Cranmore Foundation - New directions in business thinking
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researching wisdom traditions; identifying universal values; reformulated as design principles -- for sustainable business, government and education
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Thinking Habits of Mind, Heart, and Imagination
Complementary Thinking
– The habit of thinking that weaves multiple perspectives into an integrated fabric of understanding.
Connected Seeing
– The habit of seeing reality as a whole system, which is a seamlessly connected, interactive and dynamic web-of-life.
Collaborative Teamwork
– The habit of collaborating in teamwork to accomplish common purpose, by integrating personal initiative and group cooperation.
Constructing Meaning
– The habit of constructing meaning by acquiring and synthesizing diverse sources of knowledge to enrich understanding.
Conceptual Clarity
– The habit of clear conceptual thinking from first principles, to make sense of and to distinguish among the known, the unknown and the unknowable.
Communicating Effectively
– The habit of communicating effectively in a teamwork style to collaboratively create new understandings, new possibilities and new realities.
Courageous Action
– The habit of courageously taking action and making meaning in the face of ambiguous experience and uncertainty.
Caring Empathy
– The habit of caring for, identifying with, and honoring others, as well as understanding how others see the world.
Conversational Reflection
– The habit of reflecting on the experience of professional practice through learning conversations.
Continuous Learning
– The habit of seeing every experience as an opportunity for continuous lifetime learning.
New Business Realities of the 21st Century
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Knowledge – Primary Source of Wealth
Knowledge, as the intangible asset of "Intellectual Capital," has now become the primary source of wealth and power in business and society in general. This displaces in large degree the tangible assets ...
Role of Ethics in Organization
This document discusses the importance of business ethics in organizations. It states that business ethics are the written or unwritten codes of conduct that govern decisions and actions in a company. When ethical guidelines are followed, it builds trust between employees and management as well as between the public and the corporation. Following business ethics also leads to a more productive workplace. The document emphasizes that ethics need to become an organizational priority in the 21st century. Making ethics a priority will affect decision making and ultimately the institutional culture. A values-based culture with shared core values, a common language of ethics, and commitment to ethics at the top levels is important.
The fifth discipline - An overview of Peter Senge's Fifth Discpline
The document discusses the five disciplines of learning organizations: personal mastery, mental models, team learning, shared vision, and systems thinking. Personal mastery involves continually improving one's skills and vision, while being aware of one's weaknesses. Mental models require examining one's internal pictures of the world through open discussion. Team learning involves collaborative problem-solving and feedback. Shared vision brings alignment through creating a vision that people genuinely commit to. Systems thinking views the organization as a whole and how its parts interrelate.
Personal Progression Framework
The document discusses a system called "Progression" that aims to create a framework for sustained personal, professional, or organizational growth. It defines seven key areas of focus: Inspiration, Differentiation, Staging, Mechanics, Memory, Innovation, and Succession. The goal is to develop and apply these areas with increasing agility in order to exhibit leadership and sustain progression in business, social, or personal domains.
Organization CultureDefinition of CultureEdgar S.docx
Organization Culture
Definition of Culture
Edgar Schein
“A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.”
Culture
Internal environment
Comprises the forces inside an organization that affect how managers set expectations, how employees perform their roles, and how the company interacts with stakeholders and responds to external environments
External environment
Specific and general factors outside an organization that can change how it operates
Internal Environment
Organizational culture
Collection of beliefs, shared by individuals and groups, to help their organization to respond to environmental forces and changes
Experienced at the:
Conscious level – can be
seen or heard openly
Unconscious level – things
that employees think or feel
- 4
Organizational Culture
90/10
The Iceberg Model of Culture
Beliefs
Norms
Values
Assumptions
Observable
Unobservable
Architecture
Material symbols
Dress
Behavior
Rules
Stories, myths, legends
Language
Favorite topics of conversation
Rituals, ceremonies
6
Levels of organizational culture—observable culture and core culture in the organizational “iceberg ”
CORE CULTURE
Core Values
Beliefs about the right ways to behave
Copyright ©2015 John Wiley & Sons, Inc.
Artifacts
The visible and tangible elements of culture
Types of Cultures
Tradition is Important at Mary Kay Cosmetics
Pink Cadillacs are given to top performers at large
annual events
Southwest Airlines
Team-oriented cultures are collaborative and emphasize cooperation among employees
L.L. Bean
Low - 3% turn over rate
Ranked in Fortune’s 100 Best Companies to work For
“Every employee is the most important in the company.”
Goldman Sacs
12 handy hints for fitting into Goldman Sachs’ culture
You must adopt a uniform
Fitness first
You must pull out the stops for colleagues
Everything is career-related
It’s still survival of the fittest
You need advocates
You must be flexible to survive
Rising stars are rock stars
But don’t shout about it
You need to take criticism
The job is the center of your new universe
The intense competition is ultimately rewarding
Microsoft
The software process was something that was very individualistic. Today, it is much more collaborative.
Big cultural change moving from an individual centric organization to one that is more about teams and the group work.
Gig Economy
Multicultural Organizations and Diversity
Multiculturalism
involves inclusiveness and respect for diversity
Multicultural organizations
has a culture with core values that respect diversity and support multiculturalism
Copyright ©2015 John Wiley & Sons, Inc.
17
18
I.
Culture eats everything for breakfast! by Vladimir Kelava
Bez obzira koliko su dobre vaše strategije za vođenje organizacije/tima, one vam neće pomoći ako je organizacijska/timska kultura loša. Procesi i prakse su važni, ali jednako važni su i vrednosti i principi. Bez njih, temelj je slab i disfunkcionalan.
Organizacije koje ovo razumiju gaje kulturu koja se temelji na jasno definiranim vrednostima koje su vodići principi kako bi se ljudi trebali ponašati i komunicirati, kako bi se trebale donositi odluke i kako bi se trebale provoditi svakodnevne aktivnosti. U takvim organizacijama vrednosti nisu samo “random” reči na plakatima koji vise u kompanijskim hodnicima…i nisu opisane u opštim i hladnim tektovima na kompanijskim portalima.
Organizacije koje ozbiljno pristupaju ovoj temi ne opisuju svoju kulturu putem linkedin, fejsbuk i instagram objava na kojima ljudi igraju stolni tensi, stolni fudbal i ispijaju pivo…uz komentar - “Pogledajte našu sjajnu kulturu”. Nemam ništa protiv zabave 😉 ali….
Pridružite nam se na radionici ako želite da diskutujete:
Šta je uopšte organizaciona/timska kultura?
Uticaj kulture na organizaciju/timove
Kako gajiti organizacionu/timsku kulturu?
Kako jasno definirane vrednosti mogu koristiti vašoj organizaciji/timu?
Espoused vs Enacted vrednosti
Šta je to Management 3.0 big Value List?
Entrepreneurship - As a path to business for good
The document discusses an online portal called 101 Business Insights that provides alternative perspectives on business structures, financing, accounting, and more. It offers insights across different disciplines to help entrepreneurs examine traditional assumptions and consider more holistic approaches to building sustainable businesses. Key topics covered include alternative corporate entities like B Corps, different funding mechanisms and their consequences, and integral accounting methods that measure multiple dimensions of business performance.
Build a winning company culture
This interesting and engaging workshop is an excellent way to begin a discussion about company culture, why it is important, and how it can be improved for lasting results. A great topic executive retreats, leadership conferences, and executive teams. Past reviews and ratings have been outstanding. Based on my book, LEADERSHIP IN HIGH-PERFORMANCE ORGANIZATIONAL CULTURES, 2ND EDITION.
Cardio The Corporate Culture Consultants Big Brochure (2009 10)
Cardio The Corporate Culture Consultants Big Brochure (2009 10)Cardio - The Corporate Culture Consultants
The document discusses transforming organizational culture through coaching and developing talent. It describes using tools like thinking techniques, relationship reviews, and an accredited curriculum to help organizations change attitudes, improve planning, and increase value. The goal is to inspire staff, foster collaboration, resolve conflicts, and accelerate performance through partnership with cultural experts.Culture in organization (chapter 1) organizational behaviour
Organizational culture refers to shared values, beliefs, and behaviors within an organization. It has a strong influence on employee behavior and performance. A positive, distinctive culture can provide a competitive advantage while the wrong culture can hurt performance. Culture consists of visible artifacts, espoused values, and deeper basic assumptions. Understanding an organization's culture involves examining all three levels.
Organisational culture as a Determinant of organisational development
International Journal of Engineering and Science Invention (IJESI) is an international journal intended for professionals and researchers in all fields of computer science and electronics. IJESI publishes research articles and reviews within the whole field Engineering Science and Technology, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Executive Leadership Retreats for Heads of Sustainability, Crete 2013
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Are Leaders learning as fast as the world is changing?
The document discusses the need for organizations to reinvent themselves due to rapidly changing external contexts. It argues that traditional approaches to management, business modeling, organizational structures, and consulting are no longer adequate. Organizations must develop new dynamic capabilities like learning quickly, systemic thinking, and responding rapidly to changing stakeholder needs. The document promotes Resonate as a partner that can help organizations develop innovative methodologies and procedures to better understand their business and achieve measurable results through execution.
Cardio Mini Brochure Active Talent
At Cardio we work actively in partnerships across your organisation to provide critical cultural insight. Our goal is to identify, surface, engage, connect and practically apply all the talent within your organisation to help you create your own internal ‘Intelligent Client’ consultancy capacity. Once you have enhanced your own in-house capability, we may be the last external consultants you’ll ever need.
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Write a research paper addressing a chosen business theory and i
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LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UP
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
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Remote Sensing and Geographic Information Systems
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● Types of event processing models in Mule 4
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Mysore WhatsApp group:- https://chat.whatsapp.com/EhqtHtCC75vCAX7gaO842N
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Shubham Chaurasia - https://www.linkedin.com/in/shubhamchaurasia1/
Giridhar Meka - https://www.linkedin.com/in/giridharmeka
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Cranmore Foundation - New directions in business thinking
- 1. living wisdom new directions in business thinking Cranmore Foundation
- 2. complexity creates new challenges
- 3. uncertainty requires new thinking
- 4. new thinking | new answers “ we cannot solve problems at the level they were created”
- 5. there is more than rational thinking intent thought feeling western emphasis: rational / discursive efficient / effective economic action pragmatic truth beauty ethics wisdom
- 6. trends in business thinking intent thought feeling western emphasis: rational / discursive efficient / effective economic action wisdom universal values aesthetics in business sustainability CSR evidence based medicine
- 7. new business thinking | a new balance intent thought feeling action wisdom
- 8. current new thinking in business | aesthetics
- 9. current new thinking in business | ethics
- 10. current new thinking in business | wisdom
- 20. living wisdom new directions in business thinking Cranmore Foundation This work is licensed under the Creative Commons Attribution-Share Alike 2.0 UK: England & Wales License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/2.0/uk/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Editor's Notes
- In recent years the businesscommunity is seen taking an interest in other than purely rational or discursive ways of thinking. Current challenges show a complexity that requires other qualities of reflection . These trends can be shown in the graph above: a new interest in the possible contributions of wisdom, fo aesthetics and ethics to business, as well as a new interest in a practical approach.