards in forest management by bringing together science, best practices, and forestry professionals to shape the future of the profession.
This interactive Masterclass introduces the CQ model and research. It will dive into a thorough understanding of ‘culture’.
This session will touch upon the relevance of cultural values, using activities to better understand team dynamics. The
content of this session is rooted in peer-reviewed research and successful practice among leading global organisations
Intentions, Processes and Frameworks for ChangeSami Nerenberg
This lecture discusses the Law of Unintended Consequences, the importance of understanding your user to avoid typical pitfalls, frameworks for creating change, and adding the notion that moral capabilities are needed for an effective leader.
Similar to CMI Presentation On Aligning Culture 15 Sept 2011 (20)
1) The document discusses engaging people in workplace change and the importance of considering cultural patterns when leading change.
2) It highlights that culture is transmitted through early life experiences and effective leadership must consider the unique emotional imprints of Australian culture.
3) Several key elements are identified as important for engaging Australians in change, including recognizing individual identity, honoring past contributions, providing a meaningful vision of change linked to a social purpose, establishing structure and safety nets, and taking a "captain-coach" leadership approach.
Cmiv July 2012 Speaker Event Perspectives On Changekyliemalmberg
The document provides an agenda for a July speaker event hosted by CMI. The agenda includes:
- Welcome and introductions of two speakers, David Peake from Quantum Edge and Jack Keen from Infosys Ltd, who will discuss engaging people in workplace change and making organizational change management more valuable.
- An update on CMI initiatives including a new system, maturity model, mentoring programs, and workshops.
- A welcome to new CMI members.
- Upcoming CMI events in 2012 including speaker events and networking drinks.
- A door prize drawing of a book on making technology investments profitable.
- Closing remarks and more networking opportunities.
An event is being held from 8-20 June 2013 to fundraise $8150 for Cure Cancer Australia Foundation where participants will have the opportunity to make a personal, community and global impact. More information and registration details can be found on the CMI website or by contacting Kristen by phone or email for additional details.
The Victorian Chapter of the CMI hosts a variety of events each year. In this calendar we have the events for 2012 including speaker events, networking, mentoring and masterminds. Hope to see you at an event soon.
CMI Presentation on Organisational Change Maturity Modelkyliemalmberg
On 22 March Caroline Perkins, MD of Carbon Group and President of the CMI, shared her latest research and work from her new book. The Maturity Model supports you and your organisation in becoming more agile with clear levels that you can aim for.
2. Questions that Concern Change Managers
How to get the buy in and support of
stakeholder groups?
How to keep focus in the face of “1,000”
initiatives?
How to identify potential roadblocks early and
deal with them?
How to loosen people’s attachment to old
systems?
How to prevent the culture killing the change?
How to ensure the long term sustainability of
the project?
People ∆ Culture ∆ Performance
3. 50 – 70% of Change or Integration Efforts Fail!
IBM, 2008
Carleton and
Lineberry, 2004
People ∆ Culture ∆ Performance
5. The Alligator River
Abigail Gregory Sinbad Ivan Slug
Rank all 5 of the characters
1 = Best … or least despicable
5 = Worst … or most despicable
Use each number only once
6. The Alligator River
Loves Gregory
Abigail Asked Sinbad to take her across the river
Turns to Ivan for help – to no avail
Agrees to Sinbad’s terms and crosses river to Gregory
Gregory Lives on opposite side of the river
Casts Abigail aside with distain
Agrees to take Abigail over river if she sleeps with him
Sinbad Honours his word when Abigail concedes
Abigail turns to Ivan with her plight
Ivan He does not want to be involved at all
Heartsick & dejected Abigail turns to Slug
Slug Slug feels compassion for Abigail
He beats Gregory brutally
As sun sets we hear Abigail laughing at Gregory
1 = best / least despicable 5 = worst / most despicable
7. The Challenge for Change Managers & Organisations
People ∆ Culture ∆ Performance
8. Triple Faceted Cultural Alignment Process
Map the Map the Pulse the
Culture Networks Behaviours
• Cultural Alignment/ • Networks • Signature Behaviours
Misalignment • Weak links • Key influencer groups
• Entropy • Influence gateways • Monitor progress
• Bridging values • Optimise relationships • Increase collaboration
• Behaviours & integration
• Build connected
competence • Sustain development
People ∆ Culture ∆ Performance
9. Map the
Culture
Aligning the Winds & Currents
Mapping the culture to determine
the alignment between:
•Personal Values & the Current Culture
•Current Culture & Desired Culture
•Personal Values & Desired Culture
And the level & nature of what limits the
team or organisation (Entropy)
Identify & Embed Signature Behaviours
Personal Current Desired
Values Culture Culture
People ∆ Culture ∆ Performance
10. What Cultural Entropy Looks Like
What does 46%
entropy look like?
Energy available for
productive work
Non-productive or
destructive energy
People ∆ Culture ∆ Performance
11. The Language of Entropy
Change Team Organisation
bureaucracy (9)
hierarchy (8)
silo mentality (7)
long hours (1) long hours (3)
confusion (2)
information hoarding (2)
power (1)
internal competition (6)
internal competition (1)
empire building (2)
short-term focus (5)
control (4)
control (1)
job insecurity (3)
job insecurity (1)
caution (2)
exploitation (1)
4 out of 120: 4% 55 out of 120: 46%
People ∆ Culture ∆ Performance
12.
13. Identify the
Networks Aligning the Winds & Currents
Identify Formal & Informal Networks.
Leverage
Gateways and Blockage Points
Influencers and Saboteurs
Trust Levels
People ∆ Culture ∆ Performance
14. Building the Stakeholder Influence Matrix
Cohesive, Misaligned,
well connected groups disconnected groups
Social Network Analysis (SNA)
Efficiency: Optimise relationship interfaces
Effectiveness: Build connected competence
Innovation: Leverage relationships to generate & implement ideas
People ∆ Culture ∆ Performance
15. Leveraging Stakeholder Influence
Key Stakeholder Leverage
The 12% most
connected people
Loose
influenced 50% of the
relationships
People ∆ Culture ∆ Performance
16. What People Do Screams Louder Than What They Say
‘80-90% of employee behaviour is determined
by what managerial leadership attends to,
measures, rewards, controls,
reacts to, models and coaches.’
Towers Perrin 2004
People ∆ Culture ∆ Performance
17. Pulse the
Behaviours
Aligning the Winds & Currents
Tracking the Signature Behaviours
Identifies gaps and guides
personal development
Reinforces positive behaviour over
time
95% improve by 3rd Pulse
People ∆ Culture ∆ Performance
18. Pulsing Signature Behaviours
Promotes Development of Others
Group Individual
Tri-annual trend analysis
Measures hard and soft skills
Tracks organisational direction / objectives
Influences self directed shaping and shifting of behaviours
Whole of system philosophy
People ∆ Culture ∆ Performance
19. Dynamic Real Time Dashboard
Signature Behaviours
Demonstrates Promotes
Respect for Development of
Contributions Others
Innovate Makes
Appropriately Company
Proud
Encourages
Demonstrates
Staff
Cost Conscious
Empowerment
People ∆ Culture ∆ Performance
20. Bringing It All Together
Accelerate
Leverage
Align
Behavioural Change
Networks
Personal Current Desired
Values Culture Culture
Culture
People ∆ Culture ∆ Performance
21. Aligning the Whole System behind the Change
Personal
Alignment
Vision Mission
Alignment Alignment
Structural
Alignment
People ∆ Culture ∆ Performance
22. The Secret Weapon of any Change -
Aligning People to their New Pond
People ∆ Culture ∆ Performance
23. For more information
Please call us on 03 8796 0796 or
0416 11 54 11 – Sally-Anne Cotton
0438 194 944 – Peter McDonald
Or email
info@executivealchemist.com.au
People ∆ Culture ∆ Performance