The document discusses a model of personal transformation called Evolating. It consists of 6 phases - Yearning, Engaging, Revelating, Rematrixing, Dedicating, and Liberating. Each phase is described in detail, with explanations of how they relate to concepts from neuroscience, leadership, and personal growth. Evolating is presented as a framework to facilitate continuous learning and evolution in oneself and others.
Here are 3 questions I have about the opposite preference on this dichotomy:
1. For the intuitives - How do you know when to stop imagining possibilities and start focusing on concrete facts/details?
2. For the sensors - How do you allow yourself to see possibilities beyond just the present reality and facts?
3. For both - What strategies do you use to understand and appreciate the other perspective?
Does this help provide some insight into managing the differences between sensing and intuition? Let me know if you have any other questions!
Personal Mastery Programs is a team based in Michigan that aims to transform organizations by helping individuals achieve personal growth and commit to shared visions and goals. They do this through workshops and months of coaching to create sustainable breakthroughs in effectiveness. The document outlines various exercises and concepts discussed in a conference to help participants strengthen their commitments, clarify visions, and develop strategies for achieving goals through overcoming challenges to their "success strategies".
Slides from the Power Packed Productivity session by Tim Wade on 10 Feb 2012 in Singapore. Tim Wade is Singapore-based motivational speaker and business growth speaker who focuses on the psychology and strategies of effective change management, increasing productivity, leadership and performance improvement. www.timwade.com
This document provides an overview of strategies and techniques for motivating people. It discusses discovering what is important to individuals, knowing your own values and how to motivate yourself. It also covers changing your internal state, focusing your mind, challenging beliefs, and creating a motivational mindset. The document outlines using theories like Maslow's hierarchy of needs to achieve high performance. It provides guidance on setting goals, managing motivation, listening to understand people, giving feedback, and sustaining motivation over time. The overall message is that the best motivators help people help themselves by understanding what drives individual motivation.
This document provides an overview of corporate culture, change management, and emotionally intelligent leadership. It discusses how culture impacts an organization's ability to manage change. Effective change management can increase productivity while poor change management decreases productivity. Emotionally intelligent leadership is important for navigating change in a way that reduces anxiety and stress for employees. The document uses examples and models to illustrate these concepts and their interrelationships.
The Seven Habits of Highly Effective People, first published in 1989, is a business and self-help book written by Stephen R. Covey. It has sold more than 15 million copies in 38 languages worldwide.
The document discusses the concept of the "push factor", which is described as a major component of success that involves extra effort to overcome obstacles and achieve challenging goals. It states that success depends on a combination of 30 factors, and push is essential to drive things forward. Push involves courage, risk-taking, effort, patience and using all available resources. The author argues that the probability of success grows exponentially with increased push, rather than linearly, because extra effort can lead to breakthroughs. Reaching the "exponential zone" through maximum push increases the chances of success dramatically. Realizing goals requires continuous push through different stages.
The document discusses the guiding principles of the Blitz approach to career advancement. It outlines 10 principles: 1) career self-reliance, 2) shared responsibility, 3) perception management, 4) shared success, 5) shared vision, 6) trust, 7) accountability, 8) innovation, 9) communication, and 10) commitment. The principles are meant to guide career teams in developing and implementing strategies using the Blitz approach. Effective application of these principles can help career teams overcome obstacles and achieve their goals through collaborative effort.
Here are 3 questions I have about the opposite preference on this dichotomy:
1. For the intuitives - How do you know when to stop imagining possibilities and start focusing on concrete facts/details?
2. For the sensors - How do you allow yourself to see possibilities beyond just the present reality and facts?
3. For both - What strategies do you use to understand and appreciate the other perspective?
Does this help provide some insight into managing the differences between sensing and intuition? Let me know if you have any other questions!
Personal Mastery Programs is a team based in Michigan that aims to transform organizations by helping individuals achieve personal growth and commit to shared visions and goals. They do this through workshops and months of coaching to create sustainable breakthroughs in effectiveness. The document outlines various exercises and concepts discussed in a conference to help participants strengthen their commitments, clarify visions, and develop strategies for achieving goals through overcoming challenges to their "success strategies".
Slides from the Power Packed Productivity session by Tim Wade on 10 Feb 2012 in Singapore. Tim Wade is Singapore-based motivational speaker and business growth speaker who focuses on the psychology and strategies of effective change management, increasing productivity, leadership and performance improvement. www.timwade.com
This document provides an overview of strategies and techniques for motivating people. It discusses discovering what is important to individuals, knowing your own values and how to motivate yourself. It also covers changing your internal state, focusing your mind, challenging beliefs, and creating a motivational mindset. The document outlines using theories like Maslow's hierarchy of needs to achieve high performance. It provides guidance on setting goals, managing motivation, listening to understand people, giving feedback, and sustaining motivation over time. The overall message is that the best motivators help people help themselves by understanding what drives individual motivation.
This document provides an overview of corporate culture, change management, and emotionally intelligent leadership. It discusses how culture impacts an organization's ability to manage change. Effective change management can increase productivity while poor change management decreases productivity. Emotionally intelligent leadership is important for navigating change in a way that reduces anxiety and stress for employees. The document uses examples and models to illustrate these concepts and their interrelationships.
The Seven Habits of Highly Effective People, first published in 1989, is a business and self-help book written by Stephen R. Covey. It has sold more than 15 million copies in 38 languages worldwide.
The document discusses the concept of the "push factor", which is described as a major component of success that involves extra effort to overcome obstacles and achieve challenging goals. It states that success depends on a combination of 30 factors, and push is essential to drive things forward. Push involves courage, risk-taking, effort, patience and using all available resources. The author argues that the probability of success grows exponentially with increased push, rather than linearly, because extra effort can lead to breakthroughs. Reaching the "exponential zone" through maximum push increases the chances of success dramatically. Realizing goals requires continuous push through different stages.
The document discusses the guiding principles of the Blitz approach to career advancement. It outlines 10 principles: 1) career self-reliance, 2) shared responsibility, 3) perception management, 4) shared success, 5) shared vision, 6) trust, 7) accountability, 8) innovation, 9) communication, and 10) commitment. The principles are meant to guide career teams in developing and implementing strategies using the Blitz approach. Effective application of these principles can help career teams overcome obstacles and achieve their goals through collaborative effort.
This cycle represents the ongoing process of leadership. A leader continually refines their vision, sets goals aligned with that vision, plans concrete steps to achieve those goals, takes action by working diligently, and seeks counsel from others to improve. Repeating this cycle allows the leader to continuously learn and grow in their abilities.
The 7 Habits of Highly Effective People outlines 7 habits that can help people become more effective. The first 3 habits focus on private victory and move a person from dependence to independence. Habit 1 is to be proactive by taking responsibility for your choices rather than reacting. Habit 2 is to begin with the end in mind by envisioning what you want to achieve and what your purpose is. Habit 3 is to put first things first by prioritizing important tasks and spending time on activities that matter most.
The Seven Habits of Highly Effective People presents an "inside-out" approach to effectiveness centered on principles and character development. It discusses three stages of human development - dependence, independence, and interdependence - and proposes seven habits to help people become more effective by moving from dependence to independence to interdependence. The first three habits focus on self-mastery and independence, while the next three address interdependence, and the seventh habit involves continual self-renewal and improvement.
The document discusses handling change and leadership. It emphasizes establishing urgency for change, creating a coalition to support the change, developing and communicating a clear vision and strategy, empowering broad-based action, generating short-term wins, consolidating gains and producing more change, and anchoring new approaches. It also discusses discovering what is unique about individuals and capitalizing on their strengths as well as discovering universal human needs and fears and addressing them for effective leadership.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Self-Development".
The document discusses leadership in the 21st century. It defines leadership as influencing others to work diligently toward achieving goals by clearly stating your vision, explaining your plan, and instilling confidence and optimism. It also discusses the High Performance Development Model, which provides a framework for developing leaders through a focus on eight core competencies like personal mastery, technical skills, and organizational stewardship. Overall, the document emphasizes that to be an effective leader, others must trust and have faith in you.
Stephen covey's 7 habits of highly effective peopleKUNJ BIHARI SINGH
This document provides an overview and summary of Stephen Covey's book "The 7 Habits of Highly Effective People". It discusses the key principles and habits outlined in the book, including the character ethic versus the personality ethic, paradigm shifts, and the seven habits themselves which progress from private victory to public victory. The seven habits move from being proactive, beginning with the end in mind, to putting first things first, thinking win-win, seeking first to understand, synergizing, and sharpening the saw. For each habit, it provides explanations of the concepts and how to apply them.
This article maintains that one does not really need to be at the top to lead; that one can actually lead across and in fact, upwards, the organisational hierarchy.
Future Think Consulting provides 10 secrets for sustaining growth in chaotic environments. The secrets include not trying to control chaos but using it to seize opportunities, recognizing that growth is no longer linear, making invisible talents visible to foster collaboration, and allowing speed instead of slowing down out of fear. The document outlines each secret in 1-2 paragraphs and concludes by introducing Future Think Consulting as a performance consulting firm.
The document discusses a leadership development program that uses online self-directed learning and personal coaching. It aims to develop sustainable high-performance work teams by providing managers and leaders with the skills they need through 42 online modules on the latest leadership skills from experts. Participants receive feedback and determine areas to focus on. They study relevant modules and meet regularly with a coach. The coaching process uses different tools depending on the level and type of change needed, with support also provided through further reading, online discussions and group sessions.
This document provides information and instructions for understanding an individual's CultureScan assessment results. It includes a worksheet to help track and apply the content. The assessment measures factors like job fit, personal priorities, readiness for change, change preferences, work structures, executive intelligences, and patterns of thinking. The individual's results are shown for each factor, compared to an "Ideal" or baseline. Instructions are given to re-download the assessment if needed and access additional resources online for applying the insights.
Dokumen tersebut membahas tentang kepemimpinan, termasuk prinsip-prinsip kepemimpinan yang baik, penyimpangan kepemimpinan, serta tokoh-tokoh pemimpin Indonesia seperti Ki Hadjar Dewantara dan Soekarno. Secara ringkas, dokumen tersebut menjelaskan pentingnya kepemimpinan berintegritas, partisipatif, dan berwawasan kebangsaan dalam membangun negara.
If we educate a boy, we educate an individual. If we educate a girl, we educate the whole family but if we educate a teacher, we actually educate the whole community.
Teaching is the one profession that creates all other professions. So what's you think?
An Analysis and Interpretation of Plato's Allegory of the Caveguest71fae1
The document discusses Plato's Allegory of the Cave and provides three alternative interpretations:
1. G.M.A. Grube's interpretation focuses on education and the four stages of transcending desires.
2. J.G. Ingersoll's Hindu interpretation views the cave as the mind and maps the allegory to Hindu concepts.
3. Simone Weil presents an alternative view where the cave represents the world and shadows symbolize imagination, which she believes society sees as a prison.
Teks tersebut membahas tentang kepemimpinan transformasional sebagai katalisator dalam kelembagaan. Kepemimpinan transformasional memiliki empat karakteristik yaitu idealized influence, inspirational motivation, intellectual stimulation, dan individualized consideration. Kepemimpinan transformasional bertujuan untuk mengubah nilai-nilai bawahan agar mendukung visi dan tujuan organisasi.
KEPEMIMPINAN PENDIDIKAN YANG TRANFORMASIONALFitri117
Dokumen tersebut membahas tentang gaya kepemimpinan transformasional berdasarkan pandangan Islam yang mencakup konsep al-hijrah dan al-jihad serta memiliki berbagai pola pikir seperti intellectual courage. Dokumen tersebut juga membandingkan empat dimensi kepemimpinan transformasional menurut Bass dengan berbagai aktivitas yang dapat dilakukan pemimpin di lembaga pendidikan Islam.
This cycle represents the ongoing process of leadership. A leader continually refines their vision, sets goals aligned with that vision, plans concrete steps to achieve those goals, takes action by working diligently, and seeks counsel from others to improve. Repeating this cycle allows the leader to continuously learn and grow in their abilities.
The 7 Habits of Highly Effective People outlines 7 habits that can help people become more effective. The first 3 habits focus on private victory and move a person from dependence to independence. Habit 1 is to be proactive by taking responsibility for your choices rather than reacting. Habit 2 is to begin with the end in mind by envisioning what you want to achieve and what your purpose is. Habit 3 is to put first things first by prioritizing important tasks and spending time on activities that matter most.
The Seven Habits of Highly Effective People presents an "inside-out" approach to effectiveness centered on principles and character development. It discusses three stages of human development - dependence, independence, and interdependence - and proposes seven habits to help people become more effective by moving from dependence to independence to interdependence. The first three habits focus on self-mastery and independence, while the next three address interdependence, and the seventh habit involves continual self-renewal and improvement.
The document discusses handling change and leadership. It emphasizes establishing urgency for change, creating a coalition to support the change, developing and communicating a clear vision and strategy, empowering broad-based action, generating short-term wins, consolidating gains and producing more change, and anchoring new approaches. It also discusses discovering what is unique about individuals and capitalizing on their strengths as well as discovering universal human needs and fears and addressing them for effective leadership.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Self-Development".
The document discusses leadership in the 21st century. It defines leadership as influencing others to work diligently toward achieving goals by clearly stating your vision, explaining your plan, and instilling confidence and optimism. It also discusses the High Performance Development Model, which provides a framework for developing leaders through a focus on eight core competencies like personal mastery, technical skills, and organizational stewardship. Overall, the document emphasizes that to be an effective leader, others must trust and have faith in you.
Stephen covey's 7 habits of highly effective peopleKUNJ BIHARI SINGH
This document provides an overview and summary of Stephen Covey's book "The 7 Habits of Highly Effective People". It discusses the key principles and habits outlined in the book, including the character ethic versus the personality ethic, paradigm shifts, and the seven habits themselves which progress from private victory to public victory. The seven habits move from being proactive, beginning with the end in mind, to putting first things first, thinking win-win, seeking first to understand, synergizing, and sharpening the saw. For each habit, it provides explanations of the concepts and how to apply them.
This article maintains that one does not really need to be at the top to lead; that one can actually lead across and in fact, upwards, the organisational hierarchy.
Future Think Consulting provides 10 secrets for sustaining growth in chaotic environments. The secrets include not trying to control chaos but using it to seize opportunities, recognizing that growth is no longer linear, making invisible talents visible to foster collaboration, and allowing speed instead of slowing down out of fear. The document outlines each secret in 1-2 paragraphs and concludes by introducing Future Think Consulting as a performance consulting firm.
The document discusses a leadership development program that uses online self-directed learning and personal coaching. It aims to develop sustainable high-performance work teams by providing managers and leaders with the skills they need through 42 online modules on the latest leadership skills from experts. Participants receive feedback and determine areas to focus on. They study relevant modules and meet regularly with a coach. The coaching process uses different tools depending on the level and type of change needed, with support also provided through further reading, online discussions and group sessions.
This document provides information and instructions for understanding an individual's CultureScan assessment results. It includes a worksheet to help track and apply the content. The assessment measures factors like job fit, personal priorities, readiness for change, change preferences, work structures, executive intelligences, and patterns of thinking. The individual's results are shown for each factor, compared to an "Ideal" or baseline. Instructions are given to re-download the assessment if needed and access additional resources online for applying the insights.
Dokumen tersebut membahas tentang kepemimpinan, termasuk prinsip-prinsip kepemimpinan yang baik, penyimpangan kepemimpinan, serta tokoh-tokoh pemimpin Indonesia seperti Ki Hadjar Dewantara dan Soekarno. Secara ringkas, dokumen tersebut menjelaskan pentingnya kepemimpinan berintegritas, partisipatif, dan berwawasan kebangsaan dalam membangun negara.
If we educate a boy, we educate an individual. If we educate a girl, we educate the whole family but if we educate a teacher, we actually educate the whole community.
Teaching is the one profession that creates all other professions. So what's you think?
An Analysis and Interpretation of Plato's Allegory of the Caveguest71fae1
The document discusses Plato's Allegory of the Cave and provides three alternative interpretations:
1. G.M.A. Grube's interpretation focuses on education and the four stages of transcending desires.
2. J.G. Ingersoll's Hindu interpretation views the cave as the mind and maps the allegory to Hindu concepts.
3. Simone Weil presents an alternative view where the cave represents the world and shadows symbolize imagination, which she believes society sees as a prison.
Teks tersebut membahas tentang kepemimpinan transformasional sebagai katalisator dalam kelembagaan. Kepemimpinan transformasional memiliki empat karakteristik yaitu idealized influence, inspirational motivation, intellectual stimulation, dan individualized consideration. Kepemimpinan transformasional bertujuan untuk mengubah nilai-nilai bawahan agar mendukung visi dan tujuan organisasi.
KEPEMIMPINAN PENDIDIKAN YANG TRANFORMASIONALFitri117
Dokumen tersebut membahas tentang gaya kepemimpinan transformasional berdasarkan pandangan Islam yang mencakup konsep al-hijrah dan al-jihad serta memiliki berbagai pola pikir seperti intellectual courage. Dokumen tersebut juga membandingkan empat dimensi kepemimpinan transformasional menurut Bass dengan berbagai aktivitas yang dapat dilakukan pemimpin di lembaga pendidikan Islam.
The document discusses transformational leadership, which refers to a leadership approach that causes change in individuals and social systems. It involves motivating followers through inspiration, raising morality and values. Theories by House, Bass, and others see transformational leadership as moving followers to higher-level needs and addressing long-term goals through idealized influence, inspirational motivation, intellectual stimulation and individualized consideration. The document also outlines strengths, criticisms and applications of transformational leadership.
In today’s ever evolving business world, quality leadership is now recognized as a key factor in whether an organization will ultimately succeed or fail. More and more businesses are now hiring those individuals who possess Transformational Leadership skills to drive their company towards long-lasting success.
Ultimately, a Transformational Leader is one who empowers and develops the people they lead to become leaders themselves, and challenges them to bring out their best and take greater ownership of their work.
We’ve identified 6 Core Values of a Modern Day Transformational Leader:
#1 Community, Cooperation
Fundamental to Transformational Leadership is the ability to foster a sense of community via collaboration with peers and amongst their team.
Transformational leaders value cooperation over competition. They embrace the philosophy that only through cooperation can we create more effective solutions to complex challenges. Transformational Leaders view the world as an Interconnected System and recognize that there is a Natural Order that guides Emergence or punctuated shifts.
#2 Social Responsibility
Social responsibility refers to a viewpoint that an organization or individual has an obligation to act to benefit society at large. Being socially responsible creates trust, a good image and helps to foster a positive reputation for your company.
In order for an organization to be socially responsible, they must adopt a perspective of Wholism and a “Global World View.” Transformational Leaders recognize that the part reflects and contains the whole. They value doing their part to be socially responsible and recognize that this opens up new relationships and opportunities. Ultimately, social responsibility helps to build a foundation of community and a culture that people can get behind.
#3 Service-Oriented Leadership & Altruistic Motivations
Transformational Leaders value service-oriented leadership and are actively involved in creating a better way of life.
Fundamental to this attitude is the underlying principle that they are driven by a connection to a deeper sense of purpose and meaning as a leader. As author Lewis Carroll once wrote, “One of the deep secrets of life is that all that is really worth the doing is what we do for others.”
#4 Balance, Equality, & Diversity
All three of these core values of transformational leadership seek to harmonize and unite differences.
Transformational Leaders understand the importance of embracing diversity as a key to co-creative alchemy, especially in regards to Gender Balance & Ethnic Equality.
#5 Optimism Towards Future
Transformational Leaders have a positive mindset and are optimistic yet realistic about the future.
They have an Abundance Mentality, meaning they understand there are always new chances and opportunities, mixed with Idealism, and Mindful Activism.
#6 Whole-Process Learning
Transformational Leaders have developed the ability to utilize Whole Brain
Dokumen tersebut membahas tentang kepimpinan transformasi dalam organisasi pendidikan. Ia mendefinisikan kepimpinan sebagai proses mempengaruhi orang lain untuk bekerja sama mencapai tujuan. Teori kepimpinan transformasi menekankan perubahan dan memotivasi pengikut untuk mencapai visi organisasi. Kepimpinan transformasi efektif memerlukan visi jelas, kemampuan berkomunikasi, dan memotivasi pengik
Kepimpinan melibatkan proses mempengaruhi anggota organisasi untuk mencapai matlamat. Terdapat beberapa teori kepimpinan seperti teori tingkah laku, teori kontigensi, dan teori trait yang menjelaskan ciri-ciri pemimpin berkesan. Pemimpin perlu mempunyai kemahiran komunikasi, pengetahuan, dan motivasi untuk memimpin anggota mencapai sasaran.
Rangkuman dokumen tersebut adalah:
Pelan Pembangunan Pendidikan Malaysia (2013-2025) menetapkan 11 anjakan untuk transformasi sistem pendidikan dengan tujuan meningkatkan akses, kualiti, dan keberhasilan pendidikan bagi murid-murid Malaysia.
Dokumen tersebut merangkum rencana pelaksanaan kursus kepemimpinan untuk pengawas sekolah di Sekolah Kebangsaan Wira, Kuantan. Kursus ini bertujuan untuk melatih pengawas agar lebih bertanggungjawab dalam menjalankan tugas. Terdapat aktivitas seperti diskusi kelompok, permainan, dan ceramah untuk mencapai tujuan tersebut. Kursus ini dijadwalkan pada tanggal 16 Maret 2013 dan melibatkan
Successful people think differently. They have the ability to bounce back, persevere, and make things happen even in the face of adversity. In this innovative learning laboratory, we’ll be exposed to the burgeoning research in Positive Psychology, the science of success and happiness. We will discover how we’re genetically predisposed to negativity, and how switching this habit of thinking to something more positive takes intention, attention and effort. Come learn some scientifically informed strategies for how to build psychosocial muscle and in turn, get SO’MO of what you want in life (at home, work, and every place in between).
This document discusses motivation in organizations. It begins by introducing the topic of motivation and some challenges in motivating individuals. It then provides an overview of several motivation theories and techniques commonly used in organizations. These include setting goals and targets, performance-related pay, rewards schemes, and recognition. However, the document notes that motivating individuals can be difficult due to differences in human nature and psychology. Effective motivation relies on understanding individuals' diverse needs and motivating through vision and shared purpose, rather than manipulation. Projecting one's own motivations onto others is an common mistake. As managers and supervisors, practical motivation tools include showing respect, recognition, listening, making work interesting, and providing opportunities for satisfaction.
Team leadership and motivationTeam leadership and mo.docxmattinsonjanel
This document discusses effective ways to motivate teams to achieve their goals. It analyzes different motivators for teams and which ones are most effective at motivating employees. Some key motivators discussed include discussing the benefits of success, keeping teams interested, setting reasonable objectives, offering financial incentives, recognizing good performance, competition between teams, promoting from within, enhancing the working environment, and soliciting employee input. Both intrinsic and extrinsic motivators are examined, noting that intrinsic motivation is generally more effective but extrinsic motivators can also be useful in certain situations.
Isolation can be a good thing when properly defined and utilized. Specifically:
1. Isolation allows for complete and utter focus on specific, clearly defined goals and intentions.
2. The document provides tips for using isolation to increase one's value and net worth through vision, planning, building relationships, and asking effective questions.
3. Isolation of the key people, companies, and introductions one needs allows individuals to efficiently advance their goals through strategic networking.
Everyone wants to find a way to become more motivated so that they can find success in all areas of their life.
Unfortunately, motivation can be a tricky thing not only to find but maintain.
There are so many things in our lives that can quickly kill our motivation and leave us wondering why we aren’t able to accomplish everything we set out to do.
A lack of motivation can show up everywhere, at work, at home, in relationships, and when pursuing your goals.
This can quickly lead to unhappiness, indifference, and dissatisfaction with your life. There are many reasons why people lack the motivation to reach their goals.
With this ebook you will learn how to find and increase your motivation for success in all areas of your life!
Here are just some of the benefits that you’ll gain:
• You’ll understand the different sources of motivation and determine which one works best for you.
• You'll develop a healthy morning routine that will jump-start your energy and motivation for the entire day
• You’ll start focusing on self-improvement activities that will increase your motivation to reach your goals.
• You’ll learn how to trade your bad habits for good ones and start living a healthier life.
• You’ll discover various techniques for eliminating stress and increasing your energy.
• And so much more!
The document discusses how to unlock the power of diversity in teams to improve performance. It explains that diverse teams are smarter and more innovative, but only if they are inclusive. The brain is hardwired for groupthink and finding similarities, so diversity can feel threatening. To be effective, diverse teams must find ways to create a shared purpose and make all members feel included, such as by recognizing contributions. When inclusion is achieved, diverse teams can outperform less diverse groups because discomfort activates more of the brain.
.Change Management1We are often resist.docxhoney725342
.
Change Management
1
We are often resistant to change
https://www.youtube.com/watch?v=tIJNusYZXMA
2
Change in your organization—Getting started
4 Ps Group Exercise (15 min)
Decide on 1 major org change within the group
On flip chart paper create 4 columns
Project Name- what is the project?
Purpose- why are we changing?
Particulars- what are we changing?
People- who will be changing?
4Ps ContinuedProject NamePurposeParticularsPeople
Finally, consider:
What % of the Purpose is dependent on the People doing their jobs differently?
Change Models to Consider
Diffusion of Innovation and Attributes of Change Success (E. Rogers)
Adoption of change will vary among groups
Considerations for predicting success of the change
8 Steps for Leading Change (J. Kotter)
Moving forward and enacting the change
Roger’s Diffusion of Innovations
Roger’s Diffusion of Innovation
Dancing Man
Video
Roger’s Diffusion of Innovation
http://www.youtube.com/watch?v=fW8amMCVAJQ
8
5 Attributes that Determine the Success of the Change
Relative Advantage
Compatibility
Complexity
Trialability
Observability
Roger’s Diffusion of Innovation
Why do certain innovations spread more quickly than others?
Why do others fail? Diffusion scholars recognize five qualities that determine the success of an innovation.
Relative Advantage
The degree to which an innovation is perceived as being better than the idea it supersedes
“ How will this make my life easier/better?”
Roger’s Diffusion of Innovation
This is the degree to which an innovation is perceived as better than
the idea it supersedes by a particular group of users, measured in
terms that matter to those users, like economic advantage, social
prestige, convenience, or satisfaction. The greater the perceived
relative advantage of an innovation, the more rapid its rate of
adoption is likely to be.
Compatibility
The degree to which an innovation is perceived as consistent with the existing values, past experiences, & needs of potential adopters
“How well does it fit?”
Roger’s Diffusion of Innovation
This is the degree to which an innovation is perceived as being
consistent with the values, past experiences, and needs of potential
adopters. An idea that is incompatible with their values, norms or
practices will not be adopted as rapidly as an innovation that is
compatible.
Complexity
The degree to which an innovation is perceived as relatively difficult to understand and use
“If you can’t explain it, they won’t try it.”
Roger’s Diffusion of Innovation
This is the degree to which an innovation is perceived as difficult to
understand and use. New ideas that are simpler to understand are
adopted more rapidly than innovations that require the adopter to
develop new skills and understandings.
Trialability
The degree to which an innovation may be experimented with on a limited basis
“Can I try it out before I buy it?”
Roger’s Diffusion of Innov ...
This document is an excerpt from a book about leadership strengths. It provides an overview of the book, explaining that it focuses on 40 personal strengths leaders need to overcome challenges. Each chapter includes insights and quotes on a specific strength. The summary emphasizes that strengths are behavioral patterns developed through life experiences, and can continue to be strengthened. It encourages leaders to reflect on their own strengths and weaknesses to improve leadership skills.
Under mentioned five simple exercises can help you recognize, and start to shift, the mind-sets that limit your potential as a leader.
1. Find your strengths
2. Practice the pause
3. Forge trust
4. Choose your questions wisely
5. Make time to recover
The Psychology of Motivation: What Makes You DO Stuff?Arthur Doler
The document discusses theories of motivation and presents a model of Type I and Type X motivation. Type I motivation is driven by autonomy, mastery, and purpose and performs best in the long run. Type X motivation is driven by external rewards and performs best in the short run. The document recommends identifying individual and team motivation types and promoting autonomy, mastery, and purpose to encourage Type I motivation.
This document outlines the vision and values of the company Vermeer, which aims to be a "whole-brain consultancy" that helps clients thrive in uncertain times. Vermeer was created to bring together people passionate about changing business and its role in society. The company focuses on developing "whole-brain" people and leaders who can balance both analytical ("left brain") and intuitive ("right brain") thinking. This is done by fostering an environment of ownership, freedom, and mutuality where people are empowered to continuously challenge themselves and grow in new ways. The goal is to equip business leaders with adaptive skills and perspectives to respond to a volatile and changing world.
The document summarizes a book about a five-step process for disciplined dreaming and creativity called Disciplined Dreaming. The five steps are: Ask, Prepare, Discover, Ignite, and Launch. Each step is described in one or more chapters. The process provides techniques to increase creativity, deal with ambiguity, apply creativity to business problems, define challenges, drive curiosity, prepare environments and minds, generate ideas, and bring ideas to life. The goal is to apply focused creativity to address business issues in an innovative way.
What Makes You DO Stuff? The Psychology of Motivation @ Dev Up 2016Arthur Doler
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Model of Transformation: Evolating by Dr. Judith Wright and Dr. Bob Wright
1. Living a Great Life: The Theory of Model of Transformation: EVOLATING Personal Transformation Model and its Application in Leadership and Organizational Development Dr. Judith S. Wright & Dr. Robert J. Wright The Transformational Leadership Symposium November 21, 2009 Benefits of Evolating - Short
11. Consciously engaging in one’s evolution with the intent of continual transformation The process by which one lives and creates a great life The catalytic power that causes one to become a transformational leader who facilitates the evolation of others Evolating
12. Evolating: The Six Phases Yearning Engaging Dedicating Revelating Rematrixing Liberating
24. Neuroscience 101 Breakthroughs in neuroscience Discovering neuroplasticity Neurons that fire together, wire together Developing new neuropathways Deep practice repeated over long periods of time Yearning Engaging Dedicating Revelating Rematrixing Liberating
28. Neuroscience 101 Breakthroughs in neuroscience Discovering neuroplasticity Neurons that fire together, wire together Developing new neuropathways Deep practice repeated over long periods of time Yearning Engaging Dedicating Revelating Rematrixing Liberating
30. Neuroscience 101 Breakthroughs in neuroscience Discovering neuroplasticity Neurons that fire together, wire together Developing new neuropathways Deep practice repeated over long periods of time Yearning Engaging Dedicating Revelating Rematrixing Liberating
33. Oxytosin / SerotoninWanting versus Altruism Seeking related to Satisfaction Yearning Engaging Dedicating Revelating Rematrixing Liberating The Neuroscience of Yearning
141. Rules for Build your team, intrapreneuring is not a solo activity. Share credit widely. Ask for advice before you ask for resources. Underpromise and overdeliver -- publicity triggers the corporate immune system. Do any job needed to make your dream work, regardless of your job description. Remember it is easier to ask for forgiveness than for permission. Keep the best interests of the company and its customers in mind, especially when you have to bend the rules or circumvent the bureaucracy. Come to work each day willing to be fired. Be true to your goals, but be realistic about how to achieve them. Honor and educate your sponsors. --- Gifford Pinchot
142. Rules for Build your team, intrapreneuring is not a solo activity. Share credit widely. Ask for advice before you ask for resources. Underpromise and overdeliver -- publicity triggers the corporate immune system. Do any job needed to make your dream work, regardless of your job description. Remember it is easier to ask for forgiveness than for permission. Keep the best interests of the company and its customers in mind, especially when you have to bend the rules or circumvent the bureaucracy. Come to work each day willing to be fired. Be true to your goals, but be realistic about how to achieve them. Honor and educate your sponsors. Rules for Intrepreneurship --- Gifford Pinchot
143. Rules for Build your team, intrapreneuring is not a solo activity. Share credit widely. Ask for advice before you ask for resources. Underpromise and overdeliver -- publicity triggers the corporate immune system. Do any job needed to make your dream work, regardless of your job description. Remember it is easier to ask for forgiveness than for permission. Keep the best interests of the company and its customers in mind, especially when you have to bend the rules or circumvent the bureaucracy. Come to work each day willing to be fired. Be true to your goals, but be realistic about how to achieve them. Honor and educate your sponsors. --- Gifford Pinchot
151. The Science of Liberating Growth Mindset Embraces challenges Persists Seeks and learns from feedback Inspired by others’ success Greater sense of self will Ever higher levels of achievement Fixed Mindset Avoids challenges Gives up early Ignores useful negative feedback Feels threatened by others’ success Deterministic view of the world Plateaus early, achieves less than potential vs. vs. vs. vs. vs. vs. vs.
165. A complex process with manydifferent strategic moves necessary to effectuate true transformationYearning Engaging Dedicating Revelating Rematrixing Liberating Phase 5—Rematrixing
229. Gustave Courbet (1819-1877) The Artist's Studio, a real allegory summing up seven years of my artistic and moral lifeBetween 1854 and 1855Oil on CanvasH. 361; W. 598 cmParis, musée Smallhttp://www.musee-orsay.fr/en/collections/works-in-focus/painting.html?no_cache=1&zoom=1&tx_damzoom_pi1[showUid]=2364 d'Orsay Large http://www.histoire-image.org/photo/zoom/geo4_courbet_001f.jpg Pierre-Joseph Proudon Alfred Bruyas George Sand CharlesBaudelaire Champfleury
Ron has just talked about what you do as a transformational leaderEarn the rightWe will be presenting the results of our recent research and years of coaching and training executives at all levels.We will be presenting a model to explain the shift that Brad talked about as BB transformed from Sound of Music to last man standing, of a seminary student who became one of the best loved most competent leaders of a major US corporation
WIIFJudith’s note was: Evolation (spell out like dictionary pronunciations, then define actually ))) 1) non gradual upward movement 2) flying up or out ***Judith, I didn’t find anything reflecting the first definition!!! I morphed this from your dissertation: The term, “Evolating”, indicates a non-gradual upward movement, flying up or out, the act of flying away.”***
***
*** [THIS IS THE LAST REPETITION OF “THE NEUROSCIENCE OF YEARNING”]
the people he wrote about were: Aleister Crowley, Ezra Pound, F. Scott Fitzgerald, Ford Madox Ford, Hilaire Belloc, Pascin, John Dos Passos, James Joyce and Gertrude Stein
***
Intentional business meetingNot B.S. – diversionReference Engaged Team Member
Make point about happiness study is engaging at work(Full Court Press will also be addressed in liberating)
***Make point about happiness study is engaging at work(Full Court Press will also be addressed in liberating)
BWTransformation requires dramatic shift in perspective and behavior (RABBIT/VASE)Insight (LIGHT BULB)Awakening – seeing the Matrix (MATRIX)Identify your current operating systemDisbeliefingRevealingAcknowledging blocks,blindspots, resistance, defensesAuthenticityGetting & Embracing the GameMatrix Awareness
***BWTransformation requires dramatic shift in perspective and behavior (RABBIT/VASE)Insight (LIGHT BULB)Awakening – seeing the Matrix (MATRIX)Identify your current operating systemDisbeliefingRevealingAcknowledging blocks,blindspots, resistance, defensesAuthenticityGetting & Embracing the GameMatrix Awareness
***BWTransformation requires dramatic shift in perspective and behavior (RABBIT/VASE)Insight (LIGHT BULB)Awakening – seeing the Matrix (MATRIX)Identify your current operating systemDisbeliefingRevealingAcknowledging blocks,blindspots, resistance, defensesAuthenticityGetting & Embracing the GameMatrix Awareness
*** (THIS IS THE LAST REPETITION OF THE “PHASE 3 – REVELATING” SLIDE)BWTransformation requires dramatic shift in perspective and behavior (RABBIT/VASE)Insight (LIGHT BULB)Awakening – seeing the Matrix (MATRIX)Identify your current operating systemDisbeliefingRevealingAcknowledging blocks,blindspots, resistance, defensesAuthenticityGetting & Embracing the GameMatrix Awareness
BW
ExistentialistsNot just cognitive, experience it in your whole body
***ExistentialistsNot just cognitive, experience it in your whole body
New wiring occurs when our brain sees existing info in its maps in an entirely NEW WAY. This phenomenon is called an INSIGHT ! This creates a HUGE amount of activity in our brains. It creates a MOTIVATION to act on the insight. It is important to note that though the info / data may not be seen as ours, but the Insight is OURS. This is what creates OWNERSHIP. The picture below shows different brains lighting up in different areas to an INSIGHT. (Source : David Rock, Results Coaching Systems)
NEXT….WHAT DO THESE IMAGES HAVE IN COMMON?
Bob said this photo could be used for outliers…but what should the thought bubble show???
Brad Story: 2 years + storesBrad facilitated self expression, authoring, and expansion, young leaders with as little as two years experience to Example – Tom Terry (not by name)one of CEOs we coach established his firm on a completely different premise from the rest of industryindustry revenue largely generated by providing backroom services for major corporationswanted to have high end expert based firm that provided add’l value and wasn’t burdened by huge administrative machine to manage, to that endhe began developing computer programs to replace back room function and put control of data back in hands of clients, thereby permitting him to partner with them and align at much higher levels of corporationRequired awareness of industry, significant risk in direction by giving control of data back to client, audacity to say and demonstrate that their knowledge base was their value rather than ability to push pencils continue steep development curve, and expand into positions, responsible for up to $25 million stores,Conditions of Liberating:AwarenessRiskAudacity
This slide builds it
[SEEMS LIKE INSERTING THESE IN THE MIDDLE OF THE PREVIOUS SLIDE BUILD WILL BE DIFFICULT – BUT I WILL IF THAT’S WHERE YOU WANT THEM. I THINK THE BUILD WILL BE MUCH COOLER IF WE DO THE WHOLE THING RATHER THAN STOPPING AT INTRAPRENEURSHIP.]
[FLASH THIS SLIDE VERY BRIEFLY, THEN GO TO THE ANIMATION OF THE EXAMPLES – NEXT SLIDE]BW – FedEx dogs [???]George Washington crossing DelawareFull Court PressGoldman SachsIntrapreneurs10 comandments – [Kate slide with the 3 intrapreneurs]Bob’s example of positive deviants – Baird & WarnerBest Buy – what Brad did3M- Pinchot, intrapreneurshipGoogle – 20% time, Dan Pink videoAtlassian – FedEx days, people are let loose and need to deliver a product within 24 hours Goldman Sachs-coached managing directors, difficult time in social lives reining in aggressive, free wheeling behavior, financial industry GS pedigree indicates winner that goes for the gold, take no prisonersNEXT SLIDE SERIES IS THE BLACK BACKGROUND LOGOS WITH THE EXAMPLE CATEGORIES:InsurgentsIconoclastsPositive DeviantsIntrapreneursOutliers
***[LAST REPETITION OF “THE SCIENCE OF LIBERATING” SLIDES]
Have to do new things in order to learn – Brain loves noveltyAt its best when on the edgeStretching outside of familiarLearning only happens at edge of ability
***Have to do new things in order to learn – Brain loves noveltyAt its best when on the edgeStretching outside of familiarLearning only happens at edge of ability
Deck chairs on the titanic -- I chose the older-looking photo to be more Titanic like, but the one off to the side is more obviously deck chairs. Paste the other one over top of this
AIRPLANE IN THE AIR
Examples of firms we’ve worked with that did not rematrix John Davidoff Tom Terry Larry Kirschbaum Midway-rematrixing as a corporationStandard computer game $20 mill plus/minusGiven hit driven nature of industry, heavy load when only a few games released earn their development fee and even fewer exceed thatHoly grail of industry to develop unified design platform where each gun, automobile and prop would not need to be designed newNot only a technical challenge but a human systems challengeMidway games of Chicago, first company to accomplish thisAs they were pursuing this goal, widely ridiculed by large firms who had all failed at the taskJob required pulling together diverse specialties into tight teams that would work with highly talented outside contractorUnder direction of Matt Booty, former COO and most recently CEO, lofty goal was achieved thereby paving the way for other gamemakersIn order for them to accomplish this, they needed to: tap their yearning, engage in the experiment, revelate many times over, liberate by repeatedly experimenting and developing new technologiesUltimately rematrix to have the entire company rethink how they designed gamesWith great sadness that we all sold midway sold to warner bros because of financial mismanagement in the past just when they were developing a track record of turning out the highest rated games and making a profit that would have stood them in good stead, had war among the financial investors not broken out
Examples of firms we’ve worked with that did not rematrix John Davidoff Tom Terry Larry Kirschbaum Midway-rematrixing as a corporationStandard computer game $20 mill plus/minusGiven hit driven nature of industry, heavy load when only a few games released earn their development fee and even fewer exceed thatHoly grail of industry to develop unified design platform where each gun, automobile and prop would not need to be designed newNot only a technical challenge but a human systems challengeMidway games of Chicago, first company to accomplish thisAs they were pursuing this goal, widely ridiculed by large firms who had all failed at the taskJob required pulling together diverse specialties into tight teams that would work with highly talented outside contractorUnder direction of Matt Booty, former COO and most recently CEO, lofty goal was achieved thereby paving the way for other gamemakersIn order for them to accomplish this, they needed to: tap their yearning, engage in the experiment, revelate many times over, liberate by repeatedly experimenting and developing new technologiesUltimately rematrix to have the entire company rethink how they designed gamesWith great sadness that we all sold midway sold to warner bros because of financial mismanagement in the past just when they were developing a track record of turning out the highest rated games and making a profit that would have stood them in good stead, had war among the financial investors not broken out
BW
Go to Video of Famous Failures
BW
****
MANIFESTATIONS OF EVOLATINGGreatening EnliveningSelfeningPotentializing Transforming Catalyzing Phases BecomeWays of Living
FAMOUS FACES MAY GO HERE!!!!
On the right are friends and associates of Courbet including writers George Sand and Charles Baudelaire, Champfleury, Pierre-JosepOn the right hand side, one can recognise the bearded profile of Alfred Bruyas, and behind him, facing us, the philosopher Proudhon. The critic Champfleury is seated on a stool, whilst Baudelaire is absorbed in a book. The couple in the foreground personify art lovers, and, near the window, two lovers represent free love.h Proudhon, and collector Alfred Bruyas