Seven Paradoxes of Organizational Development
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The document discusses seven paradoxes of organizational development: 1) You have to lead change yourself but can't do it alone - you need support from others. 2) To drive hard results, focus on soft skills like leadership style which influence workplace culture. 3) Invitations motivate more than demands - goals must be clear, relevant, involve others' input, and align with values. 4) Different people can view the same idea differently - slow collective decisions build more buy-in than fast unilateral ones. 5) Speed up change by slowing down and building consensus before deciding. 6) Start with small wins to build momentum for larger changes. 7) Change requires discomfort with the status quo
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Change starts with each and every one of us. We truly can be the change that we want to see. On individual level we have to work on our own Emotional intelligence: Self-awareness, Self-regulation, Motivation, Empathy & Social Skills (Goleman, Boyatzis, & McKee, 2015) . On team levels we have to create a positive and supportive learning culture. It isn’t about big things, it’s about the power of small wins (Amabile & Kramer, 2013), unleashing your signature presence (Cramer, Wasiak, Enslow & Foster, 2015) and introducing the power of appreciation and appreciative inquiry (Barrett & Fry, 2008). Don’t look back, but look forward and start connecting with each other look at your qualities and those of others. The godfather of Appreciative Inquiry Prof. Suresh Srivastva called it ‘the life giving forces of an organizations!’.
Introduction to JumpShift
JumpShift aims to improve performance through a research-backed adaptive learning approach. Their D-I-Y (Diagnose, Inspire, Your Action) process brings this research to life by having participants diagnose a relevant challenge, become inspired by various sources to create their own solutions, and take action with reflection to build new habits. This optimal learning environment provides a supportive facilitated setting where participants prototype ideas, build on each other's knowledge through diverse perspectives, and repeat the process to become self-sufficient adaptive leaders.
AICPA Edge 2011 - Leadership in New Normal for Young Professionals
How is Leadership Changing? What do Young Professionals need to succeed in this New Normal?
This closing keynote at the first AICPA EDGE Conference in New Orleans included a facilitated conversation with this group of over 100 young professionals.
Tom Hood led the process with alumni form AICPA's leadership academy who have been taught the i2a: Insights to Action - Strategic Thinking System. They led table discussions and used sticky notes to make their ideas portable and their thinking visible to others. The results are on slides 17-26.
We are quickly moving from command & control to connect & collaborate and these young leaders understand these changing dynamics of leadership.
Motivation in Organizational Management
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.
Motivation 1
The document discusses motivation and provides several key points:
1. Motivation encourages action and feeling, and comes from both internal and external factors. It inspires change in thinking and action.
2. What motivates individuals varies and depends on personal factors like job responsibilities, recognition, or work-life balance.
3. Maintaining motivation over the long-term requires addressing both technical and human needs through clear purpose, appropriate challenges, and camaraderie among team members.
7 pillars servant leadership
The document discusses the seven pillars of servant leadership. It begins by describing the first pillar - putting people first. A servant leader displays care and concern for others, and their primary choice is to serve. The second pillar is being a skilled communicator who demonstrates empathy, invites feedback, and communicates persuasively. The third pillar is having foresight - being visionary, creative, and exercising sound judgment. It describes foresight as an ethical responsibility for leaders to envision the right destination for the organization. The document emphasizes that servant leadership focuses on serving others and prioritizing their well-being over self-interest.
7 Habits
Stephen Covey's book "The 7 Habits of Highly Effective People" outlines seven habits that allow people to be more effective. The habits are: 1) be proactive, 2) begin with the end in mind, 3) put first things first, 4) think win-win, 5) seek first to understand, then to be understood, 6) synergize, and 7) sharpen the saw. The book has sold over 15 million copies and teaches principles for personal and interpersonal effectiveness through developing good habits.
Team building ppt manisha (may & june, 2012)
The document discusses the importance of team building. It defines a team as a group of people who depend on each other to combine their skills to achieve a common goal. Effective teams have commitment to shared objectives, clear roles, open communication, rapid response to problems, and strong leadership. The document outlines several factors that are important for successful team performance, including having a strategy, clear roles and responsibilities, open communication, rapid response, and effective leadership. It emphasizes the importance of trust, empowerment, information sharing, developing team spirit, and sharing success to build a strong team. Team building activities can help develop creativity, initiative, combined effort, individual growth, and a sense of responsibility.
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- 1. The Seven Paradoxes of Organizational Development Geoff Stack LEED AP STACK Coordination stackcoordination.com
- 2. The big context… Planet Community Economy WE LIVE HERE.
- 3. The challenge is… … indefinable. - Amory Lovins, CEO, Rocky Mountain Institute ... improving the quality of life for all living beings within the capacity of nature to provide that life … ‐ Paul Hawken, Natural Capital Institute, Founder of Smith + Hawken
- 4. Our work requires… leadership + change
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- 7. Practice of leadership + change… Change Process Who 2 Why What How 2 When (Helpful) Practices 7 P A R A D O X E S (Unhelpful) Derailers
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- 16. The Seven Paradoxes of Organizational Development Geoff Stack LEED AP STACK Coordination stackcoordination.com