Leigh Durst's presentation at SXSW 2019 highlighting her journey and her new book, "Walk, Climb, or Fly: Surviving and Thriving in the Workplace Wilderness"
The document discusses cross-cultural issues in management. It notes that cultural differences can often cause conflicts in business. Culture includes factors like language, religion, values, norms, body language, and concepts of time, fairness, and leadership. Effective intercultural communication and leadership require cultural literacy. Strategies for leaders include being aware of one's own culture, showing respect for others, communicating clearly, and leveraging differences for mutual gain.
The world is becoming more inter-connected. Are managers prepared to lead a more culturally diverse work force? Cross Cultural Leadership skills are necessary to address both opportunities and challenges. But what type of training and development do managers need? Here, what outline criteria for developing competency in Cross Cultural Leadership.
This document summarizes Day 2 of an IAP Certification training. The agenda includes recapping Day 1, providing an overview of the IAP profile and online system, demonstrating how to use IAP materials in different scenarios, and answering questions about the IAP research and development. Key objectives are to help participants understand how to use the IAP profile and supporting materials with clients and learn about the technical features of the IAP Online system.
What IS Cross Cultural Leadership? And How Does it Benefit the Workplace?NMC Strategic Manager
Part 1 of our mini series on Cross Cultural Communication introduces what it is and the benefits to organizations of all types and sizes for leading a diverse workforce.
This document discusses the differences between talents and strengths, which are terms often used interchangeably in human development. It defines talents as productive personality traits, while strengths refer to the ability to perform one or more productive activities well. There is confusion between these terms because different experts define them differently. The document also examines similarities and differences between competencies, skills, and other related terms. It aims to clarify definitions and conceptualize talents, strengths, and competencies in a way that distinguishes between traits and activities.
The document discusses culture, ethnicity, race, and multicultural competence. It defines culture as the sum of ways of living built up by a group including values, norms, beliefs and traditions. Ethnicity refers to identification with a group based on commonalities like religion or nationality. Race is a social or biological grouping based on descent and heredity. The document also examines Hofstede's cultural dimensions of individualism vs collectivism, power distance, uncertainty avoidance, achievement vs nurturing orientation, and long vs short term orientation. It emphasizes developing knowledge of different cultures, self-awareness, and effective communication to achieve multicultural competence.
This document discusses cultural intelligence (CQ) as a new member of the intelligence family. It defines CQ and explains that it has four facets: metacognitive, cognitive, motivational, and behavioral. It describes each facet in detail and how CQ is developed. The document then discusses how CQ relates to and differs from other constructs like general intelligence, emotional intelligence, and intercultural competence. It provides models to show how CQ impacts global leadership and teams. Finally, it discusses applying CQ in organizations and references literature on CQ.
Culturally Competent Leaders: Exploring Cultural IntelligenceNatascha Saunders
A group of Northeastern University doctoral students come together to present on the topic: Culturally Competent Leaders: Exploring Cultural Intelligence (CI) in Higher Education. Course: EDU 7281 Research Process (R2)
PROBLEM STATEMENT:
Administrative leaders at a mid-sized liberal arts college that is in the beginning stages of an internationalization effort may have disparate perceptions of what it means to be culturally competent. Their ability to consistently show tolerance, empathy, respect, appreciation toward and the ability to work with people who are different from oneself is essential. The success of this internationalization process which includes diversifying the study body, establishing study programs, and globalizing curriculum hangs in the balance. This study will provide important insight into senior leaders’ impressions of cultural competence as a concept and it will inform professional development policy moving forward.
PRESENTERS:
Stephen Lyons, Robert Outerbridge, Natascha Saunders
Patricia Steiner, Tonia Teresh
The document discusses cross-cultural issues in management. It notes that cultural differences can often cause conflicts in business. Culture includes factors like language, religion, values, norms, body language, and concepts of time, fairness, and leadership. Effective intercultural communication and leadership require cultural literacy. Strategies for leaders include being aware of one's own culture, showing respect for others, communicating clearly, and leveraging differences for mutual gain.
The world is becoming more inter-connected. Are managers prepared to lead a more culturally diverse work force? Cross Cultural Leadership skills are necessary to address both opportunities and challenges. But what type of training and development do managers need? Here, what outline criteria for developing competency in Cross Cultural Leadership.
This document summarizes Day 2 of an IAP Certification training. The agenda includes recapping Day 1, providing an overview of the IAP profile and online system, demonstrating how to use IAP materials in different scenarios, and answering questions about the IAP research and development. Key objectives are to help participants understand how to use the IAP profile and supporting materials with clients and learn about the technical features of the IAP Online system.
What IS Cross Cultural Leadership? And How Does it Benefit the Workplace?NMC Strategic Manager
Part 1 of our mini series on Cross Cultural Communication introduces what it is and the benefits to organizations of all types and sizes for leading a diverse workforce.
This document discusses the differences between talents and strengths, which are terms often used interchangeably in human development. It defines talents as productive personality traits, while strengths refer to the ability to perform one or more productive activities well. There is confusion between these terms because different experts define them differently. The document also examines similarities and differences between competencies, skills, and other related terms. It aims to clarify definitions and conceptualize talents, strengths, and competencies in a way that distinguishes between traits and activities.
The document discusses culture, ethnicity, race, and multicultural competence. It defines culture as the sum of ways of living built up by a group including values, norms, beliefs and traditions. Ethnicity refers to identification with a group based on commonalities like religion or nationality. Race is a social or biological grouping based on descent and heredity. The document also examines Hofstede's cultural dimensions of individualism vs collectivism, power distance, uncertainty avoidance, achievement vs nurturing orientation, and long vs short term orientation. It emphasizes developing knowledge of different cultures, self-awareness, and effective communication to achieve multicultural competence.
This document discusses cultural intelligence (CQ) as a new member of the intelligence family. It defines CQ and explains that it has four facets: metacognitive, cognitive, motivational, and behavioral. It describes each facet in detail and how CQ is developed. The document then discusses how CQ relates to and differs from other constructs like general intelligence, emotional intelligence, and intercultural competence. It provides models to show how CQ impacts global leadership and teams. Finally, it discusses applying CQ in organizations and references literature on CQ.
Culturally Competent Leaders: Exploring Cultural IntelligenceNatascha Saunders
A group of Northeastern University doctoral students come together to present on the topic: Culturally Competent Leaders: Exploring Cultural Intelligence (CI) in Higher Education. Course: EDU 7281 Research Process (R2)
PROBLEM STATEMENT:
Administrative leaders at a mid-sized liberal arts college that is in the beginning stages of an internationalization effort may have disparate perceptions of what it means to be culturally competent. Their ability to consistently show tolerance, empathy, respect, appreciation toward and the ability to work with people who are different from oneself is essential. The success of this internationalization process which includes diversifying the study body, establishing study programs, and globalizing curriculum hangs in the balance. This study will provide important insight into senior leaders’ impressions of cultural competence as a concept and it will inform professional development policy moving forward.
PRESENTERS:
Stephen Lyons, Robert Outerbridge, Natascha Saunders
Patricia Steiner, Tonia Teresh
ABC had organised the monthly talk on Understanding Cross Cultural Perspectives in Training and Coaching by Shobha Naidu on 21st March 2013 @ Christ University
Managing across cultures involves recognizing similarities and differences between nations and approaching issues with an open mind. Cultural values are deeply held beliefs that specify preferences and define right and wrong. Organizational culture starts when key people share a common vision and collaborate to create an organization. Managing across cultures requires understanding cultural factors to motivate employees and having a strong culture that reduces turnover. Multinational strategies must address cultural similarities and differences in varied markets.
The document discusses organizational culture from several perspectives. It defines organizational culture as the shared values, beliefs, behaviors, and artifacts that develop over time within an organization. Several experts contribute definitions, with Mintzberg describing culture as the "soul" that gives an organization its identity and drives behavior. Subcultures can also exist within larger organizations. The document also outlines different levels of culture, from visible artifacts to deeper assumptions, and lists some common characteristics used to describe cultures like their orientation toward innovation, detail, people, and aggression. Finally, it identifies four main types of organizational cultures: clan, adhocracy, market, and hierarchy.
Best Practices in Quantitative Cross-Cultural Research (updated in March 2011)Hora Tjitra
Best Practices in Quantitative Cross-Cultural Research.
A series of six presentation, introduce scientific research in the areas of cross-cultural, using quantitative approach.
This document provides an overview of cross-cultural management and culture. It discusses definitions of culture and introduces several cultural frameworks, including Hofstede's cultural dimensions model. Hofstede's model identifies and defines five dimensions of culture: power distance, uncertainty avoidance, individualism vs collectivism, masculinity vs femininity, and long-term vs short-term orientation. The document also summarizes Trompenaars' cultural dimensions model and describes additional research frameworks, including the GLOBE project cultural variables.
Cultural intelligence refers to the ability to understand and adapt to unfamiliar cultural contexts. It has three components - cognitive understanding of cultural differences, physical adaptation to new cultural norms, and motivational drive to overcome cultural barriers. Effective leadership styles vary depending on national culture - for example, individual rewards may demotivate in collectivist cultures while job security is valued more in high uncertainty avoidance cultures. Developing cultural intelligence involves understanding one's strengths and weaknesses and receiving training to improve weak areas.
This document discusses cultural intelligence (CQ) and its importance in today's globally connected world. It defines CQ as an individual's capability to function effectively in culturally diverse situations. CQ has four capabilities - knowledge, strategy, action, and motivation. Developing CQ allows people to better understand their own culture as well as other cultures, enhancing sensitivity and relationships across cultural differences. Applying CQ can maximize performance and creativity in multicultural teams by leveraging diversity and managing differences.
The Globe Study examined how different cultures viewed leadership and the relationship between effective leadership behaviors and attributes. It identified six global leadership behaviors and 22 leadership attributes. A key finding was the need for culturally aware leadership that moves from ethnocentrism to cultural relativity. Graduate schools are urged to adopt a more eclectic view of leadership and consider non-Western perspectives.
This document discusses cultural differences and their importance for global business. It defines culture and describes Hofstede's studies of national culture dimensions like power distance, uncertainty avoidance, and individualism. Cultures can be high or low context based on Hall's theory. Expatriates face culture shock when moving to a foreign country and re-entry shock when returning home. Managing cultural differences and providing cross-cultural training and support for expatriates are keys to success in global business.
This document provides an overview of cross-cultural management systems and processes. It discusses how workforces have become culturally diverse and how managing cross-cultural issues has become important. It also examines stateless corporations like Nestle and Coca-Cola that derive most of their revenues from outside their home countries. Finally, it discusses cultural dimensions like Hofstede's model and introduces different types of organizational culture.
This document discusses cross-cultural management and its growing importance. It defines culture and cross-cultural, then outlines some cross-cultural issues like gender, work, age and language. It notes that the need for cross-cultural management is increasing due to globalization and migration. The goals of cross-cultural management are to understand how national cultures affect practices, identify similarities and differences across cultures, and increase global management effectiveness. It also discusses applying cross-cultural management in businesses to solve interpersonal problems between culturally diverse staff.
The International Air Transport Association developed an intercultural leadership program called I-Lead to help their culturally diverse teams learn to work together across different markets. The program paired junior employees from East Asia with those from Western regions to co-lead project teams. This allowed the leaders to overcome cultural barriers and adapt their styles to different cultures. Participants gained valuable experience managing cross-cultural teams and reported improved leadership skills and greater cultural awareness, even of their own cultures from other perspectives. The program helped build bridges across cultures within the organization.
This document discusses organizational culture and provides definitions and models of organizational culture. It defines an organization as a social unit structured to meet goals, and culture as shared attitudes and practices. Organizational culture is defined as basic assumptions learned by a group to solve problems. Characteristics of culture include being difficult to define, multi-dimensional, relatively stable over time, and taking time to establish and change. Models of organizational culture described include Handy-Harrison's typology categorizing cultures, Quinn-Cameron's competing values framework, and Hofstede's cultural dimensions theory examining power distance.
Organizational culture at MNC in IndiaMahima Nigam
Organizational culture describes the shared psychology, attitudes, beliefs, and values of an organization. It depicts how employees and customers should be treated and the rules that govern employee behavior. Johnson described a cultural web that can be used to identify elements of organizational culture, including the organization's mission, control systems, structures, power dynamics, symbols, rituals and routines, and shared stories and myths. In multinational corporations (MNCs), organizational culture generally follows a role culture model. However, MNCs can face issues like individual differences across countries, multicultural conflicts, and cultural distance that can negatively impact the organization. To mitigate these negatives, MNCs should emphasize the advantages of their culture while working to remove or
Executive summary presentation from the book "Managing Across Cultures" from Susan Schneider and Jean-Louis Barsoux. How to manage international corporation, communicate across cultures etc.
The document discusses the differences between talent and strengths, two terms often used interchangeably in human development. It defines talent as productive personality traits, while strengths are the ability to perform one or more productive activities. There is confusion because some see talent as skills and strengths as enjoyable activities. It proposes talents determine strengths through a framework involving personality traits, potentials, and activities clustered by uniqueness. This framework aims to clarify different concepts by distinguishing traits, skills, competencies, and activities in a way that links people's talents directly to their roles and productivity.
The document provides an overview of a corporate communication workshop presented by Fluffy Orange PR. It discusses topics such as cross-cultural management, the history of public relations in China and America, different corporate cultures, psychological barriers faced by expatriates, avoiding conflicts between cultures, non-verbal communication, and tips for cross-cultural communication.
Here are the key differences between specific and diffuse cultures:
Specific cultures tend to focus more on tasks and have easier initial contact between people. Relationships tend to be more segmented and compartmentalized.
Diffuse cultures place more emphasis on personal involvement and commitment in relationships. Contact tends to develop more slowly as maintaining distance is important initially. Relationships span both personal and professional spheres.
Both have positives and negatives. Specific cultures can come across as more superficial while diffuse cultures may seem less efficient in getting things done. Understanding these differences is important for effective cross-cultural communication and collaboration.
This document outlines Edgar Schein's model of organizational culture, which consists of three levels - artifacts (visible organizational structures and processes), espoused values (strategies, goals, philosophies), and basic underlying assumptions (unconscious beliefs that determine perception and behavior). The deepest level of basic assumptions is the most influential on member behavior and is the hardest to change. The presentation is based on Schein's teachings from his book Organizational Culture and Leadership.
This document discusses organizational culture and provides definitions and concepts related to culture. It defines culture as shared beliefs, values, and norms of a group. It discusses Edgar Schein's definition of organizational culture as basic assumptions learned by a group to solve problems. There are three main levels of culture - artifacts and behaviors, values, and underlying assumptions. Understanding organizational culture is useful for managers to predict responses and assess challenges. Strategic and culture change may be needed when the future arrives. Culture can be a powerful tool for managers to achieve goals and ensure consistent decision making. Subcultures can form within larger organizations. Evaluating culture is important for mergers and acquisitions when acquiring intangible assets like processes and business models.
Introduction to construction project managementMC Tubera
This document discusses the history and evolution of management theory and practice from the Classical Era of 1910-1930 to the present day Reconsidering Era of 1990-present. It covers key topics in management such as organizing, leading, planning, controlling, and reconsidering. It also discusses the psychology of project management and important aspects like selecting the best project team, engaging stakeholders, and the people side of communication. Project management involves integrating specialist skills and coordinating resources, time, and tasks to meet the client's objectives.
ABC had organised the monthly talk on Understanding Cross Cultural Perspectives in Training and Coaching by Shobha Naidu on 21st March 2013 @ Christ University
Managing across cultures involves recognizing similarities and differences between nations and approaching issues with an open mind. Cultural values are deeply held beliefs that specify preferences and define right and wrong. Organizational culture starts when key people share a common vision and collaborate to create an organization. Managing across cultures requires understanding cultural factors to motivate employees and having a strong culture that reduces turnover. Multinational strategies must address cultural similarities and differences in varied markets.
The document discusses organizational culture from several perspectives. It defines organizational culture as the shared values, beliefs, behaviors, and artifacts that develop over time within an organization. Several experts contribute definitions, with Mintzberg describing culture as the "soul" that gives an organization its identity and drives behavior. Subcultures can also exist within larger organizations. The document also outlines different levels of culture, from visible artifacts to deeper assumptions, and lists some common characteristics used to describe cultures like their orientation toward innovation, detail, people, and aggression. Finally, it identifies four main types of organizational cultures: clan, adhocracy, market, and hierarchy.
Best Practices in Quantitative Cross-Cultural Research (updated in March 2011)Hora Tjitra
Best Practices in Quantitative Cross-Cultural Research.
A series of six presentation, introduce scientific research in the areas of cross-cultural, using quantitative approach.
This document provides an overview of cross-cultural management and culture. It discusses definitions of culture and introduces several cultural frameworks, including Hofstede's cultural dimensions model. Hofstede's model identifies and defines five dimensions of culture: power distance, uncertainty avoidance, individualism vs collectivism, masculinity vs femininity, and long-term vs short-term orientation. The document also summarizes Trompenaars' cultural dimensions model and describes additional research frameworks, including the GLOBE project cultural variables.
Cultural intelligence refers to the ability to understand and adapt to unfamiliar cultural contexts. It has three components - cognitive understanding of cultural differences, physical adaptation to new cultural norms, and motivational drive to overcome cultural barriers. Effective leadership styles vary depending on national culture - for example, individual rewards may demotivate in collectivist cultures while job security is valued more in high uncertainty avoidance cultures. Developing cultural intelligence involves understanding one's strengths and weaknesses and receiving training to improve weak areas.
This document discusses cultural intelligence (CQ) and its importance in today's globally connected world. It defines CQ as an individual's capability to function effectively in culturally diverse situations. CQ has four capabilities - knowledge, strategy, action, and motivation. Developing CQ allows people to better understand their own culture as well as other cultures, enhancing sensitivity and relationships across cultural differences. Applying CQ can maximize performance and creativity in multicultural teams by leveraging diversity and managing differences.
The Globe Study examined how different cultures viewed leadership and the relationship between effective leadership behaviors and attributes. It identified six global leadership behaviors and 22 leadership attributes. A key finding was the need for culturally aware leadership that moves from ethnocentrism to cultural relativity. Graduate schools are urged to adopt a more eclectic view of leadership and consider non-Western perspectives.
This document discusses cultural differences and their importance for global business. It defines culture and describes Hofstede's studies of national culture dimensions like power distance, uncertainty avoidance, and individualism. Cultures can be high or low context based on Hall's theory. Expatriates face culture shock when moving to a foreign country and re-entry shock when returning home. Managing cultural differences and providing cross-cultural training and support for expatriates are keys to success in global business.
This document provides an overview of cross-cultural management systems and processes. It discusses how workforces have become culturally diverse and how managing cross-cultural issues has become important. It also examines stateless corporations like Nestle and Coca-Cola that derive most of their revenues from outside their home countries. Finally, it discusses cultural dimensions like Hofstede's model and introduces different types of organizational culture.
This document discusses cross-cultural management and its growing importance. It defines culture and cross-cultural, then outlines some cross-cultural issues like gender, work, age and language. It notes that the need for cross-cultural management is increasing due to globalization and migration. The goals of cross-cultural management are to understand how national cultures affect practices, identify similarities and differences across cultures, and increase global management effectiveness. It also discusses applying cross-cultural management in businesses to solve interpersonal problems between culturally diverse staff.
The International Air Transport Association developed an intercultural leadership program called I-Lead to help their culturally diverse teams learn to work together across different markets. The program paired junior employees from East Asia with those from Western regions to co-lead project teams. This allowed the leaders to overcome cultural barriers and adapt their styles to different cultures. Participants gained valuable experience managing cross-cultural teams and reported improved leadership skills and greater cultural awareness, even of their own cultures from other perspectives. The program helped build bridges across cultures within the organization.
This document discusses organizational culture and provides definitions and models of organizational culture. It defines an organization as a social unit structured to meet goals, and culture as shared attitudes and practices. Organizational culture is defined as basic assumptions learned by a group to solve problems. Characteristics of culture include being difficult to define, multi-dimensional, relatively stable over time, and taking time to establish and change. Models of organizational culture described include Handy-Harrison's typology categorizing cultures, Quinn-Cameron's competing values framework, and Hofstede's cultural dimensions theory examining power distance.
Organizational culture at MNC in IndiaMahima Nigam
Organizational culture describes the shared psychology, attitudes, beliefs, and values of an organization. It depicts how employees and customers should be treated and the rules that govern employee behavior. Johnson described a cultural web that can be used to identify elements of organizational culture, including the organization's mission, control systems, structures, power dynamics, symbols, rituals and routines, and shared stories and myths. In multinational corporations (MNCs), organizational culture generally follows a role culture model. However, MNCs can face issues like individual differences across countries, multicultural conflicts, and cultural distance that can negatively impact the organization. To mitigate these negatives, MNCs should emphasize the advantages of their culture while working to remove or
Executive summary presentation from the book "Managing Across Cultures" from Susan Schneider and Jean-Louis Barsoux. How to manage international corporation, communicate across cultures etc.
The document discusses the differences between talent and strengths, two terms often used interchangeably in human development. It defines talent as productive personality traits, while strengths are the ability to perform one or more productive activities. There is confusion because some see talent as skills and strengths as enjoyable activities. It proposes talents determine strengths through a framework involving personality traits, potentials, and activities clustered by uniqueness. This framework aims to clarify different concepts by distinguishing traits, skills, competencies, and activities in a way that links people's talents directly to their roles and productivity.
The document provides an overview of a corporate communication workshop presented by Fluffy Orange PR. It discusses topics such as cross-cultural management, the history of public relations in China and America, different corporate cultures, psychological barriers faced by expatriates, avoiding conflicts between cultures, non-verbal communication, and tips for cross-cultural communication.
Here are the key differences between specific and diffuse cultures:
Specific cultures tend to focus more on tasks and have easier initial contact between people. Relationships tend to be more segmented and compartmentalized.
Diffuse cultures place more emphasis on personal involvement and commitment in relationships. Contact tends to develop more slowly as maintaining distance is important initially. Relationships span both personal and professional spheres.
Both have positives and negatives. Specific cultures can come across as more superficial while diffuse cultures may seem less efficient in getting things done. Understanding these differences is important for effective cross-cultural communication and collaboration.
This document outlines Edgar Schein's model of organizational culture, which consists of three levels - artifacts (visible organizational structures and processes), espoused values (strategies, goals, philosophies), and basic underlying assumptions (unconscious beliefs that determine perception and behavior). The deepest level of basic assumptions is the most influential on member behavior and is the hardest to change. The presentation is based on Schein's teachings from his book Organizational Culture and Leadership.
This document discusses organizational culture and provides definitions and concepts related to culture. It defines culture as shared beliefs, values, and norms of a group. It discusses Edgar Schein's definition of organizational culture as basic assumptions learned by a group to solve problems. There are three main levels of culture - artifacts and behaviors, values, and underlying assumptions. Understanding organizational culture is useful for managers to predict responses and assess challenges. Strategic and culture change may be needed when the future arrives. Culture can be a powerful tool for managers to achieve goals and ensure consistent decision making. Subcultures can form within larger organizations. Evaluating culture is important for mergers and acquisitions when acquiring intangible assets like processes and business models.
Introduction to construction project managementMC Tubera
This document discusses the history and evolution of management theory and practice from the Classical Era of 1910-1930 to the present day Reconsidering Era of 1990-present. It covers key topics in management such as organizing, leading, planning, controlling, and reconsidering. It also discusses the psychology of project management and important aspects like selecting the best project team, engaging stakeholders, and the people side of communication. Project management involves integrating specialist skills and coordinating resources, time, and tasks to meet the client's objectives.
The document provides an agenda and overview for a leadership and administrative dynamics course. It covers topics such as strategic planning, SWOT analysis, logic models, vision and mission statements, ethics, knowledge management, and communities of practice. Key elements of effective vision and mission statements are outlined. Different leadership styles and cultures are discussed. The principles of knowledge and ethics in leadership are also reviewed.
This document discusses organizational culture and related concepts. It covers:
1. The basic functions of organizational culture, which include providing identity, enhancing commitment to the mission, and clarifying standards of behavior.
2. Components that shape and reflect organizational culture, such as values, mergers and acquisitions, creativity, and innovation management.
3. How organizational culture is formed through socialization of new employees and maintained through various practices like selection, stories, and rituals.
This document discusses organizational culture and related concepts. It covers:
1. The basic functions of organizational culture, which include providing identity, enhancing commitment to the mission, and clarifying standards of behavior.
2. Components that shape and reflect organizational culture, such as values, mergers and acquisitions, creativity, and innovation management.
3. How organizational culture is formed through socialization, stories, rituals, and language, and how it can be kept alive through selection and leadership.
The disconnect between education and workforce developmentColleen LaRose
This webinar explains why education does not prepare people for work...and why, therefore, workforce development programming exists. To view the webinar in its entirety, go to:https://www.youtube.com/watch?v=gXhroAbeHiY
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)
You can use this presentation to facilitate a workshop to create awareness on your organization of the Agile mindset, as a change agent like a Scrum Master or an Agile Coach.
Steps:
1. Define what culture is based on the Schneider Culture Model.
2. Map Agile Principles on culture.
3. Map your company's culture on the Schneider Culture Model.
4. Have an "a-ha!" moment for your Agile needs as a company.
Materials:
Card and canvas are included in the presentation.
Post-its
Pens
Scissors
https://drive.google.com/drive/folders/1RFWlG3drAdVKUmeNktgodT3FYMC1KWKB
Participant:
3-6 people for each group
Min 2 groups required
trends in OB,conscience mngmt,ict &its influenceSuryadev Maity
TRENDS IN ORGANISATIONAL BEHAVIOUR
CONSCIOUS
CONSCIENCE MANAGEMENT
ICT & ITS INFLUENCE ON BEHAVIOURAL DIMENSIONS
GEN NEXT ORIENTATION
RELATIONSHIP ORIENTATION FOR IMPROVED PRODUCTIVITY & LACK OF FORMAL AUTHORITY
The document discusses person-job fit, which is the matching of a person's characteristics with the requirements of a job. It covers the importance of fit for positive outcomes like performance and satisfaction. It also discusses processes like person profiling and job profiling to assess fit. Person profiling involves assessing dimensions like abilities, personality, values, and more to understand an individual's characteristics. Research shows abilities and experience most impact job performance when a good fit exists.
The document discusses organizational culture and how it forms and is maintained. It provides definitions of organizational culture and notes that culture is shared meanings held by members that distinguishes one organization from others. It also summarizes that culture is created and reinforced through various mechanisms like stories, rituals, language, and material symbols used by the organization. The document outlines key aspects of organizational culture like innovation, attention to detail, and team orientation. It also contrasts characteristics of two hypothetical organizations with different cultures.
This document outlines a basic organizational behavior (OB) model that examines individual, group, and organizational levels of analysis. At the individual level, it considers diversity, personality, values, emotions, motivation, perception, and decision making as key inputs and attitudes, performance, citizenship behaviors, and withdrawal as outcomes. At the group level, it focuses on group structure, roles, communication, leadership, power, conflict, and team responsibilities as inputs and cohesion, functioning as outcomes. Finally, at the organizational level, it examines structure, culture, human resources, and change practices as inputs and productivity, survival as outcomes.
This document provides an overview of a course on new venture creation and entrepreneurship. It discusses key topics that will be covered in the course like entrepreneurship, innovation, business planning and finance. It outlines the course requirements which include readings, assessments and an exam. It also discusses concepts related to entrepreneurship like identifying opportunities, the characteristics of entrepreneurs, types of innovations and the innovation process.
Think Different: The toolkit for better startup ideas.Jimmy Flores
Thinking Different: The tools for better startup ideas
The most inspiring ideas are those that connect things that on the surface don’t have much to do with each other. It’s these ideas that create new possibilities and realities within a customer’s mind.
Million dollar ideas are born from your own experiences but you need the proper tool set to think differently, obligating your mind to make connections that it habitually doesn’t make. That’s thinking different.
This workshop will give you a series of theoretical tools that are utilized in a hands on group exercise where you’ll ideate, find a business model, give and get feedback and finish with a quick pitch of your idea.
The workshop is structured to give you order, limits and to feed your natural creativity. At the same time the workshop is structured in 5-10 bursts so that you get accustomed to thinking fast and trusting your first gut instincts.
Theory
--1----Customer segmentation
--2----Problem identification
--3----Lean ideas
--4----Business model
--5----Divergence and combination
--6----Differentiation
Jimmy does content strategy, planning and execution for companies wanting to astonish their audiences. He's also a YouTuber with a channel of +23k subscribers and 3.5 million views. He’s the Tetuan Valley Whip Master in Barcelona helping startups go from idea to demo in 6 fast and short weeks.
IFIM B School - 6 Essentials of Employability in Business ManagementIfimBSchool
IFIM Business School is consistently ranked amongst the top b schools in India. It has been a front runner in creating an innovative & unique business management curriculum.
The document discusses human resource development (HRD) culture. It defines HRD culture and outlines its ideal characteristics, including a learning culture, motivation, competency development, creativity, and team spirit. The document describes different types of organizational culture, such as authoritarian, participative, mechanistic, and organic cultures. It also discusses the importance of top management style in building HRD culture and how employees learn and adopt the culture. Methods for auditing HRD culture are provided. The document emphasizes that a developmental management style is most effective for creating an open, collaborative culture that encourages trust, authenticity, initiative, and experimentation.
Learning Objective: Explore skills to manage highly competitive workforce
The modern workforce is transforming from employees to valuable contributors, strategists, and subject matter superstars. Effective managers and leaders must creatively engage employees and seek new ways to honor and utilize increasing knowledge and talent. This seminar will review the unique challenges of managing highly intelligent STEM leaders and explore winning strategies to maximize potential and get the most out of teams.
At the end of this seminar, participants will be able to:
a. Explore types of employees and workforce teams.
b. Examine situational leadership strategies.
c. Identify creative leadership approaches to engage and retain great talent.
d. Examine new workforce trends, options, and challenges.
Similar to Leigh Durst - A BETTER WAY TO WORK - SXSW 2019 (20)
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
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Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
36. – Your perception of your job, work or career
– View of yourself within a work context
– How you like to get things done
– How you leverage others to achieve objectives
– What motivates and energizes you
37.
38. – Everyone has a dominant style
– People don’t typically shift from one style to another
– No style is superior to another
– All styles are essential to business!
– Styles can be found at any rank, in any department
– Natural compatibilities and conflicts exist between
styles
39. PHYSIOLOGICAL
SAFETY
SOCIAL
ESTEEM
SELF-ACTUALIZATION
A job that is challenging, meaningful, purposeful, the
ability to problem—solve, make a difference, impact
the world, reach potential and advance.
A job that provides a sense of community or belonging,
the feeling of being cared for and respected.
A job that offers security, safe working conditions, benefits,
the ability to save for the future
Interesting job with sufficient title or authority, the provision of necessary
resources, the feeling of being needed, useful and rewarded
A job with sufficient pay, income to pay bills and buy food,
a physical means to get to work
42. PROS
• Typical characteristics
• Innate capabilities
• Potential “gifting”
PITFALLS
• Potential risk areas
• Negative or limiting
• Must be managed
43.
44. • “THE REASON THINGS RUN”
• JOB AS COMPONENT OF LARGER EXISTENCE
• DEFINED & DEEP // CLEAR “LANE” OF EXPERTISE
• OFTEN OVERSEES A CRITICAL, OPERATIONAL FUNCTIONS
• ONE TO LONGER-TERM EMPLOYMENT
• METHODICAL, LOGICAL CAREER PROGRESSION
• VALUES ORDER, STABILITY, CONSISTENCY, PREDICTABILITY
& BALANCE
• SOCIAL NETWORKERS - FORM COMMUNITY & “THE
GRAPEVINE”
• PRPOSSESS A WEALTH OF OPERATIONAL KNOWLEDGE
45. • “THE DRIVER & KEEPER OF THE AGENDA”
• JOB AS A STEPPING STONE TO SOMETHING BETTER
• VALUES ADVANCEMENT, ACHIEVEMENT, POWER & INFLUENCE
• EMPHASIS ON GOALS, OBJECTIVES, MILESTONES
• EXCELS AT SIMPLIFICATION, PRIORITIZATION, DELEGATION,
LEVERAGE
• CONTROLLED DEMEANOR & RESERVED COMMUNICATOR
• MASTERFULLY RESOURCEFUL - GREAT DELEGATOR
• MANAGES UP WELL – SPEAKS LANGUAGE OF EXECUTIVE SUITE
• STRATEGIC NETWORKER, PURSUASIVE & OFTEN POLITICALLY
SAVVY
46. • “THE FUTURE BUILDER”
• WORK CRITICALLY TIED TO MISSION, PURPOSE & CALLING
• NO SEPARATION BETWEEN WORK AND PERSONAL LIFE
• MULTIDISCIPLINARY SKILLS – CROSSING BOUNDARIES
• EXCELS AT DEFINING UNIQUE, STRATEGIC DIRECTION TO
EVOLVE ORG.
• NATURAL CHANGE AGENT & CATALYST
• VALUES FREEDOM, LATITUDE, EXPLORATION
• ENERGIZED BY IDEATION, BRAINSTORMING, BUILDING,
FLEXIBILITY
• THRIVES IN ENVIRONMENTS WITH LESS STRUCTURE
• OPEN, INCLUSIVE COMMUNICATION, COLLABORATOR
56. 1. RECOGNIZE, UNDERSTAND,
EMBRACE AND RESPOND TO
OPERATIONAL STYLES
2. ARREST YOUR HEADSPACE TO
MINIMIZE PITFALLS AND WORK
ADAPTIVELY WITH OTHERS.
3. COURSE-CORRECT AGAINST A
PERSONALIZED, MEANINGFUL
DEFINITION OF SUCCESS
57.
58. - Increased empathy and understanding with others
- Better alignment for the future (design, people,
purpose)
- Improved relationships, collaboration and outcomes
- Maximized strength and greater control over pitfalls
- Empowered journey with a destination defined by
you
THIRD TIME SPEAKING AT SXSW BUT MY FIRST TIME SPEAKING ON THIS SUBJECT
TOPIC OF MY NEW BOOK (TITLE)
BEFORE STARTED // BACKGROUND // INTERSECTION PEOPLE TECH
OVER 20 YRS LEADING EDGE OF DIGITAL & BUSINESS TRANSFORMATION
WIDE ARRAY OF COMPANIES _ FROM Fortune 100 and 100 companies, startups, non-profits and more.
ACROSS AND SECTORS from High Tech to Manufacturing, Healthcare to Retail, Finance to Consumer Packaged Goods.
UXD
ECOMMERCEPORTALS AND CONTENT
CRM AND MARKETING OPTIMIZATION
BUSINESS AND PRODUC STRATEGY
BUSINESS PROCESS IMPROVEMENT
OPERATIONAL TRANSFORMATION
CENTERS OF EXCELLENCE
AND MORE
FIRST JOB WAS AMAZING … AS I BEGAN TO MOVE ON STRUGGLED A BIT BECAUSE I OFTEN HAD TROUBLE GETTING PEOLE AS EXCITED ABOUT CHANGE AND NEW WAYS OF WORKING AS I WAS. I ENCOUNTERED A LOT OF RESISTANCE… AND I DIDN’T UNDERSATND FULLY WHY I STRUGGLED SO FOR A FEW YEARS.
NATURAL CHANGE ATENT – GOOD SIDE // BAD SIDE JOB WAS TO MAKE PEOPLE UNCOMFORTABLE
SEE BEST AND WORST
BEST
WORST
CA BECOMES TARGET
FIRST JOB WAS AMAZING … AS I BEGAN TO MOVE ON STRUGGLED A BIT BECAUSE I OFTEN HAD TROUBLE GETTING PEOLE AS EXCITED ABOUT CHANGE AND NEW WAYS OF WORKING AS I WAS. I ENCOUNTERED A LOT OF RESISTANCE… AND I DIDN’T UNDERSATND FULLY WHY I STRUGGLED SO FOR A FEW YEARS.
NATURAL CHANGE ATENT – GOOD SIDE // BAD SIDE JOB WAS TO MAKE PEOPLE UNCOMFORTABLE
SEE BEST AND WORST
BEST
WORST
CA BECOMES TARGET
TO PREPARE ME THE COMPANIES I WORKED FOR SENT ME TO ALL KINDS OF TRAINING.
SUPER USEFUL – LEARNED A LOT – ESPECIALLY ABOUT MYSELF
AUDIENCE POLL….
I wanted to be able to quickly assess another person
Understand how they are basically wired to function
Build a bridge of understanding between us
To Common Ground for Collaboration
And Establish Mutual Wins – so that everyone felt good about our exchange at the end.
I also wanted to do this with my EMPLOYER and Managers.
I often felt like a corporate Misfit. I was the “Maria Von Trapp” of Corporate America
I didn’t fit in to the Abbey – on one side my managers were telling me to Climb Every Mountain.
On the otherside there was a chorus of nuns asking how they should solve a problem like me. I thought differently, worked differently and had a broad array of interests and talents…
MY SEARCH BEGAN FOR A BETTER WAY TO WORK
IN THE EARLY 2000’S I found about 30 different personality, leadership and management “typing” methodololovies on the market
Today there are more than 45. This was my list from a one hour scan – and I ran out of space.
Varying levels of rigor…. Some academically and scientifically accepted – others not so much – yet that doesn’t seem to make a big difference in commercial acceptance.
I want to be clear that my goal is not to debunk, critique or make an example of any of these – my goal in showing you this list is simple –
It’s very complicated to even know where to start with this stuff.
The sheer level of complexity –within these methodologies and across the spectrum illustrates something very important:
PEOPLE WANT TO UNDERSTAND OTHERS – THEY ALSO WANT TO BE UNDERSTOOD
So I wasn’t alone.
ACONYM
ONE HOUR CHECK – 43
LOVE LANGUAGE
SPIRIT ANIMAL
ARCHETYPE
TEMPERAMENT
LEARNING STYLE
STRENGTHS
COLOR
AUDIENCE POLL…. FRIENDS/STARBUCKS, DISNEY PRINCESS – TACOS, DOWNTON ABBEY, BREAKING BAD, AVENGER (HUMAN NATURE)
STUDY THE WORKPLACE AND PEOPLE IN IT – READICALLY DIFFERENT COMPANIES, MARKETS, INDUSTRIES, LEADERSHIP, GOALS –
REMARKABLE PARALLELS IN HOW PEOPLE GOT THINGS DONE AND A PERSONAL THEORY BEGAN TO EMERGE.
I BEGAN TO USE THIS TO PROCESS THE DIFERENT CLIENT ENVIRONMENTS I FACED…. JUST TRYING TO FIGURE OUT HIS THING CALLED WORK
JUST TRYING TO BETTER FIND MY WAY
If you like Buzzfeed, there are even more…
In the search to understand and be understood at work can be a challenging one.
TO MANY PEOPLE THE WORKPLACE CAN FEEL LIKE A WILDERNESS
MANMADE – FOREIGN – OWN RULES, POLICIES, PROCESS,
LEFT TO OURSELVES TO FIND OUR WAY
WE SPEND YEARS PREPARING TO ENTER THE WORKFORCE – CRAMMING OUR HEADS WITH KNOWLEDGE
VERY LITTLE TIME PREPARING FOR THE PROFESSIONAL JOURNEYS WE WILL FACE…
That’s ironic isn’t it – we wouldn’t head out on the Algonkian trail unprepared for a two-week journey – and yet our career journey is decades long.
WE ARE INSTEAD DROPPED IN 2017 JUMANJI STYLE
FORCED TO FIGURE OUT THE GAME, THE RULES
SHOWN OUR CUBICLE AND TOLD WE ARE LUCKY TO BE THERE
GET BUSY WITH DEMANDS OF THE DAY
SOME FIGURE IT OUT BETTER THAN OTHERS
SOME FIND A GOOD MENTOR – MOST GO IT ALONE
AND AS WE TAKE ON RESPONSIBILITIES, WE
MANY OF US BECOME BUSY VERY QUICKLY AND END UP ON A FORM OF CAP
CAN BE HEAVILY INFLUENCED BY THE WORKPLACE WE INHABIT – CORPORATE INTEREST – INDIVIDUAL SECOND
LIKE A POORLY CONNECTED GPS – FIND URSELVES LOST IN THE WEEDS
OFTEN FIND OURSELVES IN A DESTINATION – LIKE I DID – THINKING ‘HOW DID I GET HERE???”
This is what happened to me.
I had ALL I THOUGHT I NEEDED – NOTHING I WANTED – RETRENCH –REGROUP
START MAKING SMALL COURSE CORRECTIONS
Empowered and bolstered by every triumph to make change
And this intensified my search for a better way to work,
When I begin to research deeper, I found I wasn’t alone.
Now, you don’t have to be burned out to find this interesting…
IN 2018, GALLUP ANNUAL STATE OF THE GLOBAL WORKFORCE
AN ASTOUNDING FIGURE CAME OUT OF THIS STUDY – THAT 85% OF GLOBAL WORKERS ARE DISENGAGED AT WORK.
IN JAPAN IT’S AS HIGH AS 94%
HIGHER IN DENMARK, SWEDEN
US STARTED AROUND 71% AND HAS DROPPED – LOWER UNEMPLOYMENT / HONEYMOON EFFECT
67% of employees are dealing with burnout. 44% feel SOMETIMES burned out and 23% report feeling burned out all the time.
71% according to …
BREAD & BENEFITS – the first reason people lead..
Looking for BETTER, an upgrade.
Top reasons for leaving a job: insufficient pay (44%), limited career paths (43%), lack of challenging work (30%), work-life balance (28%), and lack of recognition (27%) (Randstad)
A third of employees said their reason for leaving their job was a bad boss or manager (Ajilon)
10 YEAR MANAGER – 9 HOURS OF TRAINING
59% Managers who oversee one to two employees, have no training at all,
41% among managers who overs see 3-5 workers (West Monroe Partners)
42% of new managers admit they developed their style by observing and mimicking a previous manager rather than through any type formal training (West Monroe Partners)
Only 26% of employees discuss their issues with their managers, and 25% turn to employer-provided services (WTW)
BORED KORN FERRY 2018 FOUND THE TOP RESASON FOR DISENGAGE JOB SEARCH WAS BOREDOM OR LACK OF CHALLENGE
BURIED –Working Families and Bright Horizons reporting that 72% of workers bring work home in the evenings and on weekends, and 34% of workers feel resentful toward their employer with regard to work/life balance.
BULLIED -- Associated with feelings of harassment, ridicule, antagonism, mistreatment, coercion, disrespect or being pressured to perform or behave in a way that feels inappropriate. In 2018, Radius Global Market research announced the results of the first “Bullying in the Workplace” study, with key findings that nearly half of American workers, or 77 million workers, have been bulled at work. The 2017 study found that 81% of respondents had witnessed bullying in person and the most common form of mistreatment reported was being ridiculed or reprimanded in front of other staff (29%). The study found that nearly one quarter of respondents reported harassment based on looks or body type (23%), work attire (23%) pressure to take on a specific task (23%) or coercion to work extra hours (22%). One in five reported subtle or overt sexual harassment, and 44% of the problems remain either unaddressed or unresolved.
BEEN LOOKIN’ FOR A JOB. Between the gig economy, company downsizing, and personal choice, you may be looking for something new. You may already be employed and seeking an different opportunity for a variety of reasons. You may have jumped the wagon in the search for something new. Or you may be unemployed or recently laid off, which can come with feelings of anxiety, depression or desperation. Gallup finds that 51% of todays workers are looking for a new job or watching openings. In comparison a study survey of 17,00 U.S. workers conducted by the non-profit group Mental Health America and the Fass Foundation revealed that 71% of surveyed U.S. workers are looking to change employers.
BURNOUT - The World Health organization classifies burnout as a “state of vital exhaustion” and that results from chronic workplace stress. Burned out individuals typically feel exhausted, fatigued, depleted, mentally blocked, unfocused, irritable, detached, experiencing concentration difficulties and disrupted sleep. There are also strong correlations with health problems and/or physical illness, feelings that range from chest pain to flu-like symptoms. In truth, burnout is really one extreme the stress continuum, which starts with feeling perpetually stressed and overwhelmed. The Families and Work Institute released a national study in May 2018, reporting that more than half of US Employees feel overworked or overwhelmed at least some of the time, 28% often or very often felt overworked and 28% said they often or very often had no time to reflect on their work.
BOTHERED There’s really not a better way to say it – if you feel restless, disquieted, suspicious that something is off or incomplete in your work, you are feeling bothered. There are many bothersome things in the workplace – some of them might also start with the letter “B”. You might feel like you have the wrong job fit, feel an unaddressed need or misalignment with the values or practices of your organization. You might also carry the nagging sense that perhaps you’re meant for something different, or long for a greater sense of purpose in your work. In 2018, Covestro reported that roughly 70% of executives surveyed have a strong, 5-year increase in the number of workers who want the opportunity for more social purpose in their work.
The average person spends 1/3 of their life sleeping.
The remaining 2/3 of your life are spent
Working
Eating
Resting
Handling household obligations
Caring for family
”Other”
Est. 40% of U.S. employees regularly work more than 50 hours per week
20% work more than 60 hours per week
There are plenty of folks out there who might easily come close to hitting the 3,000-hour mark, and that might include you.
THIS REALLY ONLY EXPLAINS PART OF THE STORY
PEW research Late December Motley Fool article
1980 we worked 38.1 hours per week x 43 weeks per year
2015 We worked 38.7 hours per week x 47 weeks per year -- 173 hours more than we did before.
Average worker is 500% more productive than in 1980 so someone is reaping the benefits of us and I’m not sure it’s us.
SO SOMEONE IS BENEFITTING FROM ALL THIS EXTRA TIME AND EFFORT AND BASED ON THE STATS I’VE READ, IT MAY NOT BE US.
HOW MUCH MORE OF A REASON DO WE NEED TO SWITCH OFF AUTO PILOT – AND TAKE THE HELM OF OUR PROFESSIONAL JOURNEY?
IF YOU DON’T, YOU COULD EASILY END UP ON THE ROCKS!
THIS BOOK ISN’T FOR PEOPLE IN CRISIS- THOUGH IT CAN HELP
IT’S FOR ANYONE THAT STRUGGLES – MAIL TO BOARD – ENTREPRENEUR, DIRECT REPORT OR MANGER
HOW DOES WORK MAKE YOU FEEL? It’s not hard to figure that out but here’s a really great way to quantify it –
ADJECTIVE-BASED Assessment (user research & consulting)
BRAINSTORM
STRATIFY
PRIORITIZE
GOING BACK TO MY OWN STORY – HAD MADE SOME CHANGES – AUTOILOT WAS OFF
HAD BEEN STUDYING WORKPLACE DYNAMICS AND FOUND MYSELF ON A VERY DIFFICULT PROJECT WITH AN ENGAGEMENT LEAD WITH WHOM I CLASHED.
ABOUT 25 PEOPLE - IMMATURE, OVER HIS HEAD, ROSE TOO QUICKLY, NON-INCLUSIVE, DEEPLY INSECURE, BURNING OUT TEAM
ICE BUCKET CHALLENGE – BRACING – WORKING NIGHTS AND WEEKENDS FOR MONTHS
I FELT PROTECTIVE OF TEAM – SET MEETING TO CLEAR THE AIR
POSITIVE – SUGGESTION – SHUT DOWN…. MANAGEMENT
RED-FACED, EXPLETIVE LACED DIATRIBE
CALMLY, CUTTINGLY TOLD TRUTH – HIM, MATURITY, INSECURITY, MANAGEMENT ABILITIES, COMMUNICATION, ETC.
LEFT – INDIGNANT, ENRAGED. HATED HIM.
HOTEL HEADACHE – RIGHT 95% RIGHT 5% PROBLEM
DOG POOP BROWNIE – WHETHER I LEFT OR STAYED – I HAD TO OWN 100% OF MY RESPONSIBILITY
APOLOGY
REALIZATION
THE DINER –
COLLAGUE APALLED AT MY APOLOGY
APOLOGIZED NOT FOR TRUTH - BUT FOR THE ROLE I PLAYED
SKETCHED OUT WHAT BECAME THE FOUNDATION FOR OPERATIONAL STYLES THEORY ON A NAPKIN.
It’s not hard to figure that out but here’s a really great way to quantify it –
ADJECTIVE-BASED Assessment (user research & consulting)
BRAINSTORM
STRATIFY
PRIORITIZE
It’s not hard to figure that out but here’s a really great way to quantify it –
ADJECTIVE-BASED Assessment (user research & consulting)
BRAINSTORM
STRATIFY
PRIORITIZE
It’s not hard to figure that out but here’s a really great way to quantify it –
ADJECTIVE-BASED Assessment (user research & consulting)
BRAINSTORM
STRATIFY
PRIORITIZE
EASY
To align to a style, it’s not necessary for all the prospective traits to apply to you. In the book, and soon on the website, we will offer a self assessment that you can take to identify the style you’re most likely to align to, but because there’s a lot of dimension in operational styles, we encourage people to read the chapters on each style to formally align to a style.
As you compare yourself to the different style traits – keep in mind that it’s possible to embody a few traits that align to other styles.
What you want to look for are positive and negative clustering.
This is important because many factors can bias a self quiz – like answering in ways that align to how you want to be perceived, vs. how you really are. Further, your age, stage of career, level of burnout and other factors can influence your scores. For example, entrepreneurs or people who work in a highly independent manner, might skew FLYER.
The self-assessment is really just a first glance at what you might be. The book is really about how to identify operational styles – and not just for yourself but especially of the people you work with. The charts and chapters in the book can help you authentically align to an operational style.
POTENTIALLY DISTINGUISHING TRAITS
TYPICALLY EMBODIED WITHIN EACH STYLE
PITFALLS –
TRICKIER ASPECTS OF THE STYLE
It’s not hard to figure that out but here’s a really great way to quantify it –
ADJECTIVE-BASED Assessment (user research & consulting)
BRAINSTORM
STRATIFY
PRIORITIZE
When things are working well, a positive cycle occurs that is almost magical. It results in flow, the healthy sharing of work and responsibility and much more.
When style dynamics go well, people are left feeling good about each other and the work they do.
People find themselves at their very best, doing the things they do best, and the things that motivate and inspire them.
TWO TYPES – SITUATIONAL & EMOTIONAL
We apply our unique abilities we can collaborate better and drive better outcomes.
But as we journey forward together we must manage our pitfalls.
Here is a highly summarized example of a few, highly summarized FLYER traits. I’ll use myself as an example, because I am a flyer… DESCRIBE
Pros are the more positive attributes of any given style.
Pitfalls are not necessarily negative, but when combined with the right context – situational, emotional, positional – they could become problematic.
What determines whether one of our traits becomes positive or negative is the trigger, and how we choose to respond.
TWO TYPES – SITUATIONAL & EMOTIONAL
This extinguishes the fire of collaboration and results in dysfunctional working environment, with undermined trust
YOUR DEFINITION OF SUCCESS IS LIKE A COMPASS – POINTING YOU TO YOUR PROFESSIONAL HORIZON.
BUT IS YOUR COMPASS POINTING AT “TRUE NORTH?
AND OUR DEFINITIONS OF SUCCESS SERVE AS THE ”TRUE NORTH” ON THE COMPASS BY WHICH WE NAVIGATE OUR PROFESSIONAL LIVES.
WORK TO DESIGN
DIRECTION TO DESTINY
UNDERSTANDING – COMMON GROUND – MUTUAL WINS
JOY IN THE JOURNEY