The document discusses leading organizational change and discusses several models for managing change including Lewin's 3-step model of change (unfreezing, changing, and refreezing) and Kotter's 8-step model for change. It also discusses forces that drive organizational change, types of planned changes, organizational development approaches to change, and how to create learning organizations that facilitate change.
The document discusses various theories of motivation in organizational behavior, including:
1. Maslow's hierarchy of needs and Herzberg's two-factor theory, which propose that different factors lead to satisfaction or dissatisfaction at work.
2. Goal setting theory and job characteristics theory, which suggest that motivating employees involves designing meaningful work and setting specific, measurable goals.
3. Equity theory and organizational justice, which emphasize the importance of fair treatment and balanced outcomes for maintaining employee motivation.
4. Expectancy theory, which proposes that employees are motivated when they believe effort will lead to good performance and rewards.
This chapter discusses attitudes and job satisfaction in organizations. It finds that job satisfaction has been declining since 2009, with key factors being job security, ability to use skills, relationships with bosses, and financial stability. Job satisfaction is highest when income allows for a comfortable life. Positive attitudes towards oneself (core self-evaluation) relates to better job performance and search success. Commitment and involvement in work relates to lower turnover and better citizenship and performance. Engagement requires full investment in one's role and improves productivity.
This document discusses stress in the context of organizational change. It defines stress and identifies its sources, including role ambiguity, role conflict, role overload, and work-family conflict. Stress can result from challenge or hindrance and impact individuals physically, psychologically, and behaviorally. It also impacts organizations by reducing productivity and increasing costs. The document explores ways to cope with stress, such as problem-focused and emotion-focused approaches, social support, preventative management, and work redesign. Leadership plays an important role in helping employees cope by showing support and reducing suffering.
The document discusses managing conflict and negotiation in organizations. It covers causes and types of conflict, conflict resolution styles, the relationship between conflict and performance, and negotiating across cultures. Conflict is defined as occurring when one party perceives another has negatively affected something they care about. While unproductive conflict harms performance and relationships, productive conflict that aligns with organizational goals can improve performance. Different conflict resolution styles like integrating, obliging, dominating, avoiding, and compromising are appropriate in different conflict situations. Moderate levels of task conflict can improve team performance while relationship conflict hurts satisfaction.
The document discusses organizational culture and defines it as shared assumptions that are developed by a group to cope with problems, taught to new members as the correct way to think and feel. It describes three levels of culture - artifacts, values, and assumptions. It also discusses organizational subcultures, socialization processes, and organizational climates. Leaders can influence culture through recruitment, socialization, rewards, and managing cultural elements like stories, rituals, and symbols.
The document discusses individual decision making in organizations. It covers rational decision making models and their limitations. Prospect theory and heuristics that influence decision making are described. Biases like hindsight bias, overconfidence, and escalation of commitment are also examined. The chapter concludes with sections on ethical decision making and supporting creativity in decision making.
This chapter discusses individual differences that impact workplace behavior, including personality, psychological capital, emotions, diversity, and generations. It describes several personality theories and assessments, such as the Myers-Briggs Type Indicator and the Big Five model. It also covers how traits like psychological capital and emotional intelligence can influence performance. Additionally, it discusses the effects of emotions, moods, and affect in the workplace. The chapter then addresses diversity and generational differences, providing an overview of concepts like surface-level versus deep-level diversity and the characteristics of generations currently in the workforce.
This document summarizes key concepts around perception from Chapter 5. It discusses what perception is, perceptual errors like primacy and recency effects, and how expectations can influence performance. Leaders must understand that each person's perception is their reality and can change over time. The chapter also covers attribution theory and biases, as well as impression management and how potential employers perceive candidates.
The document discusses various theories of motivation in organizational behavior, including:
1. Maslow's hierarchy of needs and Herzberg's two-factor theory, which propose that different factors lead to satisfaction or dissatisfaction at work.
2. Goal setting theory and job characteristics theory, which suggest that motivating employees involves designing meaningful work and setting specific, measurable goals.
3. Equity theory and organizational justice, which emphasize the importance of fair treatment and balanced outcomes for maintaining employee motivation.
4. Expectancy theory, which proposes that employees are motivated when they believe effort will lead to good performance and rewards.
This chapter discusses attitudes and job satisfaction in organizations. It finds that job satisfaction has been declining since 2009, with key factors being job security, ability to use skills, relationships with bosses, and financial stability. Job satisfaction is highest when income allows for a comfortable life. Positive attitudes towards oneself (core self-evaluation) relates to better job performance and search success. Commitment and involvement in work relates to lower turnover and better citizenship and performance. Engagement requires full investment in one's role and improves productivity.
This document discusses stress in the context of organizational change. It defines stress and identifies its sources, including role ambiguity, role conflict, role overload, and work-family conflict. Stress can result from challenge or hindrance and impact individuals physically, psychologically, and behaviorally. It also impacts organizations by reducing productivity and increasing costs. The document explores ways to cope with stress, such as problem-focused and emotion-focused approaches, social support, preventative management, and work redesign. Leadership plays an important role in helping employees cope by showing support and reducing suffering.
The document discusses managing conflict and negotiation in organizations. It covers causes and types of conflict, conflict resolution styles, the relationship between conflict and performance, and negotiating across cultures. Conflict is defined as occurring when one party perceives another has negatively affected something they care about. While unproductive conflict harms performance and relationships, productive conflict that aligns with organizational goals can improve performance. Different conflict resolution styles like integrating, obliging, dominating, avoiding, and compromising are appropriate in different conflict situations. Moderate levels of task conflict can improve team performance while relationship conflict hurts satisfaction.
The document discusses organizational culture and defines it as shared assumptions that are developed by a group to cope with problems, taught to new members as the correct way to think and feel. It describes three levels of culture - artifacts, values, and assumptions. It also discusses organizational subcultures, socialization processes, and organizational climates. Leaders can influence culture through recruitment, socialization, rewards, and managing cultural elements like stories, rituals, and symbols.
The document discusses individual decision making in organizations. It covers rational decision making models and their limitations. Prospect theory and heuristics that influence decision making are described. Biases like hindsight bias, overconfidence, and escalation of commitment are also examined. The chapter concludes with sections on ethical decision making and supporting creativity in decision making.
This chapter discusses individual differences that impact workplace behavior, including personality, psychological capital, emotions, diversity, and generations. It describes several personality theories and assessments, such as the Myers-Briggs Type Indicator and the Big Five model. It also covers how traits like psychological capital and emotional intelligence can influence performance. Additionally, it discusses the effects of emotions, moods, and affect in the workplace. The chapter then addresses diversity and generational differences, providing an overview of concepts like surface-level versus deep-level diversity and the characteristics of generations currently in the workforce.
This document summarizes key concepts around perception from Chapter 5. It discusses what perception is, perceptual errors like primacy and recency effects, and how expectations can influence performance. Leaders must understand that each person's perception is their reality and can change over time. The chapter also covers attribution theory and biases, as well as impression management and how potential employers perceive candidates.
This document provides an overview of leadership concepts including:
- The differences between managers and leaders, with leaders focusing on developing new approaches and inspiring followers while managers focus on controlling operations efficiently.
- Transformational leadership behaviors that mobilize extra effort through emphasizing change, articulating a new vision, and the "four I's": idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration.
- Leader-member exchange theory which examines the quality of relationships leaders develop with individual followers and how they develop "in-groups" who receive more benefits.
- The importance of trust for effective groups, productivity, and risk-taking. Trust develops over time through interactions and is important to repair
This chapter discusses theories of motivation and rewards in organizational behavior. It covers reinforcement theory, which holds that behaviors leading to positive outcomes will be repeated. Social learning theory extends this to include observational learning. Intrinsic motivation comes from the task itself, while extrinsic motivation involves external rewards. Performance management aims to discuss employee performance and results but often suffers from biases and negative perceptions. Proper motivation involves rewarding both results and positive behaviors to reduce unethical actions and achieve desired outcomes.
The document discusses organizational communication. It covers topics like the communication process, barriers to effective communication like noise, leadership communication, electronic communication, communicating across cultures, and nonverbal communication. It provides details on communication networks and flows within organizations. Factors that can influence cross-cultural communication are also examined, as well as the implications of communication for organizational leadership.
Organizational behavior is the study of how individuals and groups act within organizations. It is an interdisciplinary field that draws from psychology, sociology, communication, and anthropology. A key part of organizational behavior is evidence-based management, which uses scientific evidence, organizational data, experiences, and stakeholder values to make management decisions. Critical thinking is also important, which involves examining beliefs using evidence and reasoning. Leaders can apply organizational behavior concepts like evidence-based management and critical thinking to improve employee performance and leadership skills.
This document summarizes several common research designs used in organizational behavior research: qualitative and quantitative research, experimental and quasi-experimental designs, correlational field studies, case studies, action research, mixed methods, and meta-analysis. For each design, a brief description is provided along with their strengths and weaknesses. The document concludes by noting researchers should consider existing knowledge, outcome variables, and the benefits and drawbacks of different methods to select the most appropriate design.
The document discusses teams and group processes. It defines key terms like work groups, work teams, and team effectiveness. It describes the stages of team development including forming, storming, norming, performing, and adjourning. It also discusses factors that contribute to team effectiveness like cohesion, norms, and mental models. Challenges to teams like groupthink and social loafing are examined. Different team decision making techniques such as brainstorming and consensus are also outlined.
The document discusses cross-cultural differences and adjustments in organizations. It covers topics like culture, cultural intelligence, cultural adjustment, culture shock, and developing cultural agility. Culture is described as shared behaviors, values, and beliefs that are learned and passed down within a society. The document also discusses cultural frameworks like Hofstede's cultural dimensions and the Globe study of leadership. Developing cultural intelligence and the ability to adjust to different cultures is key for global leaders and organizations.
This document discusses personality and person-environment fit in organizations. It defines personality as regular patterns of thoughts, feelings, and behaviors that characterize an individual. Understanding personality is important because it is linked to social behaviors at work and how individuals interact with coworkers. The document examines several theories and models of personality, including the Myers-Briggs Type Indicator, Big Five personality traits, and core self-evaluations. It also discusses the concept of person-environment fit and how fit between a person's personality and their job or organization can impact satisfaction and performance.
This document discusses emotions and moods in the workplace. It defines affect as the range of feelings employees experience, including emotions and moods. Emotions are triggered by specific events and brief, while moods are more general and last longer. Affective events theory examines how work environments and events trigger emotional reactions. The document also discusses emotional labor, intelligence, contagion, and neuroscience as they relate to emotions and moods at work.
The document defines organizational culture as shared assumptions, values and beliefs that govern employee behavior. It lists 7 characteristics of organizational culture: innovation, attention to detail, emphasis on outcomes, emphasis on people, teamwork, aggressiveness, and stability. It provides principles for working with organizational culture, including understanding the current culture, changing behaviors to change mindsets, focusing on critical behaviors, using informal leaders, linking culture to business objectives, demonstrating quick impact, spreading ideas virally, aligning programs with behaviors, and actively managing the culture over time.
The document discusses and compares transformational leadership and servant leadership theories. Transformational leadership was initially introduced by James MacGregor Burns in 1978 and focuses on motivating followers to achieve high performance. Servant leadership was introduced by Robert K. Greenleaf in 1971 and prioritizes serving followers' needs first to help them grow. Both styles share similarities like considering individuals and building community, but transformational leadership can be learned while servant leadership is more of a lifestyle. The document provides examples of applying these leadership styles for school leaders to enhance staff and student success.
The document discusses job satisfaction and attitudes in the workplace. It finds that job satisfaction among US employees has been trending upward since 2005, with factors like job security, skill utilization, relationships with bosses, and financial stability most affecting satisfaction. Attitudes are evaluations with cognitive, affective, and behavioral components. Work attitudes like job satisfaction, organizational commitment, and perceived organizational support are predictors of important outcomes. Leaders can foster positive attitudes by creating a sense of meaning and empowerment for employees' work.
Challenging management situations in managing OHSSari Tappura
This document summarizes a study on challenging occupational health and safety management situations faced by managers. The study interviewed 75 managers from three Finnish public sector organizations. The most challenging situations related to administration of work, support for managerial work, feedback, social interaction, and conflicts. Managers sought ad hoc help to deal with these situations. They required more competence and organizational support procedures. The document argues that actively addressing these challenges is important for occupational health, quality of work, and organizational performance, but managers lack adequate resources and support from their organizations.
The document discusses various leadership styles and theories of leadership. It describes different leadership styles like autocratic, democratic, laissez-faire and discusses factors that may affect a leader's style like risk, type of business, importance of change, organizational culture and nature of the task. It also covers various theories of leadership like trait theories, behavioral theories, contingency theories, transformational leadership and transactional leadership.
Organizational behavior is the study of how people behave in organizational settings. It draws from fields like psychology, sociology, and management. The document outlines some key elements of organizational behavior including managing self, teams, communication, diversity, cultures, ethics, and change. It also discusses models of organizational behavior such as autocratic, custodial, supportive, and collegial models. Understanding organizational behavior is important for integrating into organizations, improving them, and becoming a better leader, manager, and follower.
Victoria Newcome has a B.S. in Psychology from Southern Illinois University Edwardsville and over 5 years of experience in human resources and research. She currently works as an HR intern at Duke Manufacturing where she assists with performance reviews, policy development, and recruitment. Previously she has held positions in restaurants, fitness centers, and conducted research studying gender, emotion, and harassment. Newcome has presented her research findings at several conferences and published papers on topics related to sexual harassment and attractiveness.
The Master of Arts in Organizational Dynamics program at the University of Oklahoma provides teamwork and leadership skills to manage people, projects, and processes through case-based and team learning. The program combines research with practical application by building a community of practice. Students can specialize in human resource management or project management and complete a capstone project, comprehensive exam, or thesis over 24 months and 36 credit hours. The program benefits students through career advancement, organizations through research-based solutions and an improved workforce, and the community through networking across industries.
Organizational behavior its nature and importanceAMALDASKH
This document provides an overview of organizational behavior. It defines organizational behavior as the study and application of knowledge about human behavior in organizations. It notes that organizational behavior is an interdisciplinary field that draws from psychology, sociology, and other behavioral sciences. The document also discusses the nature of organizational behavior, describing it as both a science and an art. It notes that organizational behavior focuses on understanding people's behavior from a humanistic perspective in order to enhance worker well-being and organizational effectiveness.
The document discusses various definitions, theories, styles, and behaviors related to organizational leadership. It defines leadership as a process of social influence where leaders set goals, motivate behavior toward those goals, and help define organizational culture. Several leadership theories are examined, including trait theory, behavioral theories, contingency theories, and situational leadership theory. Different leadership styles are also outlined such as autocratic, bureaucratic, transformational, and democratic styles. Key leadership behaviors and qualities of effective leaders are also defined.
The document discusses the nature of management and leadership in organizations. It defines management as planning, directing resources, and accomplishing goals. Key management functions include identifying objectives, developing plans, organizing work, motivating employees, and controlling results. The document also examines different managerial roles including interpersonal roles of figurehead, leader, and liaison. Informational roles involve monitoring and communicating information. Decisional roles include making decisions as an entrepreneur, conflict handler, and resource allocator. Different leadership styles are also discussed, including transformational leadership focused on change and emotional leadership that engages employees' emotions.
Session 2 Professor John Amis 30th MaySusan Murphy
This document discusses strategies for leading strategic change and implementing change. It provides frameworks for diagnosing change such as stakeholder mapping and force field analysis. It also examines why people resist change and models for effective change implementation, including Kotter's accelerators and McKinsey's influence model. Key points are that diagnostic tools can help implementation, creating urgency is important, avoiding common mistakes is key, role modeling is paramount, and remembering the ADKAR process stages aids implementation.
This document discusses organizational change and stress management. It covers the different types of organizational change, including planned and unplanned change. It also addresses the forces driving organizational change. Models for leading change, like Lewin's three-step model and Kotter's eight-step model, are presented. The document also defines what stress is in the context of organizations. It discusses sources of work-related stress and different types of stress. Methods for coping with stress, like problem-focused and emotion-focused coping, are covered. The importance of social support is also addressed. The document concludes with a discussion of preventative stress management techniques in organizations.
This document provides an overview of leadership concepts including:
- The differences between managers and leaders, with leaders focusing on developing new approaches and inspiring followers while managers focus on controlling operations efficiently.
- Transformational leadership behaviors that mobilize extra effort through emphasizing change, articulating a new vision, and the "four I's": idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration.
- Leader-member exchange theory which examines the quality of relationships leaders develop with individual followers and how they develop "in-groups" who receive more benefits.
- The importance of trust for effective groups, productivity, and risk-taking. Trust develops over time through interactions and is important to repair
This chapter discusses theories of motivation and rewards in organizational behavior. It covers reinforcement theory, which holds that behaviors leading to positive outcomes will be repeated. Social learning theory extends this to include observational learning. Intrinsic motivation comes from the task itself, while extrinsic motivation involves external rewards. Performance management aims to discuss employee performance and results but often suffers from biases and negative perceptions. Proper motivation involves rewarding both results and positive behaviors to reduce unethical actions and achieve desired outcomes.
The document discusses organizational communication. It covers topics like the communication process, barriers to effective communication like noise, leadership communication, electronic communication, communicating across cultures, and nonverbal communication. It provides details on communication networks and flows within organizations. Factors that can influence cross-cultural communication are also examined, as well as the implications of communication for organizational leadership.
Organizational behavior is the study of how individuals and groups act within organizations. It is an interdisciplinary field that draws from psychology, sociology, communication, and anthropology. A key part of organizational behavior is evidence-based management, which uses scientific evidence, organizational data, experiences, and stakeholder values to make management decisions. Critical thinking is also important, which involves examining beliefs using evidence and reasoning. Leaders can apply organizational behavior concepts like evidence-based management and critical thinking to improve employee performance and leadership skills.
This document summarizes several common research designs used in organizational behavior research: qualitative and quantitative research, experimental and quasi-experimental designs, correlational field studies, case studies, action research, mixed methods, and meta-analysis. For each design, a brief description is provided along with their strengths and weaknesses. The document concludes by noting researchers should consider existing knowledge, outcome variables, and the benefits and drawbacks of different methods to select the most appropriate design.
The document discusses teams and group processes. It defines key terms like work groups, work teams, and team effectiveness. It describes the stages of team development including forming, storming, norming, performing, and adjourning. It also discusses factors that contribute to team effectiveness like cohesion, norms, and mental models. Challenges to teams like groupthink and social loafing are examined. Different team decision making techniques such as brainstorming and consensus are also outlined.
The document discusses cross-cultural differences and adjustments in organizations. It covers topics like culture, cultural intelligence, cultural adjustment, culture shock, and developing cultural agility. Culture is described as shared behaviors, values, and beliefs that are learned and passed down within a society. The document also discusses cultural frameworks like Hofstede's cultural dimensions and the Globe study of leadership. Developing cultural intelligence and the ability to adjust to different cultures is key for global leaders and organizations.
This document discusses personality and person-environment fit in organizations. It defines personality as regular patterns of thoughts, feelings, and behaviors that characterize an individual. Understanding personality is important because it is linked to social behaviors at work and how individuals interact with coworkers. The document examines several theories and models of personality, including the Myers-Briggs Type Indicator, Big Five personality traits, and core self-evaluations. It also discusses the concept of person-environment fit and how fit between a person's personality and their job or organization can impact satisfaction and performance.
This document discusses emotions and moods in the workplace. It defines affect as the range of feelings employees experience, including emotions and moods. Emotions are triggered by specific events and brief, while moods are more general and last longer. Affective events theory examines how work environments and events trigger emotional reactions. The document also discusses emotional labor, intelligence, contagion, and neuroscience as they relate to emotions and moods at work.
The document defines organizational culture as shared assumptions, values and beliefs that govern employee behavior. It lists 7 characteristics of organizational culture: innovation, attention to detail, emphasis on outcomes, emphasis on people, teamwork, aggressiveness, and stability. It provides principles for working with organizational culture, including understanding the current culture, changing behaviors to change mindsets, focusing on critical behaviors, using informal leaders, linking culture to business objectives, demonstrating quick impact, spreading ideas virally, aligning programs with behaviors, and actively managing the culture over time.
The document discusses and compares transformational leadership and servant leadership theories. Transformational leadership was initially introduced by James MacGregor Burns in 1978 and focuses on motivating followers to achieve high performance. Servant leadership was introduced by Robert K. Greenleaf in 1971 and prioritizes serving followers' needs first to help them grow. Both styles share similarities like considering individuals and building community, but transformational leadership can be learned while servant leadership is more of a lifestyle. The document provides examples of applying these leadership styles for school leaders to enhance staff and student success.
The document discusses job satisfaction and attitudes in the workplace. It finds that job satisfaction among US employees has been trending upward since 2005, with factors like job security, skill utilization, relationships with bosses, and financial stability most affecting satisfaction. Attitudes are evaluations with cognitive, affective, and behavioral components. Work attitudes like job satisfaction, organizational commitment, and perceived organizational support are predictors of important outcomes. Leaders can foster positive attitudes by creating a sense of meaning and empowerment for employees' work.
Challenging management situations in managing OHSSari Tappura
This document summarizes a study on challenging occupational health and safety management situations faced by managers. The study interviewed 75 managers from three Finnish public sector organizations. The most challenging situations related to administration of work, support for managerial work, feedback, social interaction, and conflicts. Managers sought ad hoc help to deal with these situations. They required more competence and organizational support procedures. The document argues that actively addressing these challenges is important for occupational health, quality of work, and organizational performance, but managers lack adequate resources and support from their organizations.
The document discusses various leadership styles and theories of leadership. It describes different leadership styles like autocratic, democratic, laissez-faire and discusses factors that may affect a leader's style like risk, type of business, importance of change, organizational culture and nature of the task. It also covers various theories of leadership like trait theories, behavioral theories, contingency theories, transformational leadership and transactional leadership.
Organizational behavior is the study of how people behave in organizational settings. It draws from fields like psychology, sociology, and management. The document outlines some key elements of organizational behavior including managing self, teams, communication, diversity, cultures, ethics, and change. It also discusses models of organizational behavior such as autocratic, custodial, supportive, and collegial models. Understanding organizational behavior is important for integrating into organizations, improving them, and becoming a better leader, manager, and follower.
Victoria Newcome has a B.S. in Psychology from Southern Illinois University Edwardsville and over 5 years of experience in human resources and research. She currently works as an HR intern at Duke Manufacturing where she assists with performance reviews, policy development, and recruitment. Previously she has held positions in restaurants, fitness centers, and conducted research studying gender, emotion, and harassment. Newcome has presented her research findings at several conferences and published papers on topics related to sexual harassment and attractiveness.
The Master of Arts in Organizational Dynamics program at the University of Oklahoma provides teamwork and leadership skills to manage people, projects, and processes through case-based and team learning. The program combines research with practical application by building a community of practice. Students can specialize in human resource management or project management and complete a capstone project, comprehensive exam, or thesis over 24 months and 36 credit hours. The program benefits students through career advancement, organizations through research-based solutions and an improved workforce, and the community through networking across industries.
Organizational behavior its nature and importanceAMALDASKH
This document provides an overview of organizational behavior. It defines organizational behavior as the study and application of knowledge about human behavior in organizations. It notes that organizational behavior is an interdisciplinary field that draws from psychology, sociology, and other behavioral sciences. The document also discusses the nature of organizational behavior, describing it as both a science and an art. It notes that organizational behavior focuses on understanding people's behavior from a humanistic perspective in order to enhance worker well-being and organizational effectiveness.
The document discusses various definitions, theories, styles, and behaviors related to organizational leadership. It defines leadership as a process of social influence where leaders set goals, motivate behavior toward those goals, and help define organizational culture. Several leadership theories are examined, including trait theory, behavioral theories, contingency theories, and situational leadership theory. Different leadership styles are also outlined such as autocratic, bureaucratic, transformational, and democratic styles. Key leadership behaviors and qualities of effective leaders are also defined.
The document discusses the nature of management and leadership in organizations. It defines management as planning, directing resources, and accomplishing goals. Key management functions include identifying objectives, developing plans, organizing work, motivating employees, and controlling results. The document also examines different managerial roles including interpersonal roles of figurehead, leader, and liaison. Informational roles involve monitoring and communicating information. Decisional roles include making decisions as an entrepreneur, conflict handler, and resource allocator. Different leadership styles are also discussed, including transformational leadership focused on change and emotional leadership that engages employees' emotions.
Session 2 Professor John Amis 30th MaySusan Murphy
This document discusses strategies for leading strategic change and implementing change. It provides frameworks for diagnosing change such as stakeholder mapping and force field analysis. It also examines why people resist change and models for effective change implementation, including Kotter's accelerators and McKinsey's influence model. Key points are that diagnostic tools can help implementation, creating urgency is important, avoiding common mistakes is key, role modeling is paramount, and remembering the ADKAR process stages aids implementation.
This document discusses organizational change and stress management. It covers the different types of organizational change, including planned and unplanned change. It also addresses the forces driving organizational change. Models for leading change, like Lewin's three-step model and Kotter's eight-step model, are presented. The document also defines what stress is in the context of organizations. It discusses sources of work-related stress and different types of stress. Methods for coping with stress, like problem-focused and emotion-focused coping, are covered. The importance of social support is also addressed. The document concludes with a discussion of preventative stress management techniques in organizations.
Applying a Quality Framework to the Focus Group MethodRoller Research
A brief overview of the focus group method followed by key considerations when applying the Total Quality Framework that allows researchers to maximize quality outcomes & mitigate error.
This document discusses organizational behavior and related concepts. It begins by noting a Gallup study finding that most workers are unhappy with their jobs primarily due to their bosses. It then defines organizational behavior as the study of individual and group behaviors in workplace settings. It also discusses key concepts like the Hawthorne effect, evidence-based management, critical thinking, the scientific method, outcome variables, levels of analysis, and McGregor's Theory X and Theory Y approaches to leadership and human motivation.
The document summarizes key findings from Prosci's 2016 Best Practices in Change Management Report. Some of the main points include:
- Active and visible executive sponsorship was the top contributor to change management success. Lack of sponsorship was the top barrier.
- Projects with excellent change management were 6 times more likely to meet objectives and stay on budget and schedule.
- Only 29% of organizations used a consistent change management methodology across projects.
- Dedicated change management resources and interaction between change and project management teams increased project success.
The aim of the research is to study the relationship between Morale and Change Proneness among Lecturers, who are worked in Colleges in KundavaiNachiyar Govt. College, Bon Secours College for Women, Government College for WomenKumbakonam, SulthanaAdbullahRowther College for Womendistricts besides testing whether the correlations obtained for the comparable sample differ significantly and concludes that both the aspects are significant statistically.
The document discusses a nonprofit organization changing its direction by focusing on working families on the edge of survival in Lake County. It provides an overview of the transition process, including research conducted and milestones achieved. The organization's new issue focus and 2017 initiatives are introduced, which include establishing a collective impact model in East Chicago focused on early childhood education, building grassroots leadership, increasing strategic volunteer engagement, and creating a network of organizations serving struggling families.
Social Analysis and Action is an approach designed to catalyze reflection and exploration to facilitate individual and community actions that support more equitable gender and social norms. It is a facilitated process where individuals and communities explore and challenge social norms and practices that shape their lives and health. The goal is to catalyze community-led change processes where individuals act together to create more equitable social norms and build support for change. The approach involves critical reflection and dialogue, envisioning alternatives to harmful norms, and community action for health and rights. Key elements include transforming staff capacity, conducting gender and situational analyses, using discussion guides, and ongoing monitoring and evaluation to document processes and assess changes in norms, attitudes and behaviors over time.
This document provides an overview of a 1-day training program on change management principles and processes. It covers topics such as defining change, diagnosing organizational readiness for change, explaining change theories and managing resistance to change. It also describes best practices in change management, including establishing a vision, communicating effectively with employees, building resilience, and developing an engaged workforce. The document emphasizes the importance of leadership in guiding employees through the change process.
This preface discusses the turbulent external environment that organizations have faced since the previous edition, including economic challenges, wars and civil unrest, pandemics, climate change concerns, and rapid technological change. However, it also notes some positive trends in areas like human rights, reductions in poverty and crime, and increasing access to information. The authors emphasize that the book has always stressed the influence of external forces on organizations and the need for change leaders to be aware of trends and crises in the environment. While the challenges are significant, constructive responses from innovative organizations, leaders, policies, and initiatives demonstrate that progress is possible if societies choose to act thoughtfully.
This preface discusses the turbulent external environment that organizations have faced since the previous edition, including economic challenges, wars and civil unrest, environmental issues, and rapid technological change. However, it also notes some positive trends in areas like human rights, reductions in poverty and crime, and efforts to address social and environmental problems. The authors emphasize that the book has always stressed the influence of external forces on organizations and the need for change leaders to be aware of trends in their environments in order to both react to challenges and pursue visions for positive change.
This document outlines chapter 10 from the textbook "Shockley-Zalabak, 9e Update" which discusses organizational innovation, change, and communication. The chapter covers defining organizational change and innovation, barriers to change, models for innovation and change processes, approaches for planned change, and how effective communication relates to innovation and productive change. It provides learning objectives for each section and outlines the key topics and concepts covered in the chapter.
Is you strategic plan linked to your department’s mission as well as your institution’s mission? How do you demonstrate the linkage, create goals and provide assessment plans to support your strategic plan? Lisa D’Adamo-Weinstein will take you through the strategic planning cycle which includes the importance of understanding the student life cycle at your institution, connecting the student life cycle and institutional needs to your assessment plan, and using the assessment results to develop an effective strategic plan for your learning/tutoring center.
The document summarizes key aspects of managing organizational change based on a board retreat presentation. It discusses defining the desired future state and current state, facilitating the transformation process, developing plans to transition from the current to future state, determining why and how to change, communicating change, and addressing resistance. It also outlines the planning, implementing, enhancing, and sustaining phases of change and strategies for each phase such as communicating vision, building capabilities, and rewarding progress.
What Culture are you working with and how Agile is it?Rowan Bunning
This document discusses organizational culture and how it compares to Agile culture. It begins with introducing Rowan Bunning and his background working with Agile practices. The workshop aims to help participants gain insights into their organization's culture and how it differs from Agile culture. It defines organizational culture and discusses Edgar Schein's model of culture. A questionnaire is used to assess four types of core cultures: control, collaboration, competence and cultivation. The document contrasts characteristics of these cultures and describes how Agile culture shares aspects of a collaboration culture. It emphasizes that changing culture is important for successful Agile transformation.
New Frameworks for Measuring Capacity and Assessing PerformanceTCC Group
If we start with the assumption that — in order to improve our social sector as a whole — those who do the work to strengthen our communities (the nonprofits) are equally as critical as those responsible for providing the resources for the work to get done (the foundations), then why wouldn’t we expect all social sector actors to build their capacity? How do we know when our grantees and our foundations are becoming more effective and impactful as a result of our capacity investments, organizational development efforts and technical assistance? What does a high performing organization or foundation look like? And can we measure that?
This presentation, provided during the Grantmakers for Effective Organizations 2016 National Conference in Minneapolis, reviews and demonstrates existing resources for assessing nonprofit and foundation capacity and effectiveness. Speakers introduced the pros and cons of a variety of rubrics in use in the field and offered guidance on how funders decide on the right fit for the desired purpose. Grantmaker peers also shared how they used different frameworks and tools to assess individual nonprofits and grantee cohorts. Session participants left with increased awareness of the importance of the facilitator’s role in interpreting data gleaned from assessments and of the data collection methods most appropriate for their organization.
Change management and innovation-MAHAM-MUZAMMILmahi muzamil
The document outlines a learning outline for a presentation on managing change and innovation. It discusses Lewin's three-stage model of change: unfreezing, changing, and refreezing. It also addresses the forces for change, both external factors like the marketplace and technology, as well as internal factors like new strategies or workforce changes. Finally, it discusses how to stimulate innovation by creating the right environment and discusses variables that influence innovation.
change management and innovation process - Maham Muzamilaffee786
The document outlines a learning outline for a presentation on managing change and innovation. It discusses Lewin's three-stage model of change: unfreezing, changing, and refreezing. It also addresses the forces for change, both external factors like the marketplace and technology, as well as internal factors like new strategies or workforce changes. Finally, it discusses how to stimulate innovation by creating the right environment and discusses variables that influence innovation.
The document provides an overview of the structure and contents of the Bible. It discusses that the Bible includes the Old Testament accepted by Jews and the New Testament accepted by Christians. It also explores reading the Bible as a work of literature, noting it was written by humans in various literary forms for different purposes. Key characters, stories, symbols and numbers that recur throughout the Bible are also summarized.
The document outlines the three branches of the US government - legislative, executive, and judicial. The legislative branch is composed of Congress which has two chambers, the Senate and House of Representatives. The executive branch is led by the President and also includes the Vice President and Cabinet. The judicial branch is the federal court system. It also provides details on different employment-based green card preference categories for immigrants.
Coca-Cola introduced New Coke in 1985 to replace the original formula after losing market share to Pepsi. However, consumers strongly rejected the change and demanded the return of Coca-Cola Classic. After receiving thousands of complaints, Coca-Cola re-introduced the original formula just 79 days later. The company had underestimated the brand loyalty and cultural significance of the original Coca-Cola to many consumers. This marketing failure showed that consumer research does not always accurately predict public response.
Poor communication is one of the biggest inhibitors of group performance as individuals spend most of their waking hours communicating. Communication is central to an organization's existence as it involves both external communication with clients and internal communication with employees. Effective communication helps clarify tasks and goals while reducing ambiguities, but various barriers like language differences, emotions, and information overload can distort communication.
It is illegal in the US to ask about personal details such as nationality, religion, age, marital status, military background, health, union membership, and place of residence when hiring or interviewing applicants. Questions about these topics are prohibited under anti-discrimination laws aimed at protecting job seekers' privacy and preventing bias in employment decisions. Employers must evaluate candidates solely based on their qualifications for the job.
This document discusses health and wellness, mentioning courage, yoga, emotion, focus, illness, research, habit, unhealthy habits, and working out in a healthy way. Maintaining good habits and an active lifestyle can help overcome illness and other challenges with courage, mindfulness, and focus on emotional and physical well-being.
Manners at the dinner table have traditionally included not using your cell phone, keeping elbows off the table, and waiting for everyone to be seated before eating. However, some question if manners have changed too much over generations and how the pandemic may further influence accepted behaviors.
The lights festival is returning to the Talladega GP Raceway in Munford, Alabama and will serve communities in Huntsville, Birmingham, Montgomery, Atlanta, and Chattanooga. Adult entry tickets are $40. The document also briefly mentions engagement rings, TVs, watches and restaurant escargots priced in US dollars along with photos of urban landscapes, lakes, woods, modern architecture, traffic, fields and a statement about Memphis being located in Tennessee.
The document provides instructions to choose one of several products and make a short sales presentation about it. It then lists several products including a goatee shaping template, a hair clipping umbrella, a neck traction device, a cooling neck collar, a hair dryer cap, and a portable urinal. It concludes with a pheromone-infused lingerie wash.
The document discusses multicultural interactions and the extinction of mammoths. It mentions multiculturalism and the location where mammoths lived and eventually died out while interacting with other groups.
The document discusses various crises and disasters including running out of resources, assembling in response to environmental issues, and providing affordable alternatives to pollution, natural disasters like tornadoes, volcanoes, earthquakes, and floods.
The document presents several common stereotypes or generalizations about different groups of people. It suggests that stereotypes are often not accurate reflections of reality and questions whether others perceive us in the same way we see ourselves. Some of the stereotypes mentioned include assumptions about gender differences in style, the relationship between social media use and social skills, the healthiness of vegetarian versus meat-eating diets, how easy younger generations have it compared to their parents, the endurance of school friendships, how siblings get along, and the relationship between taste and healthiness in food.
The document asks a variety of questions about personal finances, relationships, opinions on controversial issues, and appropriate responses to greetings and farewells in different social situations. It inquires about saving habits, purchasing used goods, tipping servers, donating to those in need, preferred and least-liked stores, handling finances in marriage, how money impacts happiness, if money is more important than love, appropriate pay for different jobs, food in schools, television content, amusement parks, the death penalty, discipline in schools, dependency on technology, and balancing family and career. It also provides greeting and farewell scenarios to determine appropriate responses.
Success is defined as something you wanted or planned to do that you have done well, with related terms including the noun success, adjective successful, and verb succeed. In contrast, the opposite of success is failure, with related terms being the noun fail and adjective failed.
This document provides conversation starters for properly introducing oneself to someone for the first time by asking them to describe themselves, their family, best friend, job, or neighborhood in just 3 words. It suggests asking open-ended questions as an icebreaker to learn more about the other person in a concise yet insightful way.
The document provides advice around family relationships, including that families should eat together daily, parents and teen children should spend quality time together, elderly parents should live with their adult children when unable to live alone due to issues like loneliness and health problems, and the most important advice to give children is to cherish time with family. It also asks questions about relationships with parents and advice received from them.
This document provides words and phrases to use when generating interest in products and making sales. It discusses 12 important buzz words or phrases to remember: sale, off, now, new, best sellers, be the first, your, thank you, remember, free/at no extra charge, try, and ends. For each word, it gives examples of how to incorporate the word when talking to customers to encourage them to buy a product or take advantage of a promotion. The overall purpose is to provide salespeople with effective language to use in their pitches to customers.
ESL 0823L week 7 a job-interview-oneonone-activities-pronunciation-exercises-...BHUOnlineDepartment
The document provides a list of potential questions that may be asked during a job interview. Some of the questions include asking about the applicant's personal information, work history, qualifications, strengths and weaknesses, availability, and long term career goals. The questions cover a range of topics to evaluate an applicant's suitability for the position.
This document lists various body parts and common physical ailments. It includes a list of 20 body parts from head to toe as well as common illnesses and feelings of sadness. It also provides sample sentences to ask someone what body part hurts or what illness they have such as "She has a sore throat" or "He's feeling sad."
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
Table on page 387. A recent study was conducted by McKinsey consulting examined the role of OB (people and processes) and it relates to financial success from changes such as mergers and cost reduction strategies. The company studied change initiatives started by top management at 40 organizations, including banks, hospitals, and manufacturers. These change programs had specific financial targets that were expected to have a large economic impact on the organization. Some organizations (58%) failed to meet the financial goals of their organizational change initiative. The remaining 42% of these companies met their financial goals set (or exceeded them -- in some cases by as much as 200 to 300%). The companies with the lowest returns had poor change management practices and companies that gained big returns had strong ones (LaClair & Rao, 2002). These change practices are shown in the chart below for three levels of management. While senior managers play a key role in articulating the need for change and leading the change process, this study also shows that managers play an important leadership role by providing feedback, skills, tools, and motivation for their followers to succeed.
Figure 15.1 on page 388. Figure 15.1 shows key cultural shifts that have taken place in the evolution of work. For example, organizational hierarchies have been replaced with flatter organizational structures. In the past, employees worked 9 to 5 in offices, but there has been a shift toward flexible working hours and working form anywhere through mobile technology. Instead of information being held by the top executive team, information is shared with employees throughout organizations. Email has now become the primary means of communication in organizations. Leadership styles have shifted from command and control to inspirational. These changes have changed the cultures of organizations and it is important for a leader to understand the fundamental nature of organization culture and how to change it.
Figure 15.1 on page 388
See Table 15.1 for examples. There are many forces that stimulate change including the nature of the workforce, technology, economic shocks, competition, social trends and world politics. All these things can create change in a workplace.
Figure 15.2 on page 389
Four Subsystems Of Change
Formal Organization. This provides the coordination and control necessary for organized activity; examples are formal structures and reward systems.
Social Factors. These factors include individual differences and team interactions, and the organizational culture.
Technology. This is how raw materials and inputs transform into outputs, such as work flow design and job design.
Physical Setting. These are the characteristics of the physical space and how it is arranged (Robertson, Roberts & Porras, 1993).
Page 392.
Survey feedback one of the most commonly-employed OD techniques. Throughout this book, you have taken a number of self-assessments in the Leader’s Toolkits which are the types of surveys that employees take (refer back to Table 1.2 for an example of a measure of overall Job Satisfaction).
Workout -- was pioneered at General Electric and provided a method for employees to get new ideas head by top management without having to go through hierarchical levels of bureaucracy. Other organizations have adopted this OD intervention (Austin & Bartunek, 2006). Workout has several steps (Bunker & Alban, 1996):
1. The manager introduces a problem to a team of employees that have relevant expertise.
2. The manager leaves, and the employees work together for about two days on the problem.
3. The manager returns and the employees report their proposals to solve the problem.
4. On the spot, the manager must accept the proposals, decline them or ask for more information. If more information is requested, a process to make a final decision must be articulated.
Process consultation -- a leader needs an outside point of view on an organizational issue and hires a consultant with OD expertise who assists in a helping mode
Team building -- employs group activities that involve a great deal of interaction among team members to increase trust
Appreciative inquiry (AI) -- is a recently-developed OD intervention that is an example of action research. The basic assumption is that people and organizations move in the direction that they visualize for the future. Participants begin the AI process by reflecting on a peak experience and then engage conversation about it with others in a group setting.
Resistance -- that the employees fight the change and try to undermine it
Compliance -- they simply go along with the change but secretly hope that is a program that will come to an end soon
Commitment -- the most desirable reaction in which the employees support change and help the organization implement it
A classic Harvard Business Review article by Kotter and Schlesinger (1979) offers the following additional guidelines to help overcome resistance to change:
Education and communication reduces misinformation about the change and helps convince employees that change is needed.
Participation matters as demonstrated by the Coch and French study described above. People are more likely to accept changes that they help design.
Building Support and Commitment reduces resistance because employees have the support through counseling or sabbaticals to ease the strain. Commitment to the organization also increases commitment to change.
Developing Positive Relationships through trust in management increases commitment to organizational change. Research has shown that high quality Leader-Member Exchange (LMX) relationships reduce resistance (Furst & Cable, 2008, JAP; Tierney, 1999). Leaders provide explanations to followers that help them cope with change and commit to it (Rousseau & Tijoriwala, 1999).
Implementing Changes Fairly improves the chances that employees will accept change. As reviewed in Chapter 7, organizational justice is a major concern of most employees and it becomes more important during change.
Selecting People who Accept Change supports changes since research shows that people have personality traits that enable them to be more flexible when it comes to coping with change (Oreg, 2006).
Manipulation and Cooptation tactics are sometimes used in organizational transitions because they are relatively less expensive than the tactics listed above. Manipulation occurs when change agents use underhanded techniques such as the selective sharing of information and careful staging of events. Cooptation is basically “buying” the support of those who are needed. For example, change task force members would be paid a bonus for serving on the task force.
Coercion should be used rarely, if at all, as discussed in the leadership chapter of this book (Chapter 2). Direct threats of loss of status, pay or other things that employees care about may gain short-term compliance but these tactics will rarely gain commitment to the change.
Unfreezing challenges the status quo by shaking up assumptions.
Changing represents movement toward a new desired state.
Refreezing the changes by reinforcement and restructuring is the third phase to make the changes permanent.
1. Establish a sense of urgency. Change typically begins with leaders noticing challenges the organization faces. The threat of losing ground in some way sparks these people into action, and they in turn try to communicate that sense of urgency to others. Leaders begin a frank discussion of potentially unpleasant facts such as increased competition, lower earnings or decreasing market share. Most leaders are convinced that business as usual is no longer acceptable.
2. Form a powerful guiding coalition. Change efforts may start with just one or two people, who begin to convince others that change is needed. In this step, an initial core of believers is assembled (this group should be powerful in terms of their roles, reputations and skills). This coalition for change needs to have 3-5 people.
3. Create a vision. A compelling “picture” of the future must be created. This vision motivates people and keeps the change processes aligned. This vision needs to communicated to employees clearly and effectively in five minutes or less.
4. Communicate the vision. Regardless of how much communication leaders think is needed, they should multiple that by ten. Every possible communication channel should be utilized including the CEO’s speech, meetings, newsletters, email and face-to-face conversation as examples. Employees will be looking to see that the leaders in the organization are behaving consistently with the vision.
5. Empower others to act on the vision. Employees should be allowed to participate in making changes in their areas. This may require restructuring work, and allowing key people the time to focus on the change effort. Also, this involves providing the money and support needed to bring about change.
6. Plan for and create short-term wins. Change takes time and change efforts sometimes lose momentum as frustrations set in with employees. Plan and execute celebrations of short-term successes to reinforce people’s efforts and maintain their commitment and motivation. This provides proof to employees that their efforts are working.
7. Consolidate improvements and sustain the momentum for change. A change process can take five to ten years – as force field analysis shows, the forces against change such as resistance may result in regression to the prior ways of doing things. Leaders should resist the temptation to declare the change a success too soon. Leaders must enter the process believing that their efforts will take years.
8. Institutionalize the new approaches. A leader will know that the change is frozen in place when followers believe that it is "the way we do things around here.” Employees understand that their efforts have led to a different outcome for the organization. The organization’s leaders serve as role models for the new ways.
The five leadership learning disciplines in learning organizations are shown in Figure 15.5:
1. Personal Mastery is competence plus the discipline of continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively.
2. Mental Models are deeply ingrained assumptions, generalizations, or even pictures and images that influence how we understand the world and how we take action.
3. Building Shared Vision is the sharing of a long-term view of the future which is uplifting, and encourages experimentation and innovation.
4. Team Learning is aligning and developing teams to generate results they want. People on the team act and learn together. They grow rapidly from team interactions.
5. Systems Thinking is learning from experience, understanding cause and effect. This component integrates all of the others and is the fifth discipline.