For many years, organizations that have been recognized as best places to work have received that recognition because they have cultures that create the conditions for people to thrive personally and professionally. Cultures in organizations that are good places to work develop environments in which people work together in support of the mission and vision.
What is collaboration? Here I present both a definition of collaboration and a model for how to think about collaboration. This gives us a framework for how to improve the way we collaborate.
Collaboration Insights Webinar: The 9 Types of CollaboratorsCentral Desktop
When your organization adopts a collaboration platform, you quickly learn that some of your co-workers are uh ... well ... special. They just don't work the same way you do, and now these differences are both apparent and transparent.
Who ARE these people?
Meet the 9 Types of Collaborators, from the Stealth Ninja who lurks in the background to the Socialite who posts a new status update 15 times per day.
Isaac Garcia, collaboration expert and CEO of Central Desktop, moderates a lively, interactive discussion. Joining him are:
* Jenn DePauw, Senior Director of Operations at The1stMovement digital communications agency
* Alan Bush, Client Services Representative at Central Desktop
They provide:
* Brief overview of all 9 types of collaborators
* Interactive quiz to help you identify your own collaboration type
* Words of wisdom from leaders of collaboration deployments.
What is collaboration? Here I present both a definition of collaboration and a model for how to think about collaboration. This gives us a framework for how to improve the way we collaborate.
Collaboration Insights Webinar: The 9 Types of CollaboratorsCentral Desktop
When your organization adopts a collaboration platform, you quickly learn that some of your co-workers are uh ... well ... special. They just don't work the same way you do, and now these differences are both apparent and transparent.
Who ARE these people?
Meet the 9 Types of Collaborators, from the Stealth Ninja who lurks in the background to the Socialite who posts a new status update 15 times per day.
Isaac Garcia, collaboration expert and CEO of Central Desktop, moderates a lively, interactive discussion. Joining him are:
* Jenn DePauw, Senior Director of Operations at The1stMovement digital communications agency
* Alan Bush, Client Services Representative at Central Desktop
They provide:
* Brief overview of all 9 types of collaborators
* Interactive quiz to help you identify your own collaboration type
* Words of wisdom from leaders of collaboration deployments.
CCL Points of View on Leadership Development Through the Lens of Relational L...Charles Palus
CCL Points of View on Leadership Development Through the Lens of Relational Leadership featuring Chuck Palus, CCL Senior Fellow. This is a special session for new CCL coaches and associates in Europe, Middle East and Africa. The topics include Dialogue, DAC Model, Relational Leadership, Lessons of Experience, ACS Model, Leadership Culture and Vertical Development.
Streaming recording link at https://ccl.webex.com/ccl/lsr.php?RCID=2ccc9bea43e943ff869ade36d413a2d1
Joint working and collaboration are essential in any workplace and often they are taken for granted. However, much like other workplace attributes, effective collaboration skills need to be nurtured and developed. So, does your team have the required workplace collaboration skills? Let’s find out what they are and how you can promote them in your business.
Some slides on people management: why managing people in the software development lifecycle, how to manage people and how to choose team members of a project.
My recent keynote on how to build a culture of innovation. I present a series of actionable models together with a real life case study to bring them to life.
Virtual team management is the ability to organize and coordinate with effect a group whose members are not in the same location or time zone, and may not even work for the organization. The predictor of success is–as always–clarity of purpose. But, virtual team management requires deeper understanding of people, process, and technology, and recognition that trust is a more limiting factor compared with face-to-face interactions.
Talking Points and Agenda:
Why change management is important?
Brief about the book "who moved my cheese"
The Change Curve
Emotional intelligence and people reacting to change
Guidelines on how to adopt to change
How to tackle negative resistance
Examples of change management methodologies
Lewin's Model
Beckhard and Harris
People management skills_Interpersonal skills, Emotional Intelligence, Employee Engagement, Motivation and Conflict Resolution strategies and techniques
An agile approach to organizational development. The Acelera The Sprint is an iterative innovation process focused on the creation of value and the priorities of the organization, which compresses years of learning in just a few months, accelerating the transformation via integrated agile teams, massive collaboration as a value creation model and putting the emphasis on the development of transformative leadership and the adoption of agile methodologies and new digital ways of doing.
CCL Points of View on Leadership Development Through the Lens of Relational L...Charles Palus
CCL Points of View on Leadership Development Through the Lens of Relational Leadership featuring Chuck Palus, CCL Senior Fellow. This is a special session for new CCL coaches and associates in Europe, Middle East and Africa. The topics include Dialogue, DAC Model, Relational Leadership, Lessons of Experience, ACS Model, Leadership Culture and Vertical Development.
Streaming recording link at https://ccl.webex.com/ccl/lsr.php?RCID=2ccc9bea43e943ff869ade36d413a2d1
Joint working and collaboration are essential in any workplace and often they are taken for granted. However, much like other workplace attributes, effective collaboration skills need to be nurtured and developed. So, does your team have the required workplace collaboration skills? Let’s find out what they are and how you can promote them in your business.
Some slides on people management: why managing people in the software development lifecycle, how to manage people and how to choose team members of a project.
My recent keynote on how to build a culture of innovation. I present a series of actionable models together with a real life case study to bring them to life.
Virtual team management is the ability to organize and coordinate with effect a group whose members are not in the same location or time zone, and may not even work for the organization. The predictor of success is–as always–clarity of purpose. But, virtual team management requires deeper understanding of people, process, and technology, and recognition that trust is a more limiting factor compared with face-to-face interactions.
Talking Points and Agenda:
Why change management is important?
Brief about the book "who moved my cheese"
The Change Curve
Emotional intelligence and people reacting to change
Guidelines on how to adopt to change
How to tackle negative resistance
Examples of change management methodologies
Lewin's Model
Beckhard and Harris
People management skills_Interpersonal skills, Emotional Intelligence, Employee Engagement, Motivation and Conflict Resolution strategies and techniques
An agile approach to organizational development. The Acelera The Sprint is an iterative innovation process focused on the creation of value and the priorities of the organization, which compresses years of learning in just a few months, accelerating the transformation via integrated agile teams, massive collaboration as a value creation model and putting the emphasis on the development of transformative leadership and the adoption of agile methodologies and new digital ways of doing.
Soccnx III - A social revolution... "Can I control that?"LetsConnect
Speakers: Femke Goedhart
Company regulation versus personal individuality, how do you get your employees to be responsible partners in a Social Business and how do you weigh freedom versus restriction? The whole Social Business idea is based on the idea of each individual having an intrinsic value to the organization that isn't necessarily linked to its role within the organization alone. This begs the question of how to tap this resource without losing control and how to implement and regulate the changes that are going to be needed. How much of this can you regulate (top-down) and how much do you allow to evolve (bottom-up)? Do you set up predefined structures and communities (pushing) or allow users to instigate the community building, opening up the floor to free input and self-empowerment? This session will highlight the difficulties and choices a company will face while making the transition into a Social Business and offer ideas and guidelines on how to do so.
Presentation giving during BLUG Conference at Antwerp 23 -3-2012
"Company regulation versus personal individuality, how do you get your employees to be responsible partners in a Social Business and how do you weigh freedom versus restriction? The whole Social Business idea is based on the idea of each individual having an intrinsic value to the organization that isn't necessarily linked to its role within the organization alone. This begs the question of how to tap this resource without losing control and how to implement and regulate the changes that are going to be needed. How much of this can you regulate (top-down) and how much do you allow to evolve (bottom-up)? Setting up predefined structures and communities (pushing) versus allowing users to instigate the community building, allowing free input and self-empowerment (pulling).
This session will highlight the difficulties and choices a company will face while making the transition into a Social Business and offer ideas and guidelines on how to do so."
Why do communication strategies often not work? How is a vision different than a mission statement? How can marketing materials, websites, and social media interactions reflect this vision? How can you tap into deeper emotion and motivation for donors, stakeholders, employees, and volunteers? This webinar will explore what is beneath and beyond strategy – how to become more digitally and operationally aligned with what matters.
Abstract: Public Lecture Da Vinci
Dr Rica Viljoen
The theory that will underpin the public lecture deals with the complex problem of how individuals, groups, organisations and societies handle changing life conditions. Thinking systems in people, organisations and society help us to understand the adaptive capability of changing environmental conditions. These conditions in the environment study the following:
• Worldview: messaging and pattern recognition
• Degree of complexity: exiting or emerging codes of thinking
• Command and control: the inherent flexibility
• Organising Principles: the intensity of the condition
• Elaborating stream implications: the view and implications of the past, present and future time line
• Potential: the functionality or health of the ecology
Insights gained from a meta-study on leadership will be presented. These insights lead to the publication of the book Organisational Change and Development. Multi-cultural research conducted in 42 different countries, with more than 100 000 participants, will be shared. These ethnographical insights will be interwoven with the Interesting findings from various Da Vinci PhD-studies to present a rich narrative on the human condition. The purpose of the lecture is to uniquely offers the application of diversity of thought and contexual understanding in various geo-political, industry domains organisational spaces.
The stories that will be shared, was lived by leaders in multi-cultural settings. The organisational and societal development interventions that will be described, was facilitated by Rica and/or her co-researchers. One such case will deal with the successful implementation of co-determination – a unique way of partnering between workers, management and trade unions in an effort to optimise stakeholder relationships and conduct sustainable business in South Africa and other emerging economies. An effort will be made to present enough rich narratives for the participant to be triggered, inspired and even moved to action to make the world a better place for all.
The following books will be available after the lecture:
• Organisational Change and Development (Viljoen, 2015)
• Employee Engagement in a South African Context (Nienaber and Martins, 2016)
• Organisational Diagnostics (Martins, Martins and Viljoen, 2017)
Leading Through the Numbers: 9 Enneagram Personality TypesBernice Moore, PhD
Teams enhance their capacity by understanding their strengths and weaknesses. The 9 personality types of the Enneagram enable individuals to understand how to work together effectively, drawing upon the best of each other. Individually the Enneagram deepens capacity and unleashes potential. Collectively, the Enneagram develops team capacity and enhances effectiveness.
Mindful Systems Inquiry is a process designed to help a group gain clarity, explore a complex system, and inquire into what’s going on and what may emerge.
Mindfulness clears the mind, deepens concentration, and evokes presence. Presence brings bodies, minds, and hearts into the moment with wisdom.
Systems simulation gives a direct experience of the whole system. System interrelationships become clear. Different actions and voices ripple and resonate through the system.
Inquiry involves how we talk and learn together. We develop relationships and create our world through conversation. New insights and understandings about the system and its interrelationships arise.
Collaboration is a required skill in today's complex organization. Improving how we work together by improving our conversations creates better relationships & results.
Conversations get the work done. When we lead by using language skillfully, we improve relationships and results. Three key components are essential: 1) Advocacy, to make a point and clarify what we mean; 2) Inquiry, to ask good questions and bring out different perspectives; 3) Reflection to enhance learning and ensure alignment.
Project in collaboration with Dr. Sylvia Gaffney exploring the brain and how it affects leadership development and capacity. Presented in 5 short bursts for optimal learning.
Greater complexity affects all of us, and when we add some new skills, we are able to transform to meet the challenges of complexity with ease and confidence.
The ladder of inference is an important tool in understanding how we think and helping others understand why we think what we do. When working with others, this is an important capability. This brief video explains how to use the ladder to develop your leadership capability.
The ladder of inference is an important tool in understanding how we think and helping others understand why we think what we do. When working with others, this is an important capability. This brief video explains how to use the ladder to develop your leadership capability.
Leading in these tough times is not easy. What worked in the past doesn't help us. New capabilities can enable leaders to work with increasingly unpredictable conditions with confidence.
Learning to draw on multiple perspectives helps us solve complex and complicated problems.
It comes down to developing relationships, optimizing interactions and outcomes. How we talk can expand our leadership in positive ways.
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.
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.
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
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.
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
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
Chapter 3 - Islamic Banking Products and Services.pptx
Creating Collaborative Cultures
1. Creating The Leader’s
Collaborative
Cultures: ROLE
2. Creating The Leader’s
Collaborative
Cultures: ROLE
Presented by
Nancy Southern, Ed.D
2
3. “Culture does not change because we
desire to change it. Culture changes
when the organization is transformed;
the culture reflects the realities of
people working together every day.”
– Frances Hesselbein
The Key to Cultural Transformation, Leader to Leader (Spring 1999)
3
4. Definition of Culture
“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.”
– Schein 1992
4
5. How do we
Understand
Culture
We can look at
• Artifacts, physical structures
• Rituals and ceremonies
• Organizational systems and procedures
5
6. How do we
Understand
Culture
We can listen to
• Language (slogans, acronyms, etc.)
• Stories and legends
6
7. How do we
Understand
Culture
We can directly ask people,
but must consider
• That people have different cultural lenses
• Espoused values may differ from enacted values
7
8. Why is
Culture
Important
Artifacts
Conversations
Espoused Values
Conversations
Beliefs & Assumptions
8
9. Why is
Culture
Important
• Helps determine what mental
models will support and
inhibit the desired change
Artifacts
Conversations • Identifies important stories
and rituals that carry meaning
Espoused Values
and need to be sustained or
Conversations intentionally re-created
Beliefs & Assumptions
9
10. How do Leaders
Shape
• Design of physical space
Culture
• Organizational structures, systems, procedures
• Organizational rites and rituals
• Stories, myths, about people and events
• Formal statements of values, mission, vision
• What gets attention, measured, controlled
From E. Schein, Organizational Culture and Leadership , 1992. 10
11. How do Leaders
Shape
• How they react to situations
Culture
• How they allocate resources
• Role modeling, teaching, coaching
• Communicating values and beliefs
• Rewarding or punishing
• How they select and integrate newcomers
From E. Schein, Organizational Culture and Leadership , 1992. 11
12. Occupational
Sub-Cultures
Executive
Operations
Technical & Within these subcultures,
Professional people maintain common values,
assumptions, and language, which
may not be fully understood by
Sales & those outside the culture.
Marketing
12
13. How Would You Describe
Your Organization’s
• What are the obvious artifacts? Culture
• What are the espoused values?
• What metaphors describe how people interact?
• What are the gaps between espoused values and actions?
• What expectations do people hold of leaders?
• Which sub-culture(s) dominates?
• What are prevailing beliefs and assumptions about what is
possible and what is not?
• How would people describe the conditions that support or
inhibit their work?
13
14. Moving from Silos
to Collaboration
• Many organizations are organized
functionally and thus silos emerge as people
consider the function as their territory.
• Collaboration can take place across
functional areas when people understand
that functions are only areas of expertise thus
their primary responsibility is to share their
expertise, not protect their territory.
14
15. Barriers to Collaboration
• People feel they are victims of the system
• Fear abounds resulting in risk avoidance and self protection
• Knowledge is seen as power and used to maintain status
• Relationship building is not valued
• Independent action is rewarded without recognition of the
contributions of others
15
16. Cycle of Blame
Fear & Independent
Powerlessness & Defensive
Actions
Distrust
Risk
Avoidance BLAME Erosion
of Safety
Breakdown Suspicion
of Relationships of Intent
16
17. Conditions for
Collaboration
• People feel valued and trusted
• Relationships are seen as essential to
providing knowledge and support networks
• Strategic risk taking is encouraged
• Opportunities abound for formal and
informal dialogue where new ideas are
shared and old assumptions are challenged
• Learning takes place from problems,
mistakes and success 17
18. Cycle of Collaboration
Trust Innovation
& Change
Risk
Taking Collaboration Support of
New Ideas
Strong Open Inquiry
Relationships & Dialogue
18
19. Creating Cultures
of Collaboration
• Begins with understanding the complexity of the current state
• Draws forth inspiration and commitment through visioning
• Integrates all aspects of the organization’s work
• Intentionally manages change
• Requires collaborative leadership
19
20. Conditions for
Shared Leadership Recognizing
Leadership in All
People and Positions
Listening for Understanding Encouraging and
and a Willingness Appreciating Different
to be Influenced Points of View
Creating Space Asking Questions
for Dialogue to Challenge
and Learning Collective Assumptions
Respecting Encouraging Everyone
Others’ Positions to Say What Needs to be Said
20
21. Designing a Collaborative
Process for Cultural Change
1. Begins with a cultural assessment
2. Invites people to participate in the learning journey
3. Addresses the Changes needed on the levels of...
• Individual and collective beliefs and assumptions
• Patterns of behavior and action
• Supporting organizational structures
• Events that promote collaboration
21
22. Organizational Assessment
Purpose Process
• Determine the current reality • Interview individuals
and desired future state and/or group
• Map the reality • Synthesis of interview
themes
• Use the map to establish
agreement on what is and • Feedback of interview
ideas for future themes, paying
attention to tensions
• Engage people in the
change process • Map of the system,
issues, relationships
22
24. Changing
Organizational
Culture
rity
HIGH
of A
utho Events Define the culture and signal change
vels
Supporting Systems, structures, polices, that limit or support
r Le
Structures change and reinforce patterns of action
ighe
es H
Methods of interaction, communication,
ir
equ
Patterns of Action decision-making, normative in the culture
R
nge
Individually and collectively held
Cha
assumptions about relationships
LOW Beliefs and Assumptions and what can or cannot change
Adapted from the work of Peter Senge & Edgar Schein 24
25. Beliefs and Assumptions of
Individually and collectively held
assumptions about relationships Collaborative
and what can or cannot change
Cultures
• I can be more successful with the help of others
• Diversity makes us more creative and capable
• Disagreement adds value to a conversation
• Talking about what I/we have learned is
more valuable than talking about what we
have done
• I can speak freely and truthfully to anyone
in the organization
• The purpose of our work is important
25
26. Working with Beliefs and
Assumptions/Mental Models
• Provide opportunities for people to experience
something they never thought was possible
• Become skillful in using the Ladder of Inference
• Skillfully ask questions that challenge assumptions
• Create opportunities for dialogue that engage
diverse perspectives and support new understanding
26
27. Patterns of Actions in
Methods of interaction,
communication, decision-making, Collaborative
normative in the culture
Cultures
• Informal meetings are a norm
• In meetings, people talk about what is
most important
• The intent of conversations is to reach
new understanding
• Arguments are playful and engaging
• Acts of care are common and recognized
27
28. Supporting Structures for
Systems, structures, polices,
that limit or support change and Collaborative
reinforce patterns of action
Cultures
• Hiring people who match the culture
• Powerful orientation process for new hires
• Performance evaluations that model
collaboration
• Mentoring communities
• Technology that enhances collaboration
• Policies and approaches to engaging
collaboratively with stakeholders outside the
organization
28
29. Events to Build and Sustain
Define the culture
and signal change
Collaborative
Cultures
• Collaborative visioning and planning
• Innovation showcases
• Relationship building retreats
• Strategic dialogue sessions
• Internal customer appreciation
• Collaboration and Team recognition
29
30. How to Begin a
Cultural
Change
• Complete the assessment
• Engage a few dedicated people as a cultural change team
• Design an event to communicate the change and create a
experience and a vision of collaboration
• Initiate cross functional teams to identify the patterns of action
and supporting structures that need to change
• Implement and recognize the change through powerful events
30
31. Creating The Leader’s
Collaborative
Cultures: ROLE
Questions
and
Comments
31
33. Additional Resources
• Virtual facilitation to further build these skills with a team
• Coaching to develop collaborative leadership
• Next Webinar - Collaborating Across Distance on March 16, 2011
• Release of on-line learning program March 2011
• Next eBook: Leading a Global Team - Spring 2011
• Recording of this webinar will be available next week
http://www.ico-consulting.com 33
34. Free eBook
One of many collaborative resources
available through ICO Consulitng.
This free eBook teaches the skills of
Advocacy, Inquiry and Reflection.
Download your copy @
http://www.ico-consulting.com/e-book.html
34