Horizontal Leadership Managing Change And Complexity Eng 2009
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Why is it so, that today's challenges increasingly fall between stools? How to lead horizontally across organizational boundaries without a formal authority and mandate?
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![EDGE – Mastering Change and Complexity Horizontal Leadership – mastering challenges Gunnar Westling, Ph D, Centre for Advanced Studies in Leadership at the Stockholm School of Economics ,[object Object],[object Object]](https://image.slidesharecdn.com/horizontalleadership-managingchangeandcomplexityeng2009-090622080250-phpapp01/85/Horizontal-Leadership-Managing-Change-And-Complexity-Eng-2009-1-320.jpg)
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Academic research involves thoroughly studying a topic to present facts and information in a detailed and accurate manner through systematic investigation and inquiry. It differs from high school research in that college requires more frequent and longer writing assignments, more thorough research using a larger library system with various sources, and less feedback from teachers as students must self-monitor their own progress.
C Moesunamujer
Este documento celebra las fortalezas y cualidades de las mujeres. Resalta que las mujeres cargan con muchas responsabilidades como madres y esposas, pero aun así encuentran espacio para el amor, la alegría y la felicidad. También destaca la inteligencia, compasión y poder suave de las mujeres. Concluye diciendo que la belleza de una mujer crece con los años y proviene de su corazón y alma, no de su apariencia física.
Getting Started with Git
Source code control is the most important practice that a software professional can do. This presentation introduces Git, the modern, distributed, version control designed for speed and efficiency.
This was delivered for a local Drupal user group.
I originally gave this presentation at the Drupal Self-Help Group meetup, in May 2012.
Interactive Marketing
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The Power of Gaming: A Brief Why, What, and How of Video Games in Libraries
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Similar to Horizontal Leadership Managing Change And Complexity Eng 2009
Zoom out shifting to systems work
This document discusses zooming out from an individual focus to a systems-level perspective in psychological and educational work. It advocates taking an ecological approach that considers all levels of a client's environment, including peers, family, school, community and policies. Barriers to this approach include focusing assessments and conversations on individuals rather than systems. The document provides examples of strengths-based, appreciative questions that can help practitioners zoom out to understand how various layers of a client's environment interact. It emphasizes involving all stakeholders in assessment, feedback and intervention to properly address problems at a systems level.
Creativity & Problem Solving
This document provides a summary of a presentation by Drs. Kenny Cheah, Siaw Yan Li, and Donnie Adams from the University of Malaya on strategic thinking and problem solving. It discusses four essential thinking skills, uses a case study to illustrate strategic thinking, and outlines several problem solving and decision making models. The document also includes examples to analyze and contact information for the three doctors. The summary is presented in 3 sentences or less:
The document summarizes a presentation on strategic thinking skills, uses a case study example, and outlines problem solving models, providing contact information for the three presenting doctors from the University of Malaya. It also includes analysis examples and interactive elements.
Design Tools for Systems Thinking
Gigamap example by Manuela Aguirre: https://www.slideshare.net/ManuelaAguirre/policy-support-full-presentation
In this presentation you will learn about design tools and techniques to solve wicked problems, using Systems Thinking.
Systems Thinking looks at the whole of a system rather than focusing on its individual parts, to better understand complex phenomena. Systems Thinking contrasts with analytic thinking: you solve problems by going deeper, by looking at the greater whole of a system and the relations between its elements, rather than solving individual problems in a linear way via simple cause and effect explanations.
You can apply Systems Thinking principles in different situations: to understand how large organisations function and design for the enterprise (e.g. when you are trying to revamp a large intranet), but also to solve social problems and issues (e.g. unemployment with disadvantaged youth or mobility in larger cities). So basically whenever there is complexity and conflict (of interest) in your project, Systems Thinking will be helpful.
After an introduction to Systems Thinking and its core concepts, we will first explain and practice a few techniques that you as a designer can apply to better understand complex systems, for example creating a System Map and drawing Connection Circles. In the second part of the workshop, we will introduce techniques that help you shape solutions, for example using Paradoxical Thinking for ideation and writing ‘What-if’ Scenarios.
Presented at EuroIA 2015 with Koen Peters.
Information Literacy
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http://www.ltscotland.org.uk/slf/previousconferences/2007/seminars/informationliteracywhatwhyandhow.asp
Slhi aug 27 08 imple part 2
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Dialogic Design for Foresight : DwD Workshop
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1) The workshop used a structured dialogic design approach to guide a democratic dialogue toward effective action. 18 participants from diverse backgrounds discussed the challenges.
2)
Not in my backyard! michael randel - april 29 2011
Conference presentation - using the Dialogue Mapping approach to build shared understanding and commitment to change, especially on complex, interdependent problems.
Managerial Group Relationship
Managerial Group Relationship,
A managerial group relationship refers to the dynamics and interactions among individuals who hold managerial positions within an organization. These relationships play a crucial role in shaping the overall functioning and effectiveness of the management team.
Here are some key aspects of managerial group relationships:
Communication: Effective communication is vital for building and maintaining strong relationships within a managerial group. Managers need to communicate openly, honestly, and frequently to ensure that information flows smoothly and that everyone is on the same page.
Trust and Respect: Trust and respect are the foundation of any healthy relationship, including managerial group relationships. Managers should trust and respect each other's expertise, decisions, and contributions. Trust enables collaboration, fosters teamwork, and promotes a positive work environment.
Collaboration and Cooperation: Managers within a group should work together collaboratively, rather than in silos. They should share knowledge, resources, and ideas, and collaborate on projects and problem-solving. Cooperation among managers strengthens the overall effectiveness of the management team and enhances organizational performance.
Support and Encouragement: Managers should support and encourage each other's professional growth and development. They should provide feedback, guidance, and mentoring when needed. A supportive managerial group fosters a culture of continuous learning and helps individual managers reach their full potential.
Conflict Resolution: Conflicts are inevitable in any group, including managerial teams. However, effective managerial group relationships involve the ability to handle conflicts constructively. Managers should be skilled in resolving conflicts through open dialogue, active listening, and finding win-win solutions that address the underlying issues.
Shared Goals and Vision: A strong managerial group relationship is built on shared goals and a common vision for the organization. Managers should align their objectives and strategies, ensuring that they work collectively towards the achievement of organizational objectives.
Role Clarity and Coordination: It is important for managers to have clear roles and responsibilities within the group. Role clarity helps in avoiding overlaps and ensuring smooth coordination. Managers should have a clear understanding of each other's roles and actively coordinate their efforts to maximize efficiency and minimize duplication.
Overall, a positive and effective managerial group relationship promotes a collaborative, supportive, and productive work environment. It enhances decision-making, problem-solving, and organizational performance, ultimately leading to success for the organization as a whole.
Leading ChangeIntroductionThe phrase leading change may gene.docx
The document discusses the challenges of leading change in higher education. It notes that change efforts often fail due to a lack of agreement on the problem, unclear decision-making structures and timeframes, an absence of evaluative criteria, and failure to communicate changes to the entire campus community. This can lead to a culture of exhaustion where people are unwilling to participate in reform efforts. The author proposes ways to overcome these obstacles, including creating agreement on goals, establishing clear decision-making processes, setting evaluative measures, and communicating reforms broadly.
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As presented for the March 27, 2014 KM Solutions Showcase™ Conference:
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2011 dialogue the language of complex systems v.2
The document outlines an agenda for a two-day workshop on navigating complex systems through dialogue. Day 1 introduces systems thinking and complexity paradigms, and explores how to apply systems thinking to complex challenges in healthcare. Participants will discuss an initial complex change challenge. Day 1 also covers an introduction to dialogue and reflection. Day 2 focuses on developing dialogue and inquiry skills, and using dialogue in pivotal conversations to move beyond siloed thinking. Participants will further discuss their change challenge and share plans for next steps. The overall goals are to understand complexity in healthcare leadership, strengthen collaboration through systems thinking and dialogue, and explore real challenges with practical solutions.
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2. The student government at JSU is divided over whether to organize a student walk-out during graduation ceremonies to protest the speaker selection.
3. As the VP of Student Affairs, the presenter has been tasked with handling the crisis. They plan to meet with student government leaders and leverage transformative learning theory to resolve the crisis and foster growth for all students involved.
Ai Workshop Slides Used By John Loty In 2008.
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This document discusses structured dialogic design (SDD) as a methodology for facilitating large group collaboration and decision making around complex problems. It outlines some key challenges with large group work, including complexity, lack of shared understanding, and limited cognitive abilities. SDD provides a structured process and graphic tools to help large groups unpack complexity, build shared understanding, and make informed decisions through techniques like clustering observations, identifying influence relationships, and developing action plans. The document includes examples of SDD being used to address barriers to public participation in broadband access.
CNAM – International Institute of ManagementMaster in Inte.docx
CNAM – International Institute of Management
Master in International Management
Master 1
Organization Theory
Eric Hertzler
Senior Tenured Lecturer
Université Paris-Est Créteil
[email protected]
Introduction to Organizations
What DO YOU KNOW about Organization?
What is an organization?
What is NOT an organization?
Hospitals Families Schools
Professional associations, non profit organizations …
Businesses Social movements…
Stores Friendship cliques…
Companies Isolated individuals….
FactoriesStreet gangs…
What is an Organization?
A simple working definition:
Organizations are autonomous groups whose members
coordinate their behavior in order to accomplish shared
goals or to put out a product.
Examples Qualities
Organizations Companies, Schools,
voluntary associations,
Political parties
Roles, rules, goals,
recurring behaviors,
boundaries
Not Organizations Random collections of
persons, isolated
individuals
No rules, roles, goals,
pattern of recurrence, or
boundary
Ambiguous cases Street gangs, friendship
groups, social movements
Less clear roles, rules, and
goals, porous boundaries
and fluid participants
What is an Organization?
• Defining an Organization…
• Which of the following is REQUIRED in order to have an
organization?
☐Multiple people ☐A product that can be purchased
☐ Coordinated behavior ☐ An official name/logo
☐ A shared physical space
☐ A common goal or purpose
What is an Organization?
Defining an Organization…
Which of the following is REQUIRED in order to have an
organization?
Multiple people ☐A product that can be purchased
Coordinated behavior An official name/logo
☐ A shared physical space
A commmon goal or purpose
What is an Organization?
Organizations vary greatly.
• Size
• Market sector
• Social structure
• Environmental context
Organizational Problems and Reforms
• They are everywhere and complex => problems arise
• We feel compelled to reform organizations…
• But what shall we change?
Organizational Problems and Reforms
List of educational reforms at the IAE School of Management in 2015
1. Merging two master degrees in marketing
2. Developing AACSB accreditation
3. Developing Harvard Business School case studies
4. Generalizing the evaluation of teaching
5. Merging with the University of Marne-la-Vallée
6. Creating a governing board
7. Developing ‘aprenticeship’ in all master degrees
8. Developing a balance score-card of quality
9. Evaluating the research performance of professors
10. Developing on-line programs
11. Gaining autonomy from the Faculty of Economics and Management
12. Sharing all course materials between professors in management
Organizational Problems and Reforms
Which of the following best describes the issue of change in organizations (select all
that apply)
☐It is rare for an individual, group or society to attempt to change an organization in
meaningful ways. Once organizations are establish ...
CNAM – International Institute of ManagementMaster in Inte.docx
This document provides an introduction to organizational theory and concepts. It defines an organization as a group of people coordinating their behavior to accomplish shared goals or produce a product. Key elements that make up an organization are identified as goals, participants, technology, social structure, and the organization itself. Classical approaches to organizational theory discussed include Max Weber's study of bureaucracy, Frederick Taylor's scientific management, and the human relations theory. The document also covers topics like organizational problems and reforms, and different perspectives in organizational behavior.
CNAM – International Institute of ManagementMaster in Inte.docx
This document provides an introduction to organizational theory and concepts. It defines an organization as a group of people coordinating their behavior to accomplish shared goals or produce a product. Key elements that make up an organization are identified as goals, participants, technology, social structure, and the organization itself. Classical approaches to organizational theory discussed include Max Weber's study of bureaucracy, Frederick Taylor's scientific management, and the human relations theory. The document also covers topics like organizational problems and reforms, and different perspectives in organizational behavior.
Design for Social Innovation: Redesigning at the Intersection of Business, Co...
A new field of practice is emerging at the intersection of design, management, complex systems theory, facilitation, and social change. This practice, sometimes called Design for Social Innovation, is giving birth to approaches for creating with social complexity from the inside. It offers "managing emergence" as a complement to traditional management. And it treats culture as a working material rather than a mysterious and difficult barrier to change. This workshop will provide a survey of Design for Social Innovation: key approaches and practices, case studies, and opportunities they present to the Sustainable Brands community.
Broadening Assumptions to Find a Better Way - Innovation Tools Current Method...
Every company, team and person has established patters of What, Where, When, Who and How something gets done. It ranges from simple things like arriving at work and when we take a break to complex things like employee onboarding and hiring practices. Taking time as a team to challenge existing presumptions and work to create small steps, can break inertia (stuckness) in how your project team operates, while creating a shared understanding of why we are here and how we can improve things.
www.create-learning.com
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- 7. To Master Challenge – Understand Your Network
- 8. “ Vertical leadership” Manage a group, unit, or function Defined responsibility - authorization Allocated resources Routines + processes + problem solving “ Horizontal leadership” Manage tasks laterally across the organization Often challenges of great importance – unclear who is responsible Resource allocation based on negotiation/consent of others Sencemaking+ network + prototypes
- 12. Problem Solution Time Linear ”tame” problem solving Working on ”wicked” problems Gather data Analyze data Formulate solution Implement solution
- 14. Adoption curve Number of ”supporters” Time Source: Bresman, INSEAD Typically expected Typically experienced (S-kurva)
- 15. The ant perspective When we’re totally absorbed by the challenge
- 16. Solution 1: Zoom out
- 17. Solution 2 Change perspective
- 21. EDGE – Mastering Change and Complexity 1 Start Finishing line You are here Business and personal results 2 3 3 Follow-Through: Put Learning to Work Oct Nov Dec Jan Feb Mar Apr May
- 22. EDGE – Mastering Change and Complexity, Modules Follow-Through: Put Learning to Work 1 2 3 3 MODULE 1 Relevance Explore and (re)define the challenge. Focus on WHY • Factors for competitiveness • The business context and individual connections to the challenge • Meaningful assignment MODULE 2 Innovative solutions Find and test solutions together with others. Focus on HOW • Build alliances and involve stakeholders • 360° interviews, based on the challenges • Personal leadership MODULE 3 Action! Prepare and carry out concrete actions. Focus on ACTION • Support for successful mastering • The tool box • Learning around critical events 3 3 2
- 24. Practicing new behaviors over time is essential to developing new skills or changing old habits. Action is required! Practicing new behaviors over time is essential to developing new skills or changing old habits.
Editor's Notes
- The real finish line for this program is not the last day of class, but improvement in your on-the-job performance. Follow-through is critical to reaching the goal/finish line. Please make the most of this opportunity.
- The real finish line for this program is not the last day of class, but improvement in your on-the-job performance. Follow-through is critical to reaching the goal/finish line. Please make the most of this opportunity.
- Just like learning to ride a bike, playing a sport or becoming fluent in another language, change requires repeated practice to develop new habits.