This document summarizes a presentation on influencing and storytelling for leaders. It discusses influencing strategies such as rational, emotional, and practical techniques. It also discusses the power of stories, explaining how the brain is wired for storytelling and how stories can be used to engage people and encourage them to see new possibilities. The presentation provides frameworks for analyzing networks and influencing different types of audiences. It emphasizes that leaders can create new realities by changing the story and expanding people's horizons.
This document discusses how diversity and inclusion can lead to innovation. It notes that groups with greater differences in knowledge, beliefs, and perspectives tend to introduce more innovations. Cognitive diversity among group members is important. When there are differences in perspectives but also interaction among group members, it can lead to learning, growth, and new ideas. However, differences can also lead to stress, conflict, and wasted energy if not managed properly. Finding the right balance is important for maximizing the benefits of diversity.
putting diversity of thought to work (2012 ILSHRM)Joe Gerstandt
This document discusses the benefits of diversity of thought in groups and decision making. It notes that groups with greater differences in knowledge, beliefs, and perspectives introduce more innovations. It also discusses how minority dissent, even if wrong, can stimulate divergent thinking. The document advocates for being inclusive, seeking out novelty, and conveying an invitation for different perspectives to create a learning environment where stress and conflict can lead to growth.
Hyper-connectivity is disrupting industry boundaries and forcing brands to give up control. Smart brands of the future will focus less on strategy and consistency, and more on co-creating value through open and social interactions. Rather than pursuing excellence, brands will strive to connect through shared purpose and meaningful conversations. Control will be replaced with influence gained by activating valuable connections across networks.
slides from a daylong leadership retreat facilitated by joe gerstandt focused on cognitive diversity, innovation and decision making
joegerstandt.com
@joegerstandt
Diversity and inclusion lead to innovation. When groups have diverse cognitive perspectives, they are able to introduce more innovations. Exposure to minority dissent stimulates divergent thinking and helps groups consider problems from more perspectives to find more correct solutions. While disagreement can lead to dysfunction if not handled properly, when managed constructively through techniques like agreeing to disagree, explicit agreements, empathy, and meta-conversations, it allows groups to achieve high interaction with both high and low differences, leading to learning, growth, self-organization, and innovation.
This document discusses diversity and inclusion. It defines diversity as difference that takes many forms, including identity diversity and cognitive diversity. Cognitive diversity refers to differences in how people think and solve problems. The document emphasizes that diversity can lead to both better and worse group performance depending on how it is managed. It provides tips for doing inclusion, such as listening actively and conveying an invitation to participate.
This document discusses how diversity and inclusion can lead to innovation. It notes that groups with greater differences in knowledge, beliefs, and perspectives tend to introduce more innovations. Cognitive diversity among group members is important. When there are differences in perspectives but also interaction among group members, it can lead to learning, growth, and new ideas. However, differences can also lead to stress, conflict, and wasted energy if not managed properly. Finding the right balance is important for maximizing the benefits of diversity.
putting diversity of thought to work (2012 ILSHRM)Joe Gerstandt
This document discusses the benefits of diversity of thought in groups and decision making. It notes that groups with greater differences in knowledge, beliefs, and perspectives introduce more innovations. It also discusses how minority dissent, even if wrong, can stimulate divergent thinking. The document advocates for being inclusive, seeking out novelty, and conveying an invitation for different perspectives to create a learning environment where stress and conflict can lead to growth.
Hyper-connectivity is disrupting industry boundaries and forcing brands to give up control. Smart brands of the future will focus less on strategy and consistency, and more on co-creating value through open and social interactions. Rather than pursuing excellence, brands will strive to connect through shared purpose and meaningful conversations. Control will be replaced with influence gained by activating valuable connections across networks.
slides from a daylong leadership retreat facilitated by joe gerstandt focused on cognitive diversity, innovation and decision making
joegerstandt.com
@joegerstandt
Diversity and inclusion lead to innovation. When groups have diverse cognitive perspectives, they are able to introduce more innovations. Exposure to minority dissent stimulates divergent thinking and helps groups consider problems from more perspectives to find more correct solutions. While disagreement can lead to dysfunction if not handled properly, when managed constructively through techniques like agreeing to disagree, explicit agreements, empathy, and meta-conversations, it allows groups to achieve high interaction with both high and low differences, leading to learning, growth, self-organization, and innovation.
This document discusses diversity and inclusion. It defines diversity as difference that takes many forms, including identity diversity and cognitive diversity. Cognitive diversity refers to differences in how people think and solve problems. The document emphasizes that diversity can lead to both better and worse group performance depending on how it is managed. It provides tips for doing inclusion, such as listening actively and conveying an invitation to participate.
Devising intranet incentives: rewards and conditions for knowledge exchangeHazel Hall
Hazel Hall's invited paper presented at the 25th International Online Meeting, London, 4-6 December 2001. The full text article on which this presentation is based is available from Knowledge Board at http://www.knowledgeboard.com/lib/3259. The material presented here draws on early work for Hazel Hall's PhD, the full details of which are available from http://hazelhall.org/publications/phd-the-knowledge-trap-an-intranet-implementation-in-a-corporate-environment/
This document summarizes a presentation on storytelling for leaders and change agents. It discusses how storytelling is crucial to human evolution and how the brain is wired for story. Stories allow us to access our resources and paint pathways of possibility. The presentation provides a framework for breakthrough leadership through story with the elements of head, heart, and hand. It also outlines a story arc with character, problem, struggle, and solution. The goal is to engage people and encourage them to see what is possible through compelling stories of breakthrough.
This document provides guidance on planning a roving exhibition. It discusses determining the goals and desired results of the exhibition, developing the overarching theme or message, creating memorable exhibits, and making connections with visitors to move them in some way. It also touches on project management tasks like creating a schedule, estimating costs, developing a communications plan, and considering visitor needs and expectations. The overall focus is on interpretive planning to effectively communicate the intended message through the exhibition.
This document discusses how analytics can be used as both a process and lens to gain insights across user experience (UX) and business intelligence (BI). It notes that analytics is a discovery process that powers change by thinking, looking, and changing based on data. Various tools and trends in analytics are also covered, including predictive techniques for segmentation, the importance of experimentation, and moving from extractive to inclusive design processes informed by data.
This document discusses e-learning and web 2.0 technologies. It provides a list of various free and open web-based tools for blogging, social networking, content sharing, online collaboration and multimedia creation that enable new forms of online learning. These tools lower barriers to publishing content and allow learners to actively participate in online communities to create and share knowledge in new ways. The document advocates that e-learning should embrace these new web 2.0 technologies and social aspects to move from traditional e-learning 1.0 models to a more connected e-learning 2.0 approach.
Making Business Human: Delivering Great Experiences in a Connected AgePeter Merholz
Slides from my talk at IA Summit 2012. Won't make much sense of you were there.
In it, I discuss how business must engage in humanist practices and values in this messy and complex Connected Age.
This document discusses how transparency and key performance indicators (KPIs) can be used to create an open and trusting organizational culture. It argues that command-and-control styles of management stifle innovation, while transparent organizations where information is shared openly tend to perform better. The document provides guidelines for companies to increase transparency through accessible performance data and empowering frontline managers.
The document compares key elements of the movie The Matrix to aspects of business analysis. It discusses how the main character Neo, known as "The One", gaining awareness of the artificial reality of the Matrix is analogous to a business analyst gaining understanding of stakeholders' preconceptions. This allows both to influence their domains and see the future more accurately. Additionally, how Neo's abilities represent an effective business analyst's skills in requirements gathering, validating information, and planning projects. The document ends by comparing other movie characters to situations business analysts may face.
Conclusion - Decision/action model for soccer - Boyd's snowmobiles - Analysis...Larry Paul
A conclusion to the series, Decision/action model for soccer. This presentation will closely examine John Boyd's ideas about analysis and synthesis and how they apply to winning in the game. His paper, Destruction and Creation, provides a clear outline on what needs to be included in every training program.
Human Solutions for the Digital Age provides social engineering services to drive collective action and positive social change. They believe that changing relationship dynamics between organizations is necessary to motivate people towards sustainability goals. Their methods identify cognitive influences on individuals to develop empathetic communication strategies, integrate sustainable thinking into organizations, and contribute to societal good. They have established new key performance indicators focused on social capital, benchmark impact, and return on investment to better analyze how to influence collective behavior.
Keynote for senior managers of Novartis on how to influence people and strategies ethically and effectively in matrix organisations and networks / collaborations. Includes latest research from social psychology, neuroscience and behavioral economics. June 2011.
This document provides an overview of systems thinking concepts for imagineers. It discusses key intentions in knowledge production like predicting nature versus appreciating different perspectives. Various research lenses are presented ranging from reductionism to post-modernism. The document then covers topics like feedback mechanisms, preferred system states, and identifying sweet spots for intervention. It provides examples from game theory to demonstrate social behaviors. The challenges of systems thinking are acknowledged, like breaking out of linear thinking. Overall, the document serves as an introduction to applying systems thinking principles to address complex problems.
This slide-show discusses habit 3 from the series: the 7 habits of highly effective decision makers. It shows how the great decision makers use the power of visualisation to combat complexity, clarify communication and catalyse creativity.
This document discusses the need to transform professional development (PD) programs for teachers in light of changes brought about by new technologies and increased access to information. It argues that PD must shift its focus from content delivery to supporting teachers as learners who can develop skills like collaboration, creativity, and problem-solving. School policies and measures of success need to change to encourage risk-taking with technology and personal discovery. The goal is to promote lifelong learning and help teachers prepare students for a world of abundance rather than scarcity.
This presentation discusses strategies for building an online professional presence and social capital. It focuses on LinkedIn and recommends connecting with contacts, engaging with groups, and publishing content to promote expertise and opportunities. Building relationships online and offline is emphasized to attract leads and convert them into fresh opportunities.
This document summarizes a journal article about rational intuition as a potential source of competitive advantage in strategic management decision making. It discusses how intuition emerges from deep experience and knowledge stored in the brain. Examples are given of business leaders like Henry Ford, Vernon Hill of Commerce Bancorp, and Guy Laliberte of Cirque du Soleil who had flashes of intuition that led to innovative new strategies and products. Intuition is described as emerging from accumulated knowledge in response to a stimulus question, and can provide insights into weak signals and patterns that others may miss. The concept of microfinance is discussed as originating from Mohammad Yunus's intuition while observing impoverished communities in Bangladesh.
1) The document proposes four steps to make organizational decisions more robust and reduce the impact of cognitive biases: (1) identify high-risk decisions, (2) consider major uncertainties through sensitivity analysis and simulations, (3) consider alternative viewpoints to avoid confirmation bias, and (4) structure decision-making processes with pre-mortems, stage-gating, and devil's advocates.
2) Prediction markets and stage-gating with go/no-go decisions are proposed to involve employees, monitor projects iteratively, and insert points to reconsider projects.
3) Pre-mortems are suggested to legitimize dissent by hypothetically exploring why projects might fail before they start.
Stakeholder mapping & communication policy dec 2010FGB
This document contains information about stakeholder identification and communication strategies. It discusses identifying stakeholders' level of interest and power in a project and strategies for communicating accordingly. The objective is to bring stakeholders to supportive positions by primarily focusing on their attitudes and potentially their interests. Stakeholders are then mapped based on their power and interest to determine the best approaches for keeping them satisfied, fully engaging them, using minimal effort, or keeping them informed.
Despite the fact that some governments are taking behavioral science and its challenges to the model of the rational individual very seriously, most enterprises still haven’t changed the way they deploy technology. No wonder 85% of ECM implementations fail to live up to expectations. Can the insights shared by Kahneman and others shed some insight onto this dilemma? Can we increase success by rethinking our approach to enterprise software deployments based on an improved understanding of how people perceive their environment, are swayed by others, and choose to act?
This document discusses how global operating systems have changed over time from tribes to hierarchies to markets and now to networks. It notes how the rise of technologies like social media, smartphones, and the internet have empowered individuals and enabled new forms of peer collaboration and sharing. It argues that businesses must adapt to this new networked environment by opening up, collaborating externally, focusing on relationships over transactions, and sharing risks and rewards to remain relevant in this new era.
WECREATE Worldwide is a company established in 2005 to support organizations and leaders in achieving breakthrough innovation and leadership. They work with clients on processes for breakthrough innovation in products, services, experiences and brands. They also provide leadership development training. The document discusses WECREATE's approach of using "Breakthrough Biodynamics" to create leverage ideas and impact the future in unexpected ways. It provides examples of past breakthrough innovations and discusses challenges organizations face in embracing future changes.
Devising intranet incentives: rewards and conditions for knowledge exchangeHazel Hall
Hazel Hall's invited paper presented at the 25th International Online Meeting, London, 4-6 December 2001. The full text article on which this presentation is based is available from Knowledge Board at http://www.knowledgeboard.com/lib/3259. The material presented here draws on early work for Hazel Hall's PhD, the full details of which are available from http://hazelhall.org/publications/phd-the-knowledge-trap-an-intranet-implementation-in-a-corporate-environment/
This document summarizes a presentation on storytelling for leaders and change agents. It discusses how storytelling is crucial to human evolution and how the brain is wired for story. Stories allow us to access our resources and paint pathways of possibility. The presentation provides a framework for breakthrough leadership through story with the elements of head, heart, and hand. It also outlines a story arc with character, problem, struggle, and solution. The goal is to engage people and encourage them to see what is possible through compelling stories of breakthrough.
This document provides guidance on planning a roving exhibition. It discusses determining the goals and desired results of the exhibition, developing the overarching theme or message, creating memorable exhibits, and making connections with visitors to move them in some way. It also touches on project management tasks like creating a schedule, estimating costs, developing a communications plan, and considering visitor needs and expectations. The overall focus is on interpretive planning to effectively communicate the intended message through the exhibition.
This document discusses how analytics can be used as both a process and lens to gain insights across user experience (UX) and business intelligence (BI). It notes that analytics is a discovery process that powers change by thinking, looking, and changing based on data. Various tools and trends in analytics are also covered, including predictive techniques for segmentation, the importance of experimentation, and moving from extractive to inclusive design processes informed by data.
This document discusses e-learning and web 2.0 technologies. It provides a list of various free and open web-based tools for blogging, social networking, content sharing, online collaboration and multimedia creation that enable new forms of online learning. These tools lower barriers to publishing content and allow learners to actively participate in online communities to create and share knowledge in new ways. The document advocates that e-learning should embrace these new web 2.0 technologies and social aspects to move from traditional e-learning 1.0 models to a more connected e-learning 2.0 approach.
Making Business Human: Delivering Great Experiences in a Connected AgePeter Merholz
Slides from my talk at IA Summit 2012. Won't make much sense of you were there.
In it, I discuss how business must engage in humanist practices and values in this messy and complex Connected Age.
This document discusses how transparency and key performance indicators (KPIs) can be used to create an open and trusting organizational culture. It argues that command-and-control styles of management stifle innovation, while transparent organizations where information is shared openly tend to perform better. The document provides guidelines for companies to increase transparency through accessible performance data and empowering frontline managers.
The document compares key elements of the movie The Matrix to aspects of business analysis. It discusses how the main character Neo, known as "The One", gaining awareness of the artificial reality of the Matrix is analogous to a business analyst gaining understanding of stakeholders' preconceptions. This allows both to influence their domains and see the future more accurately. Additionally, how Neo's abilities represent an effective business analyst's skills in requirements gathering, validating information, and planning projects. The document ends by comparing other movie characters to situations business analysts may face.
Conclusion - Decision/action model for soccer - Boyd's snowmobiles - Analysis...Larry Paul
A conclusion to the series, Decision/action model for soccer. This presentation will closely examine John Boyd's ideas about analysis and synthesis and how they apply to winning in the game. His paper, Destruction and Creation, provides a clear outline on what needs to be included in every training program.
Human Solutions for the Digital Age provides social engineering services to drive collective action and positive social change. They believe that changing relationship dynamics between organizations is necessary to motivate people towards sustainability goals. Their methods identify cognitive influences on individuals to develop empathetic communication strategies, integrate sustainable thinking into organizations, and contribute to societal good. They have established new key performance indicators focused on social capital, benchmark impact, and return on investment to better analyze how to influence collective behavior.
Keynote for senior managers of Novartis on how to influence people and strategies ethically and effectively in matrix organisations and networks / collaborations. Includes latest research from social psychology, neuroscience and behavioral economics. June 2011.
This document provides an overview of systems thinking concepts for imagineers. It discusses key intentions in knowledge production like predicting nature versus appreciating different perspectives. Various research lenses are presented ranging from reductionism to post-modernism. The document then covers topics like feedback mechanisms, preferred system states, and identifying sweet spots for intervention. It provides examples from game theory to demonstrate social behaviors. The challenges of systems thinking are acknowledged, like breaking out of linear thinking. Overall, the document serves as an introduction to applying systems thinking principles to address complex problems.
This slide-show discusses habit 3 from the series: the 7 habits of highly effective decision makers. It shows how the great decision makers use the power of visualisation to combat complexity, clarify communication and catalyse creativity.
This document discusses the need to transform professional development (PD) programs for teachers in light of changes brought about by new technologies and increased access to information. It argues that PD must shift its focus from content delivery to supporting teachers as learners who can develop skills like collaboration, creativity, and problem-solving. School policies and measures of success need to change to encourage risk-taking with technology and personal discovery. The goal is to promote lifelong learning and help teachers prepare students for a world of abundance rather than scarcity.
This presentation discusses strategies for building an online professional presence and social capital. It focuses on LinkedIn and recommends connecting with contacts, engaging with groups, and publishing content to promote expertise and opportunities. Building relationships online and offline is emphasized to attract leads and convert them into fresh opportunities.
This document summarizes a journal article about rational intuition as a potential source of competitive advantage in strategic management decision making. It discusses how intuition emerges from deep experience and knowledge stored in the brain. Examples are given of business leaders like Henry Ford, Vernon Hill of Commerce Bancorp, and Guy Laliberte of Cirque du Soleil who had flashes of intuition that led to innovative new strategies and products. Intuition is described as emerging from accumulated knowledge in response to a stimulus question, and can provide insights into weak signals and patterns that others may miss. The concept of microfinance is discussed as originating from Mohammad Yunus's intuition while observing impoverished communities in Bangladesh.
1) The document proposes four steps to make organizational decisions more robust and reduce the impact of cognitive biases: (1) identify high-risk decisions, (2) consider major uncertainties through sensitivity analysis and simulations, (3) consider alternative viewpoints to avoid confirmation bias, and (4) structure decision-making processes with pre-mortems, stage-gating, and devil's advocates.
2) Prediction markets and stage-gating with go/no-go decisions are proposed to involve employees, monitor projects iteratively, and insert points to reconsider projects.
3) Pre-mortems are suggested to legitimize dissent by hypothetically exploring why projects might fail before they start.
Stakeholder mapping & communication policy dec 2010FGB
This document contains information about stakeholder identification and communication strategies. It discusses identifying stakeholders' level of interest and power in a project and strategies for communicating accordingly. The objective is to bring stakeholders to supportive positions by primarily focusing on their attitudes and potentially their interests. Stakeholders are then mapped based on their power and interest to determine the best approaches for keeping them satisfied, fully engaging them, using minimal effort, or keeping them informed.
Despite the fact that some governments are taking behavioral science and its challenges to the model of the rational individual very seriously, most enterprises still haven’t changed the way they deploy technology. No wonder 85% of ECM implementations fail to live up to expectations. Can the insights shared by Kahneman and others shed some insight onto this dilemma? Can we increase success by rethinking our approach to enterprise software deployments based on an improved understanding of how people perceive their environment, are swayed by others, and choose to act?
This document discusses how global operating systems have changed over time from tribes to hierarchies to markets and now to networks. It notes how the rise of technologies like social media, smartphones, and the internet have empowered individuals and enabled new forms of peer collaboration and sharing. It argues that businesses must adapt to this new networked environment by opening up, collaborating externally, focusing on relationships over transactions, and sharing risks and rewards to remain relevant in this new era.
WECREATE Worldwide is a company established in 2005 to support organizations and leaders in achieving breakthrough innovation and leadership. They work with clients on processes for breakthrough innovation in products, services, experiences and brands. They also provide leadership development training. The document discusses WECREATE's approach of using "Breakthrough Biodynamics" to create leverage ideas and impact the future in unexpected ways. It provides examples of past breakthrough innovations and discusses challenges organizations face in embracing future changes.
The latest neuroscience of the masculine and what it means to be a man. The difference between the brains of men and women, neuropeptides and hormones like dopamine and testosterone, what brings men to life and opportunities for brands to empower men.
This document outlines Nick Jankel's views on the future of business and leadership. It discusses how business has evolved from small human networks based on trust, to shareholder capitalism focused on profit, to the modern corporate structure designed for efficiency. However, this has led to issues like worker disengagement, stress, and lack of purpose. The document argues this is an opportunity to transition to Enterprise 3.0, with businesses focused on delivering purpose to communities through creativity and a collective spirit. It provides Nick's perspective on leadership approaches needed to drive this transition, such as presence, wisdom, collaboration and influencing change.
This document discusses the importance of storytelling when pitching ideas to investors. It emphasizes that investors are more interested in the story about return on investment than actual returns. It introduces the "story engine" framework for crafting an effective story with the elements of connection, context, conventions, consciousness shift, concept, conviction, concrete impact. The story should take the audience on a journey from understanding the problem to seeing a compelling solution and vision.
Group work is becoming increasingly common in the business world.
But how do we make our work in teams and meetings as efficient and as effective as possible? Leading theories of organizational development offer multiple ways of viewing group dynamics. Together, they provide a set of tools to help foster better outcomes in all types of group situations. Examples of these tools include the chaordic design process, trust theory and process-oriented psychology.
The document provides an overview of innovation and collaboration. It discusses that innovation is inherently risky but building an innovation mindset can help overcome challenges. True innovation requires being creative, courageous, collaborative, curious and committed. Networks are replacing hierarchies, and problems are too complex for any single organization to solve alone, requiring collaboration between competitors. Together, through collaboration and leveraging each other's ideas, more is possible than working alone.
This document discusses three types of thinking: future thinking, past thinking, and present thinking. Future thinking involves imagining possibilities, past thinking involves recalling experiences to learn from them, and present thinking involves developing strategies for managing the present. While humans can conceive of all three types of thinking, individuals differ in how much they utilize each, which is referred to as their "mindtime thinking style." The document then provides more details about each type of thinking, including how they relate to perception, motivation, behavior, and potential resistances to environments that don't align with that style of thinking.
My presentation to the 2012 50 Best Managed companies in Canada conference, on employee engagement. Please contact me if you want to learn more or have me take you through the presentation.
Encouraging and Facilitating Collaboration at WorkMichael Sampson
The slides from my keynote presentation at Congres Intranet 2012 in Utrecht, in March 2012. I talked about the reality of the intranet, the nature of collaboration, and how to encourage and facilitate collaboration at work by overcoming barriers to collaboration.
This document provides a comprehensive guide to developing internal communities of practice within an organization. It begins by defining communities and comparing different types, such as communities of practice, work groups, and business units. It then outlines several business challenges that communities can help address, such as knowledge retention and rapid change. The document provides guidance on key elements to establish a successful community, including domain, community, and shared practice. It also discusses potential risks without proper community management and strategies community managers can employ, such as designing for value, catalyzing participation, enabling smart growth, and creating self-sustainability.
Tim Leberecht@NEXT09: The Seven Rules of the Chief Meaning Officerfrog
"The job of leadership today is not just to make money. It's to make meaning," writes management consultant John Hagel.
This talk argues that the fundamental crisis of capitalism presents a historic opportunity for brands to transform themselves into arbiters of meaning. Becoming Chief Meaning Officers, CMOs and other marketing leaders must move beyond simply connecting products and customers with the goal to facilitate transactions – they must now create "meaning" through actions and interactions. A "meaning surplus" will become imperative: Only brands that give more than they take will be able to create sustained brand loyalty.
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.
Managing Competitive Tactics in Collaborative Governance: Tips for SuccessIAP2 Cascade Chapter
This document summarizes a presentation on managing competitive tactics in collaborative governance given on December 7, 2012 in Salem, Oregon. The presentation covered tips for success, including how to bring polarized participants together, focusing on both logic and emotion. It discussed the difference between resolution-oriented collaborative approaches and settlement-oriented competitive approaches. It also outlined potential impasses in negotiations and proposed establishing a public policy process protocol.
Appreciative Inquiry is an organizational development approach that focuses on identifying what is working well within an organization and amplifying it, rather than focusing on problems. It involves systematically discovering an organization's strengths and successes through the "4-D" cycle of Discovery, Dream, Design, and Destiny. The goal is to envision a preferred future and implement innovative changes that move the organization closer to that vision, grounded in what has worked well in the past. Appreciative Inquiry transforms negative dialogue into positive, optimistic discussions that strengthen relationships and resilience within organizations.
The document discusses creating cultures of trust and commitment through authentic conversations. It argues that conversations shape how we see the world and create cultures in organizations. However, many common conversational techniques are actually forms of manipulation that disguise intentions. True change requires focusing on intentions over techniques and having the self-awareness to align intentions with actions through humble, authentic discussions.
Culture Slides Breaking The Chains Of Culture Building Trust In Individua...guesta4eeb5
This set of slides covers the material in the book Breaking the Chains of Culture - Building Trust in Individuals, Teams, and Organziations. The book was written by George Vukotich, Ph.D.
A hard look at the softer side of business analysisJoe Newbert
Step forward the Business Analyst star. Taking a hard look at the soft skills as a catalyst for Business Analysis success, in the December 2008 IIBA Newsletter.
What is the foundation underneath all of the consulting and assessment models? Today we know more, we see more about why people behave the way they do than ever before.
The document discusses diversity and cognitive diversity in groups. It notes that diversity leads to differences in performance, with groups having more diversity sometimes performing better or worse than less diverse groups. Cognitive diversity refers to differences in how people think and solve problems. The document emphasizes that diversity in knowledge, beliefs, perspectives, and ways of thinking can help groups share information, make better decisions, solve problems creatively, and fully utilize each person's talents.
Similar to INFLUENTIAL LEADERSHIP MASTERCLASS (20)
The document discusses the opportunities and risks of generative AI (GenAI) for leaders. It notes that GenAI could enable unprecedented positive impact but also dangers if not addressed. It provides 5 steps leaders should take: 1) learn GenAI fundamentals, 2) explore available GenAI services, 3) get inspired by opportunities, 4) understand hazards, and 5) take safe initial steps to unlock potential while avoiding harms. Leaders are encouraged to ground their purpose and integrity amid the possibilities and existential risks of GenAI.
Keynote for Conscious Life Expo introducing a revolutionary new framework that drives breakthroughs towards thriving in any human system. It's a comprehensive integration of science and wisdom focused on encouraging transformational change.
This document discusses the importance and power of storytelling for leaders. It explains that storytelling is how human brains naturally communicate and process information. Stories are an evolutionary advantage as they package reason and emotion in a way that prompts an immediate response. The document outlines some of the challenges leaders face in influencing others and creating change, such as short attention spans, risk aversion, competing narratives, and groupthink. It argues that storytelling is a vital skill for leaders to overcome these challenges, connect with people, and influence behavior. Effective stories create meaning, project visions of the future, and engage others in possibilities for change. The final sections provide examples of how to transform problems and ideas into compelling stories that build momentum for new realities.
How to use commercial innovation techniques - particularly strategic breakthrough innovation - in the public sector; and how to lead innovation in government and non-profits. Includes an introduction to Breakthrough Biodynamics. Taught at SciencePo Feb 2015
The document discusses collaborative innovation and breakthrough thinking. It describes how collaboration allows teams to solve more ambitious problems, generate more diverse ideas and solutions, and implement solutions faster, cheaper and better. The document also discusses how problems are crucial to creativity, and outlines a breakthrough innovation process involving inspiring people to change, igniting passion around problems, collaborating for solutions, gaining deep insights, implementing strategies, and inventing new models.
This document discusses the shift from traditional hierarchical operating systems to a new networked operating system. It argues that networks based on collaboration, cooperation, and collective intelligence are increasingly powering business, culture and society. The networked OS is underpinned by connections, shared values, openness and a desire for positive social change over individual ownership. Leading in this new system requires tearing down walls, welcoming outside perspectives, engaging in common purpose through storytelling, and supporting others through uncertainty. Those who learn to collaborate most effectively will succeed in today's changing environment.
A keynote to NHS Leadership Academy on how to lead for impact in complex systems and a networked reality. Includes insight on breakthrough innovation, the science of breakthrough, the neurobiology of breakthrough and our Breakthrough Innovation Engine.
The document discusses 3 disruptors to business and life as we know it: 1) Understanding of how our world works is changing, 2) Understanding of how we interact and organize is changing, 3) Understanding of the stories we can and must tell is changing. It provides examples of each disruptor and argues that businesses must adapt to thrive by focusing on contribution, connection, and creativity rather than outdated assumptions and models.
This document provides guidance on using storytelling for leadership. It outlines an 8-stage storytelling engine to craft an effective narrative: 1) Connect with the problem or need, 2) Provide context for past failures and solutions, 3) Question assumptions, 4) Present a creative shift in thinking, 5) Introduce the concept or solution, 6) Convey conviction in the vision, 7) Describe concrete impacts, and 8) Call the audience to action. Each stage focuses the narrative and moves it forward to inspire and engage the audience in creating change. The overall message is that storytelling allows leaders to effectively frame issues, showcase new ideas, and motivate others in a way that taps into human psychology.
1) The document discusses breakthrough innovation and leadership through quotes and graphics. It promotes switching to a growth mindset and embracing creative thinking.
2) It provides tools and models for generating breakthrough ideas, such as considering more insightful beliefs and future-positive propositions.
3) The document advertises the author's upcoming book and services for organizations seeking breakthrough, and calls the reader to join the movement towards a more innovative world.
Brief history of science from Aristotle, Galileo, Bacon, Descartes to Max Weber, Foucault
Theories of Science: Induction, deduction
Critical thinking of science
This document discusses breakthrough innovation and leadership. It emphasizes that breakthroughs come from embracing chaos and ambiguity, and letting go of assumptions. True insights are empowering, enlightening, and liberating. They allow organizations to create business models that deliver purpose and bring about a brilliant world. The document promotes harnessing creativity to solve problems, empower communities, and express our potential to make a positive impact.
This document provides a summary of the history and evolution of science from ancient times to the present. It begins with early natural sciences and philosophers like Aristotle and progresses through major developments and shifts in paradigms. These include the scientific revolution of the 16th-17th centuries with figures like Copernicus, Galileo, Newton establishing modern science. It then discusses developments in the 19th century like Darwin's theory of evolution, germ theory, and advances in physics. The 20th century brought developments like relativity, quantum mechanics, and the growing role of science in technology and warfare. The document raises questions about the nature, goals, and social construction of science as well as critiques like those of Kuhn and Foucault regarding parad
This document discusses how to lead with disruption and innovation in yourself and your team. It encourages embracing change and letting go of old patterns to allow for breakthrough ideas. Switched on leaders are open-minded and willing to challenge assumptions to create possibilities at the edge of chaos. They stay open in the face of fear and criticism by being connected, proactive, and focused on possibility rather than problems.
This document provides an overview of Nick Jankel and his company Wecreate, which delivers social and sustainable innovation through coaching programs. Wecreate designs leadership programs to catalyze continuous breakthroughs for leaders and the systems they influence. The document discusses concepts like switched on leadership, embracing change and chaos to find opportunities, and the importance of collaboration. It emphasizes staying open-minded and open-hearted in the face of uncertainty to enable breakthrough thinking. The goal is to provide tools to impactful innovators and leaders to build a more thriving world.
This document discusses switched on leadership and innovation at the edge of chaos. It begins with an introduction to Wecreate, a social innovation consultancy, and the Global Leaders Academy which designs leadership programs. The document discusses serving others with insights collected, and creating a safe space for discussion. It explores topics like biomimicry, networks, and working at the edge of chaos and ambiguity where new ideas are born. It presents frameworks and tools for breakthrough thinking to solve problems in new ways. It emphasizes open-minded, intuitive leadership of head, heart and hands to thrive in times of change.
This document discusses the transition from tribal societies to hierarchical societies to market societies and now to networked societies. It argues that power is increasingly lying at the edges in soft, peer power as opposed to hierarchical power. The operating system of networks is underpinned by values of openness, cooperation, collective intelligence and common purpose. True innovation and breakthroughs require collaboration and co-creation across networks as no single person, enterprise or state can achieve goals alone today.
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https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
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https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
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Building Your Employer Brand with Social MediaLuanWise
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Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
8. “Many forms of decision-
making, especially those that
involve a high level of risk and
uncertainty, involve biases and
emotions that act at an implicit
level.”
THE ROLE OF EMOTION IN DECISION
MAKING: A COGNITIVE NEUROSCIENCE
PERSPECTIVE
10. INFLUENCING STRATEGIES Coercion / threatening
Real-world
Authority
events
Assertion
Avoiding
Practical & social techniques Scarcity
Incentives Resources /
Taking initiative rewards
Social proof
Alliance building
Consistency Research
Reciprocity
Persuading
Rational techniques
Logic
Reason
Consulting
Modeling
Consensus
Manipulating Representation
Courting favour
Asking for help
Emotional techniques Rapport / like ability Resistances
Commitment
Appealing to values
Charisma
Alignment / connection Resonance
SOURCE: TERRY BACON / CIALDINI / GARDNER / WECREATE
11. INFLUENCING POWER SOURCES
Attraction*
Knowledge* Expressiveness
Personal power
Intentionality+ Character+
Information
Network* History
Contextual power
Role Resources
Reputation*
SOURCE: TERRY BACON / WECREATE
15. “Do you want to be a positive
influence in the world? First, get
your own life in order. Ground
yourself in the single principle so
that your behaviour is wholesome
and effective. If you do that, you
will earn respect and be a
powerful influence.”
JOHN HEIDER, LEADERSHIP EXPERT
19. “It is easy to forget how
mysterious and mighty stories
are. They do their work in
silence, invisibility. They work
with all the internal materials
of the mind and self. They
become part of you while
changing you... they are
altering your world.”
BEN OKRI
23. 12% rise in
cancer rates
over 3 months
after taking X
24. “When you’re conversing with
coworkers, customers, or
investors, the richness and
meaning of your story is what
people really buy. Everybody
thinks it’s the return on
investment that you’re selling...but
it’s really the story about ROI that
an investor takes away.”
TOM DUREL FORMER CIO/SVP, BLUE CROSS
BLUE SHIELD, FORMER CEO, OCEANIA
27. “Human minds yield
helplessly to the suction of
story. No matter how hard we
concentrate, no matter how
deep we dig in our heels, we
just can’t resist the gravity of
alternate worlds.”
JONATHAN GOTTSCHALL
31. “A good story, well told,
makes you realise you were
yearning for something you
had no name for, something
you didn’t even know you
wanted.”
F.S. MICHAELS
39. “We have this thing over here,
in the left side, that we've
called the interpreter.... that
makes sense out of these
modules that are constantly
bombarding us with
information, with actual
behaviors, with felt states,
with everything. We've got to
tell a story about what's going
on.”
MICHAEL GAZZANIGA
45. “Leadership exists when
people are no longer victims of
circumstances but participate
in creating new circumstances.
Ultimately, leadership is about
creating new realities.”
PETER SENGE, MIT
60. “Knowledge is biased... [it] ebbs and flows
down hallways, in meetings and in private
conversations inside and outside offices...
Despite the perceived power of the formal
hierarchy, and organization’s real value is
at the mercy of its social networks.”
KAREN STEPHENSON
62. “Saying that networks are important is stating the
obvious. But harnessing the power of these seemingly
invisible groups to achieve organizational goals is an
elusive undertaking. Most efforts to promote
collaboration are haphazard and built on the implicit
philosophy that more connectivity is better. In truth,
networks create relational demands that sap people's
time and energy and can bog down entire organizations.
It's crucial for executives to learn how to promote
connectivity only where it benefits an organization or
individual and to decrease unnecessary connections.”
HARVARD BUSINESS REVIEW
64. 64
THE 7 NETWORKS
The Work Network Text
With whom do you exchange information as part of your daily work routine? The everyday contacts of routine operations
represent the habitual “resting pulse” of the organization.
The Social Network
With whom do you check in to find out what is going on? From whom do you get your political information?
This network is a strong indicator of trust.
The Innovation Network
With whom do you collaborate to kick around new ideas? In this network, people talk openly about ideas, perceptions, and
experiments without political concerns.
The Expert Knowledge Network
To whom do you turn for expertise or advice before making an important decision? From whom do you get your technical
information? Organizations have core networks possessed by key members who take solace in the legacy of the enterprise.
The Career Guidance or Strategic Network
Whom do you trust in this group to keep your best interests in mind? To whom do you go for advice about the future? This
network often directly influences corporate strategy, decisions about careers, and strategic moves.
The Learning Network
With whom do you work to improve existing processes or methods? Because most people are afraid of genuine
change, this network tends to lie dormant until the change awakens a renewed sense of trust.
The Decision-Making Network
To whom do you go in order to get decisions made expeditiously? Key people in this network know how to “work” the system,
use old processes for new purposes, and in general get things done. T
SOURCE: KAREN STEPHENSON / CROSS & PRUSAK
65. “Managers invariably use their personal contacts when
they need to, say, meet an impossible deadline or learn
the truth about a new boss. Increasingly, it's through
these informal networks--not just through traditional
organizational hierarchies--that information is found and
work gets done. But to many senior executives, informal
networks are unobservable and ungovernable--and,
therefore, not amenable to the tools of management. As
a result, executives tend to work around informal
networks or, worse, try to ignore them. When they do
acknowledge the networks' existence, executives fall
back on intuition--scarcely a dependable tool--to guide
them in nurturing this social capital. It doesn't have to
be that way. It is entirely possible to develop and
manage informal networks systematically.”
HARVARD BUSINESS REVIEW
66. Work Network 66
NETWORK MAPPING Social Network
Innovation Network
Knowledge Network
Strategic Network
Learning Network
Decision-Making Network
You
67. 67
THE 3 NODES
The Hubs
The Experts
The Connectors
SOURCE: KAREN STEPHENSON / WECREATE
68. 68
TARGET STATE
ACCOMPLICES ALLIES
FENCE SITTERS
AGREEMENT
ADVERSARIES OPPONENTS
TRUST
SOURCE: THE EMPOWERED MANAGER
83. HE
WAS ILL FOR A LONG TIME, IN CONSTANT
AGONY. HE DECIDED TO END IT ALL BUT
WAS THWARTED. HE EVENTUALLY
APPEALED TO THE EUROPEAN COURT OF
HUMAN RIGHTS TO BE ABLE TO CHOOSE
EUTHANASIA... THEN HE DIED
119. “What I think is that a good life is
one hero journey after another. Over
and over again, you are called to the
realm of adventure, you are called to
new horizons. Each time, there is the
same problem: do I dare? And then
if you do dare, the dangers are
there, and the help also, and the
fulfillment or the fiasco. There’s
always the possibility of fiasco.
But there’s also the possibility of
bliss.”
Joseph Campbell
120.
121. “Those who do not have
power over their story —
the power to retell it,
rethink it, deconstruct it,
joke about it, and change it
as times change -
truly are powerless, because
they cannot think new
thoughts.”
SALMAN RUSHDIE
124. STORY TYPES
For Meaning For Message
Documentary /
Reality TV Movie? Commercial Propaganda
News
Focused on Focused on
input outcome
Passive Aggressive
observation agenda
Interpretation Ideas Ideology
125. AUDIENCES
Power
Expertise
Values
Mindset
Fear