This document introduces the board game FLIGBY, which was created to help integrate the flow theory developed by psychologist Mihaly Csikszentmihalyi into management practice. FLIGBY simulates managing a winery and requires players to make over 150 decisions applying flow-based values. It then provides individualized feedback on players' leadership skills. The book describes how FLIGBY can be used for teaching, research, and leadership development. It proposes new areas of research combining flow theory, FLIGBY's conceptual contributions, and the large dataset of player performance data. The document is intended to help instructors and organizations apply flow-based leadership skills through using FLIGBY.
The "Leadership & Flow" research focuses on identifying and grouping the kinds of managerial/leadership challenges that organizations typically face today and in the foreseeable future.
The expected outcome of the research is to provide prediction and guidance to individuals and organizations on how to match skillsets with challenge clusters.
FLOW is Good Business - The Official Leadership Development Program of Professor Csikszentmihalyi
Golden Prize winner of the "International Serious Play Awards" (2012, Seattle)
This document provides information about unconventional leadership programs from FocusU Facilitators. It discusses various workshop programs that FocusU offers, including coaching skills, leadership bytes, a women's leadership program, influence without authority, improv for leadership, leading change, accountability, Emergenetics for leadership, leadership presence, conflict management, building psychological safety, influencing through stories, and a leadership challenge. It provides summaries and targeted outcomes for each workshop. The document also includes testimonials from various clients praising FocusU's impactful workshops.
The document discusses a coaching program called "Make Your Presence Felt in Boardrooms and Beyond" that aims to help executive women advance into leadership roles. It outlines the challenges women face in gaining leadership positions due to gender bias and notes that initiatives to support diversity alone are not enough. The program focuses on one-on-one coaching to help women embrace their power, develop their leadership brand, project confidence and credibility, navigate office politics, gain recognition, and achieve work-life balance. Key aspects of the coaching include claiming power, leadership identity, executive presence, political awareness, and visibility.
The future of management development processes within organisations. What's working) What isn't? What needs to change? Subject of a key note address at IFTDO conference in Dubai, March 2008,
The document provides an overview of elements needed to create a learning culture within an organization. It discusses the need for paradigm shifts in learning approaches and emphasizes taking a whole brain, whole person approach. Key elements of a learning culture discussed include: supporting learning at the individual, team, and organizational levels; leadership that reinforces learning; embracing change and collaboration; knowledge management; and community learning. The document also provides examples of companies that have built strong learning cultures and outlines a sample culture transformation journey framework.
The "Leadership & Flow" research focuses on identifying and grouping the kinds of managerial/leadership challenges that organizations typically face today and in the foreseeable future.
The expected outcome of the research is to provide prediction and guidance to individuals and organizations on how to match skillsets with challenge clusters.
FLOW is Good Business - The Official Leadership Development Program of Professor Csikszentmihalyi
Golden Prize winner of the "International Serious Play Awards" (2012, Seattle)
This document provides information about unconventional leadership programs from FocusU Facilitators. It discusses various workshop programs that FocusU offers, including coaching skills, leadership bytes, a women's leadership program, influence without authority, improv for leadership, leading change, accountability, Emergenetics for leadership, leadership presence, conflict management, building psychological safety, influencing through stories, and a leadership challenge. It provides summaries and targeted outcomes for each workshop. The document also includes testimonials from various clients praising FocusU's impactful workshops.
The document discusses a coaching program called "Make Your Presence Felt in Boardrooms and Beyond" that aims to help executive women advance into leadership roles. It outlines the challenges women face in gaining leadership positions due to gender bias and notes that initiatives to support diversity alone are not enough. The program focuses on one-on-one coaching to help women embrace their power, develop their leadership brand, project confidence and credibility, navigate office politics, gain recognition, and achieve work-life balance. Key aspects of the coaching include claiming power, leadership identity, executive presence, political awareness, and visibility.
The future of management development processes within organisations. What's working) What isn't? What needs to change? Subject of a key note address at IFTDO conference in Dubai, March 2008,
The document provides an overview of elements needed to create a learning culture within an organization. It discusses the need for paradigm shifts in learning approaches and emphasizes taking a whole brain, whole person approach. Key elements of a learning culture discussed include: supporting learning at the individual, team, and organizational levels; leadership that reinforces learning; embracing change and collaboration; knowledge management; and community learning. The document also provides examples of companies that have built strong learning cultures and outlines a sample culture transformation journey framework.
This white paper examines the knowledge, skills and abilities business leaders must have to ensure the continued success of their organizations in today’s competitive global marketplace. It will introduce HR and talent management professionals to a four-step process taught at UNC Kenan-Flagler Business School to improve leadership skills and to create a leadership culture within organizations.
Presentation given at Learning Solutions Conference 2016 and for the 702010 Forum. A look at the approach taken to transform organizational learning function with a 702010 Framework.
This document discusses how to build trust in an organization. It defines trust as a "state of readiness for unguarded interaction" and identifies credibility, respect, and fairness as the key foundations of trust. Trust develops through actions and interactions that demonstrate these qualities. High-trust organizations experience benefits like increased profitability and lower turnover. However, surveys find that most employees experience breaches of trust at work. To rebuild trust, leaders must assess the current level of trust and take steps to improve it, such as demonstrating integrity, respecting employees, encouraging open communication, and sharing decision-making.
The document discusses characteristics of great leaders including living with integrity, developing a vision, inspiring employees, and building a strong team. It also discusses the importance of empowering employees and gaining their trust through open communication and competence. Several leadership styles and theories are mentioned such as focusing on customers, removing obstacles, and motivating employees through job enrichment.
Telecommuting can increase employee engagement–but only with the right training
PLUS: Storytelling Boosts Engagement
Training Gets Physical
Learning Through Responsibility
HR teaches you to give feedback with empathy.
Leadership & Corporate Soft Skills Training Programmes
For more information, please visit our website, www.icfe-cg.com or e-mail us at enquiry@icfe-cg.com
Creativity Is A Leader's Secret Weapon (Colour)Tudor Rickards
1. The document discusses research establishing a link between effective leadership and creativity, with creative leaders able to release more creativity in others.
2. Studies of MBA project teams identified that some teams dramatically outperformed expectations ("Dream Teams"), with two key factors being leaders who created benign structures for action and change, and the influence of seven team factors.
3. Further research explored how creative leaders help reconfigure team structures to overcome barriers through approaches like brainstorming and encouragement, and the ongoing study of exceptional leaders and leadership events.
This document is an issue of the magazine "Leadership Excellence Essentials" published monthly by HR.com. The issue features articles on various topics related to leadership development, managerial effectiveness, and organizational productivity.
The lead article by John Mattone summarizes that business transformation efforts often fail due to ignoring organizational culture. Successful cultural change requires defining a desired culture, measuring current culture, and supporting the new culture through rewards, performance management, and training. Cultural change starts with leadership embracing changes themselves and communicating why changes benefit employees.
Explore how a transformative culture of learning can boost employee engagement and encourage a “growth mindset” that yields higher levels of performance, motivation, creativity, and innovation.
More on how to create a culture of learning: http://www.lynda.com/Business-training-tutorials/29-0.html
The document outlines the schedule and topics for professional development sessions at the 2009 National BDPA Technology Conference in Raleigh, North Carolina, including sessions on diversity appreciation, executive coaching, networking on LinkedIn, and career development. Specific sessions provide objectives and outlines for presentations on appreciating diversity, why executive coaching works, and how to effectively use LinkedIn for networking. The document also includes contact information for presenters.
This document lists 21 people who are involved in agile management and innovation. It then discusses some criticism of the group for not having enough managers or feedback. The responses note there is plenty of management experience represented and that the focus is on innovators, not skeptics. It encourages starting with trust-building before changing the world. The document promotes organizations becoming learning networks creating value through stewardship rather than traditional management. It provides links to additional change agents and stakeholders in management innovation.
This document discusses gamification in learning and development practices. It describes how gamification can be used for onboarding, accelerated learning workshops, and a talent simulation board game. Gamification applies game mechanics like points, badges, leaderboards, and challenges to engage learners. The document outlines parts of an accelerated learning book that takes a whole brain and whole person approach using gamification. It also provides examples of gamification mechanics, motivation factors, and player types that can be considered for design.
The document discusses five key steps to creating the 21st century workforce experience:
1. Redefining employee engagement through establishing a "new people deal" that outlines mutual expectations and commitments between organizations and employees.
2. Re-inventing organizational structures to be more adaptive through dynamic talent marketplaces that match employees to the right assignments.
3. Shaping a reputation-based culture through transparency, peer feedback, and real-time check-ins to form an environment empowering talent transformation.
4. Leveraging innovative technologies to enable and drive real-time talent transformation and the creation of adaptive organizational frameworks.
5. Introducing an adaptive organizational model as the backbone for engaging talent, alloc
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 "Delegating as a Manager".
The document discusses the need for collaborative leadership in higher education. It argues that traditional hierarchical leadership approaches are no longer sufficient to address the complex challenges facing colleges and universities. True collaboration requires shared decision-making across divisions to achieve mutually agreed upon goals. The barriers to collaboration include hierarchies, campus culture, lack of networking, and collaborating for the wrong reasons. Effective collaboration is disciplined and results-oriented. Senior leaders must develop collaborative skills and distribute leadership to tackle adaptive challenges that cannot be solved through technical changes alone.
To be an effective leader you need to know your strengths—but that’s only part of the story. You also need a broad perspective on all the behaviors needed to be an effective leader. This book provides both.
This was presented at Lean Kanban Central Europe 2015 (#LKCE15) and focused on how we develop a learning mindset, how adult learners learn in order to promote a growth mindset, and how to influence employees towards a learning mindset.
Flow is one of the most crucial conditions of good leadership and sustainable business. Therefore the skill that can create the organizational conditions that support Flow is a highly valuable organizational resource.
One of the first steps during the development of the “FLOW is Good Business™” Leadership Development program (online serious game) was identifying the skills that ensure the creation and maintenance of the Flow-based organizational culture Professor Csikszentmihalyi’s research refers to. By means of these skills, leaders can help their colleagues reach their own Flow experience during their work again and again, raising the performance of the team/organization.
The FLIGBY Leadership Skillset is a "Swiss Army Knife" made up of 29 elements. It contains communication, organizational, leadership and social skills.
Flow — the psychology of optimal experience — is the theory developed by Mihaly Csikszentmihalyi on how we can develop a continual sense of joy, creativity, and total involvement with life. Created with Haiku Deck: www.haikudeck.com
This white paper examines the knowledge, skills and abilities business leaders must have to ensure the continued success of their organizations in today’s competitive global marketplace. It will introduce HR and talent management professionals to a four-step process taught at UNC Kenan-Flagler Business School to improve leadership skills and to create a leadership culture within organizations.
Presentation given at Learning Solutions Conference 2016 and for the 702010 Forum. A look at the approach taken to transform organizational learning function with a 702010 Framework.
This document discusses how to build trust in an organization. It defines trust as a "state of readiness for unguarded interaction" and identifies credibility, respect, and fairness as the key foundations of trust. Trust develops through actions and interactions that demonstrate these qualities. High-trust organizations experience benefits like increased profitability and lower turnover. However, surveys find that most employees experience breaches of trust at work. To rebuild trust, leaders must assess the current level of trust and take steps to improve it, such as demonstrating integrity, respecting employees, encouraging open communication, and sharing decision-making.
The document discusses characteristics of great leaders including living with integrity, developing a vision, inspiring employees, and building a strong team. It also discusses the importance of empowering employees and gaining their trust through open communication and competence. Several leadership styles and theories are mentioned such as focusing on customers, removing obstacles, and motivating employees through job enrichment.
Telecommuting can increase employee engagement–but only with the right training
PLUS: Storytelling Boosts Engagement
Training Gets Physical
Learning Through Responsibility
HR teaches you to give feedback with empathy.
Leadership & Corporate Soft Skills Training Programmes
For more information, please visit our website, www.icfe-cg.com or e-mail us at enquiry@icfe-cg.com
Creativity Is A Leader's Secret Weapon (Colour)Tudor Rickards
1. The document discusses research establishing a link between effective leadership and creativity, with creative leaders able to release more creativity in others.
2. Studies of MBA project teams identified that some teams dramatically outperformed expectations ("Dream Teams"), with two key factors being leaders who created benign structures for action and change, and the influence of seven team factors.
3. Further research explored how creative leaders help reconfigure team structures to overcome barriers through approaches like brainstorming and encouragement, and the ongoing study of exceptional leaders and leadership events.
This document is an issue of the magazine "Leadership Excellence Essentials" published monthly by HR.com. The issue features articles on various topics related to leadership development, managerial effectiveness, and organizational productivity.
The lead article by John Mattone summarizes that business transformation efforts often fail due to ignoring organizational culture. Successful cultural change requires defining a desired culture, measuring current culture, and supporting the new culture through rewards, performance management, and training. Cultural change starts with leadership embracing changes themselves and communicating why changes benefit employees.
Explore how a transformative culture of learning can boost employee engagement and encourage a “growth mindset” that yields higher levels of performance, motivation, creativity, and innovation.
More on how to create a culture of learning: http://www.lynda.com/Business-training-tutorials/29-0.html
The document outlines the schedule and topics for professional development sessions at the 2009 National BDPA Technology Conference in Raleigh, North Carolina, including sessions on diversity appreciation, executive coaching, networking on LinkedIn, and career development. Specific sessions provide objectives and outlines for presentations on appreciating diversity, why executive coaching works, and how to effectively use LinkedIn for networking. The document also includes contact information for presenters.
This document lists 21 people who are involved in agile management and innovation. It then discusses some criticism of the group for not having enough managers or feedback. The responses note there is plenty of management experience represented and that the focus is on innovators, not skeptics. It encourages starting with trust-building before changing the world. The document promotes organizations becoming learning networks creating value through stewardship rather than traditional management. It provides links to additional change agents and stakeholders in management innovation.
This document discusses gamification in learning and development practices. It describes how gamification can be used for onboarding, accelerated learning workshops, and a talent simulation board game. Gamification applies game mechanics like points, badges, leaderboards, and challenges to engage learners. The document outlines parts of an accelerated learning book that takes a whole brain and whole person approach using gamification. It also provides examples of gamification mechanics, motivation factors, and player types that can be considered for design.
The document discusses five key steps to creating the 21st century workforce experience:
1. Redefining employee engagement through establishing a "new people deal" that outlines mutual expectations and commitments between organizations and employees.
2. Re-inventing organizational structures to be more adaptive through dynamic talent marketplaces that match employees to the right assignments.
3. Shaping a reputation-based culture through transparency, peer feedback, and real-time check-ins to form an environment empowering talent transformation.
4. Leveraging innovative technologies to enable and drive real-time talent transformation and the creation of adaptive organizational frameworks.
5. Introducing an adaptive organizational model as the backbone for engaging talent, alloc
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 "Delegating as a Manager".
The document discusses the need for collaborative leadership in higher education. It argues that traditional hierarchical leadership approaches are no longer sufficient to address the complex challenges facing colleges and universities. True collaboration requires shared decision-making across divisions to achieve mutually agreed upon goals. The barriers to collaboration include hierarchies, campus culture, lack of networking, and collaborating for the wrong reasons. Effective collaboration is disciplined and results-oriented. Senior leaders must develop collaborative skills and distribute leadership to tackle adaptive challenges that cannot be solved through technical changes alone.
To be an effective leader you need to know your strengths—but that’s only part of the story. You also need a broad perspective on all the behaviors needed to be an effective leader. This book provides both.
This was presented at Lean Kanban Central Europe 2015 (#LKCE15) and focused on how we develop a learning mindset, how adult learners learn in order to promote a growth mindset, and how to influence employees towards a learning mindset.
Flow is one of the most crucial conditions of good leadership and sustainable business. Therefore the skill that can create the organizational conditions that support Flow is a highly valuable organizational resource.
One of the first steps during the development of the “FLOW is Good Business™” Leadership Development program (online serious game) was identifying the skills that ensure the creation and maintenance of the Flow-based organizational culture Professor Csikszentmihalyi’s research refers to. By means of these skills, leaders can help their colleagues reach their own Flow experience during their work again and again, raising the performance of the team/organization.
The FLIGBY Leadership Skillset is a "Swiss Army Knife" made up of 29 elements. It contains communication, organizational, leadership and social skills.
Flow — the psychology of optimal experience — is the theory developed by Mihaly Csikszentmihalyi on how we can develop a continual sense of joy, creativity, and total involvement with life. Created with Haiku Deck: www.haikudeck.com
Presented by http://biotrakr.de
Hacking flow is about the state of flow, an extremely heightened focus with a significant increase in mental and physical performance.
If you want to achieve this kind of state we are happy to help you with valuable tipps and supplements here on:
http://biotrakr.de
Mihaly Csikszentmihalyi is a Hungarian psychologist known for his studies on creativity and happiness. He identified eight components necessary for achieving an optimal state of consciousness called "flow," including clear goals, immediate feedback, a balance of challenge and skills, focused attention, and a distorted sense of time. Csikszentmihalyi interviewed over 8,000 subjects to understand how flow occurs when these factors are present during an engaging activity.
Ten strategies for getting into a state of flowBarrett Academy
Flow is a state of complete focus and engagement that occurs when a person surrenders to their soul's desires. While flow cannot be consciously achieved, the document provides ten strategies for encouraging flow in one's life, such as becoming adaptable, surrendering to the process, focusing on the present, being at ease with uncertainty, sticking to one's values, and following their passions.
Reverse-engineering the Flow, or peak performance state, and open sourcing it to the world by 2020.
A clear overview of how we're telling the story (NYT bestselling author's new book on Flow in Action Sports and film release Spring '14), building the community (our Crowdfunder campaign, elite Flow trainings, and online FlowHacker Nation), and scaling the project (X-Prize of Flow research and iFlow smartphone app).
This document provides information about the N L Dalmia Institute of Management Studies and Research. It discusses the history and establishment of the institute in 1997. It highlights some of the institute's early achievements like organizing a marketing fair. It also profiles the director Prof. P. L. Arya and some of the changes he brought. The document then outlines the growth of the institute over the years in terms of faculty strength, specializations offered and competitive successes. It positions the institute now as one of the top 5 B-schools in Mumbai University.
Here are the key points about risk management in technology intensive organizations:
- These organizations use an analysis approach to forecast risks associated with tasks and processes used to produce goods and services. This helps identify potential risks upfront.
- Schedule compression analysis is used to evaluate key barriers and bottlenecks. This helps develop plans to achieve objectives more efficiently by addressing risks that could cause delays.
- Traditional management may not employ formal risk forecasting and proactive risk management techniques. Technology organizations recognize the need to systematically analyze and plan for risks due to the complex nature of their work.
- The analysis approach allows organizations to maintain smooth workflows by considering risks at each stage of production. Issues can be mitigated before causing disruptions.
Game Based Organization Design EODF Vienna 11 October 2013Jeroen van Bree
This study examines the impact of games in the workplace. The researchers conducted a field experiment to test the effects of games imposed by management versus those generated organically by employees. They found that games increased positive affect and performance when employees consented to play, but decreased positive affect and performance when consent was lacking. The researchers argue that games are effective because they engage employees who choose to play, but mandatory games imposed without consent can backfire due to a "paradox of mandatory fun" where imposed games require consent in a way that organic games do not. This work offers an initial examination of how different types of workplace games impact employees and theorizes about the role of consent in determining games' effects.
I have just finished leading a large organisation and I thought I would share my views on leadership. This is a personal view but hopefully someone will benefit.
IN SEARCH OF GLOBAL LEADERSHIP Mark E. Mende.docxjaggernaoma
IN SEARCH OF GLOBAL LEADERSHIP
Mark E. Mendenhall
Burton Frierson Chair of Excellence in Business Leadership
College of Business
University of Tennessee, Chattanooga
615 McCallie Avenue
Chattanooga, TN 37403
[email protected]
Allan Bird
Darla and Frederick Brodsky Trustee Professor in Global Business
Northeastern University
D’Amore-McKim School of Business
360 Huntington Avenue
Boston, MA 02035
[email protected]
Published as:
Mendenhall, M.E., & Bird, A. 2013. “In search of global leadership.” Organizational Dynamics,
42: 167-174.
IN SEARCH OF GLOBAL LEADERSHIP
2
EXECUTIVE SUMMARY
The vast majority of top management teams of firms from all over the world would likely agree
that they need more global leaders in their managerial cadres. Unfortunately, most firms struggle
to develop their existing managers into global leaders. It turns out that developing global
leadership competencies in managers does not occur with “one-size-fits-all” training programs or
traditional management development courses. We contend that firms’ failures in their global
leadership development efforts stem mainly from two “disconnects” – failing to understand what
global leadership is, and failing to understand the core competencies needed for global
leadership. Based on recent research, we provide a framework to assist top management to better
understand the relationship between the “global” dimension of leadership and the strategic
development of global leadership development programs that are effective, and how to decide
which competencies should be included in their global leadership development programs and
how to approach developing those competencies in their managers.
IN SEARCH OF GLOBAL LEADERSHIP
3
IN SEARCH OF GLOBAL LEADERSHIP
Few executives disagree with the notion that “we need more people — at all levels of the
company — who have the ability to effectively operate in their roles from a global perspective.”
A recent study by the World Economic Forum that investigated the most urgent issues that
leaders face, reported:
One theme that recurs more than any other is the need for clear, dynamic leadership in a
fast changing world. Given … that most of today’s leaders … grew up in a vastly
different world from today’s, it is perhaps no surprise that leadership remains the biggest
challenge of all for 2013 and beyond.
Yet, by all accounts, the effectiveness of efforts to develop global leaders for most
companies has been mixed at best, and in most cases disappointing. Why is that?
We, along with our colleagues, have been studying global leadership since it emerged as
an important issue for companies in the late 1990s. While it is too early to say that we know all
about global leadership and.
This document provides information about a course on leading through inquiry at Vrije Universiteit Amsterdam. The course helps participants design and lead an inquiry aiming to create change in their own work environment. It focuses on improving agility in collaborating across boundaries to meet competing demands. The course consists of 26 sessions over four seminars. It is taught by international lecturers experienced in change management and action research. Participants develop and implement a change project while gaining insights through collective action and reflection cycles.
UVA Essay Examples & UVA Essays that Worked- Best Guide. UVA Admission Essays Are Posted. Learn How to Write Your Best One | UVA .... 001 Uva Supplement Essay Graduate Admission Help Program Dissertation .... Uva admissions college essay. Remarkable Uva Essays ~ Thatsnotus. 002 Uva Essays Essay Example Peace Corps Career Center Samples I Need .... UVA Supplemental Essays: 2021-22 Guide. Uva 2023 Supplemental Essays | 2023 Calendar. UVA 2022-2023 Admissions Essay Prompts | Ivy Coach. How to Write Your Way into UVA—VIRGINIA Magazine. University of Virginia- UVA Test-Optional 2022 and Full Walk Through of .... Top Uva Essay Examples Image - Exam. 024 Essay Example Uva Essays Community College Application Service Com .... college essays uva early action. #Transizion UVA Supplemental Essays: How to Write Them! - YouTube. How to Answer UVA Essay Prompts - Bag The Web. Uva engineering essay help, Essay Quetion Uva College Of Engineering. UVAS Undergraduate Admissions 2021 | Apply Now. 3 Expert Tips for Tackling the UVA Essay Prompts. Rare Uva Supplement Essay ~ Thatsnotus. UVAS Mphil And Phd Admission 2020-21 Inter Semester. Notes from Peabody: The UVA Application Process: Essay Advice for UVA .... College Explorations: UVa announces essay prompts for 2019-20. UVAS Mphil And Phd Admission 2022-22 Regular Uva Admissions Essay Uva Admissions Essay
This document is a capstone project presentation by Tunisia I.E. Al-Salahuddin for their Master's degree in Organizational Leadership from Colorado State University Global Campus. The presentation reflects on the various courses taken in the program and how they have helped develop the student's leadership skills and knowledge. It discusses topics like managing performance, business ethics, human resources, research skills, organizational theory, decision making, communication, diversity, and the capstone project. The presentation also covers analyzing individuals and groups, developing strategies and enhancing organizational capacity, evaluating human behavior, creating lifelong learning, promoting culture, assessing challenges, and the skills the student can bring to an organization.
The 'Happiness Game' of Good Leadership and Flow Zoltan Buzady
This document promotes an interactive workshop on flow, leadership, and the serious game FLIGBY. It is an invitation from Dr. Zoltan Buzady, who discusses his background and expertise in flow leadership. The workshop covers principles of energizing people and great leadership, introducing the concept of "flow" and how leaders can help others achieve it. It also demonstrates a serious game called FLIGBY that simulates management of a winery, allowing participants to practice leadership and management skills.
For this Discussion you will write an essay to address the require.docxAKHIL969626
This document provides guidance for writing an essay on project management as part of a course assignment. It describes a scenario where the reader is a project management consultant tasked with developing a project management plan. It lists five requirements for the essay, including creating a PERT/CPM activity network, estimating activity times, identifying critical paths, identifying slack times, and creating a Gantt chart. It also provides five questions to address in the essay around timelines, critical activities, flexible activities, impacts of changes, and recommendations. The document instructs the reader to write the essay as a minimum of one page and to include the textbook as a reference.
This document provides an overview of a series of leadership development programs presented by the Centre for Executive Education. It describes five programs that are designed to help business leaders address contemporary challenges through topics like developing a leadership legacy, leading during turbulent times, managing a multigenerational workforce, transforming the next generation of leaders, and achieving results through emotional intelligence. Each program aims to provide practical strategies and techniques for participants to improve their leadership abilities and develop personal leadership plans.
CEE 2015 Directory of Executive Briefing - Learn@Lunch Series ceeglobal
This document provides an overview of a series of leadership development programs presented by the Centre for Executive Education. It describes five programs that are designed to help business leaders address contemporary challenges through teachings on topics like developing a leadership legacy, leading during turbulent times, managing a multigenerational workforce, transforming the next generation of leaders, and achieving results through emotional intelligence. The programs utilize lectures, exercises and peer discussion to help participants strengthen their leadership skills and develop personal leadership plans.
This document discusses how to build a winning corporate culture. It argues that culture is defined by consistent patterns of behavior and actions, not just words. It outlines five steps to build culture: set expectations, align leadership, focus on goals, manage cultural drivers, and communicate. While many executives think culture is hard to define and change, the document asserts that culture can be a powerful competitive advantage when skillfully managed. A case study is presented, and it is concluded that culture programs improve business results and employee fulfillment when executed well. If culture change fails, organizations should foster a constructive culture that encourages communication and teamwork.
The Hunger Games Free Essay Example. Sample Thematic Essay The Hunger Games. ⇉The Hunger Games: Catching Fire Sample Essay Example | GraduateWay. 5 paragraph essay hunger games. Essay concept hunger games. The Hunger Games: Five Paragraph Essay by Keys for your Classroom. The Hunger Games: Katniss Everdeen - Free Essay Example | PapersOwl.com. The Hunger Games Essay | PDF | Adolescence | Stereotypes. Hunger Games Summary - Free Essay Example | PapersOwl.com. Year 11 Essay on the Hunger Games | English (Standard) - Year 11 HSC .... The Hunger Games – A Science Fiction Adventure Film Based on The Novel .... Analytical Essay on The Hunger Games - Engelsk - Opgaver.com. Hunger Games 2 Essay Example | Topics and Well Written Essays - 750 words. Hunger Games Essay Draft. The Hunger Games Essay Example | Topics and Well Written Essays - 1000 .... Imposing The Hunger Games Book Review Essay ~ Thatsnotus.
Running head Annotated bibliographyAnnotated bibliography 8.docxSUBHI7
Running head: Annotated bibliography
Annotated bibliography 8
Good. Make the title above in CAPITAL LETTERS
Annotated bibliography
Faraji C. Edwards
Walden University
:
Bird, A. M. (2012). Defining the content domain of the intercultural competence for global leaders. New York: Publishing company Journal of Managerial Psychology. – bold is not needed. Use a hanging indent. See how this is listed in the course
As creating great global pioneers should be a critical need for organizations in the global business world,why? there has been extensive research in this article on what?. In spite of this, there is limited research on the efficient worldwide initiative competency structure considering both its levels and measurements and on individual capabilities. The motivation behind this article is to make a hypothesis based integrative system that can be used in recognizing the skills containing global leadership. To achieve this purpose, an integrative literature review was completed? on competency theory and global leadership, bringing about the improvement of an integrative structure for global initiative competency.
Skills have been characterized with terms portraying certain individual attributes, practices, attitudes, qualities, and information, and many existing systems are combinations of these. In existing exploration, diverse sorts of measurements have regularly been combined and regarded as equivalents. A particular quality in one structure is supplanted with relating conduct in another. By and large, choice of important abilities has produced much contention since the significance of capabilities is observed to shift with the assignment and association included (Bird, 2012).
· In this article, worldwide leadership abilities are viewed as those all-inclusive qualities that empower people to play out their employment outside their own particular national and also authoritative culture, regardless of what their instructive or ethnically foundation is, what useful range their expected set of responsibilities speaks to, or what association they come from. While trying to assemble a more integrative system for worldwide initiative skills, this paper endeavors to apply a more synergistic approach and concentrate on likenesses over a variety of results, and on finding those sorts of abilities that are vital when working crosswise over societies – all around the world. Faraji, this is good information. Also dsicuss the other aspects listed in the instructions - Discuss the scope of the resource
· Discuss the purpose and philosophical approach
· Discuss the underlying assumptions
· If referring to a research reporting article, present the methodology
· Relate the resource to the body of resources you have consulted in this course
· Discuss any evident limitations and opportunities for further inquiry
Caligiuri, P. (2006). Developing global leaders. London: Human Resource Management Review. – See how this is listed in the cours ...
The Professional Development of Academics with Regard to the Teaching Role –...Brenda Leibowitz
Presentation made at the UKZN Teaching and learning conference, September 2014. The focus is the professional development of academics with regard to their role as teachers.
The document discusses key features that an effective customer relationship management (CRM) software should have. It explains that CRM software allows businesses to manage customer information and relationships in a centralized location. Some important features identified are access permissions, flexible security, tracking partners and product support, billing functionality, and invoicing functionality. The software should also integrate with other business systems and provide analytical tools to improve customer service.
Similar to The "Missing Link Discovered" Teaser (20)
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
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The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
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The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
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The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...
The "Missing Link Discovered" Teaser
1. Paul Marer – Zoltan Buzady – Zad Vecsey
Missing Link Discovered
Integrating Csikszentmihalyi’s Flow Theory
into Management and Leadership Practice
by using FLIGBY®
– the Official Flow-Leadership Game
With an essay contribution by Mihaly Csikszentmihalyi
3. QUICK FACTS ABOUT FLOW
»» Flow is a mental state in which a person performing an activity is
fully immersed in a feeling of energized focus, full involvement, and
enjoyment. Flow, creativity, and happiness are related.
»» Mihaly Csikszentmihalyi, a distinguished social science scholar, found
an inventive way to make happiness measurable. A group of teenag-
ers were given beepers that went off during random times throughout
the day. They were asked to record their thoughts and feelings at the
time of the beeps. Most beeps indicated that the teens were unhappy.
But when their energies were focused on a challenging task, they tended
to be more upbeat. This early study and many later ones helped shape
his Theory of Flow.
»» Studies conducted around the world have shown that in whatever con-
text people feel a deep sense of enjoyment – even if the task is simple –
they report a remarkably similar mental state that many described by
using the analogy of being carried away by an outside force, of moving
effortlessly with a current of energy. Csikszentmihalyi gave the name
“Flow” to this common experience.
»» While most people enjoy working when it provides Flow, too few jobs
are designed to make Flow possible. This is where management can
make a real difference.
»» For a manager or leader who truly cares about the bottom line in the
broadest sense of that term, the first priority is to eliminate obsta-
cles to Flow at all levels of the organization and to substitute prac-
tices and policies that are designed to make work enjoyable.
»» A workplace conducive to Flow is ideal because it attracts the most
able individuals, is likely to keep them longer, and obtains spontaneous
effort from their work. It is best, too, from the viewpoint of employees
because it helps them to a happier life, and it supports their skill devel-
opment and personal growth.
»» Flow is a dynamic rather than a static state. A good Flow activity is one
that offers a very high ceiling of opportunities for improvement.
QUICK FACTS ABOUT FLIGBY
»» Prof. Mihaly Csikszentmihalyi has co-produced FLIGBY, teaching
how to generate FLOW at the workplace.
»» Designated by experts as the globe’s top leadership development
game (GoldMedalPrize,InternationalSeriousPlayAwards,Seattle,2012).
»» Employs real-life simulation, in an interactive, movie-like setting;
teaching how Flow can be promoted at the workplace. Aspiring as
well as experienced managers will identify with it and learn from it.
»» FLIGBY is the “gamification” of the Flow-based leadership growth
process. We show the reader how one can build an entire course
around it or use it just to enrich and enliven existing courses.
»» Although FLIGBY is Flow-based, the leadership challenges and
the options it presents are fully compatible with a wide range of
leadership theories and approaches, enhancing them all.
»» At the Game’s end, FLIGBY provides an individual report to each
player on his/her skillset, with a range of benchmarking options
available.
»» FLIGBY brings excitement and inspiration to the teaching of a
wide span of leadership topics; most players experience personal
Flow during the Game.
»» FLIGBY is available as a powerful management-training and con-
sulting tool with which to approach any organization interested in
improving the performance of its managers/leaders.Try it in a course
and see where it can lead!
»» FLIGBY’s large data-set offers a unique research opportunity
because the players’ leadership skill measurements are based on
non-intrusive observations, yielding unbiased outcomes.
»» Part II of this book walks the reader through the Game, not only
for his or her own enjoyment, but also to provide a 21st
century
tool to enrich research, teaching and consulting practice.
4. 1
Introduction PURPOSES AND STRUCTURE OFTHE BOOK
PURPOSES AND STRUCTURE OF THE BOOK
The seeds of this eclectic book originate in Budapest, Hungary, at the crossroads
of East and West. This country – that many consider to be a “periphery nation”–
has also been known, historically as well as today, for the innovative ideas of
its people, creating products and services that have gained global acceptance.
Contemporary innovations, like Prezi, Ustream and LogMeln, are just some of
the examples of recent global startups originating in Hungary, that were con-
ceived through fruitful cooperation between academia, people with techno-
logical savvy, and business entrepreneurs. This book is introducing just such an
innovation that, we believe, has the potential of becoming an educational ser-
vice product that will gain global acceptance.
The overarching purpose of this book is to describe, discuss, and analyze
an entrepreneurial innovation: an attempt by a group of extraordinarily
creative individuals to transplant Mihaly Csikszentmihalyi’s widely-known
Theory of Flow into a teaching and research tool which will illuminate and
enhance effective managerial and leadership practice.
The “missing link discovered”, referred to in the title of the book, is the glob-
al-award-winning serious management game called FLIGBY. Referring to this
innovative Game, Csikszentmihalyi, in his essay that follows, professes that
FLIGBY “is a bridge between my lifetime of scientific work and aspiring and
practicing managers and leaders who are interested in my ideas but are not
sure how to apply them in everyday practice.”
FLIGBY is an exciting Game in which each individual player assumes the role
of the general manager of an imaginary Californian winery. Each player has to
make 150+ decisions, applying the key ideas embodied in Csikszentmihalyi’s
Flow concept and Flow-related value system, as best as she or he can.
During the Game, the player receives continuous, individually-tailored feed-
back, designed to guide her or him toward Flow-based managerial practices.
The feedback continues after the Game ends: each player is sent a report about
his or her relative strengths and weaknesses in terms of both the general
leadership skills and those that are especially important if one wishes to live,
5. 32
PURPOSES AND STRUCTURE OFTHE BOOK Introduction Introduction PURPOSES AND STRUCTURE OFTHE BOOK
work, and lead according to Flow-based values and Flow-promoting practices.
This makes the Game an innovative management/leadership development tool.
A basic purpose of this book is to discuss how to teach the application of
Flow-based leadership skills via FLIGBY, first in academia, then also in business
and in other types of organizations. University courses (especially in graduate
programs) are targeted because most university graduates will have manage-
rial/leadership responsibilities during their careers. The Game – whose lessons
are likely to be remembered long after the play is over – is an effective general
preparation for performing well in future managerial/leadership roles, irrespec-
tive of the nature of the organization, position in a hierarchy, or the type of
culture where the graduate will find himself or herself.
Given that CEU Business School faculty and students have contributed to
FLIGBY’s development by providing detailed feedback on its early versions
and participating in troubleshooting small problems, this book’s faculty co-
authors have acquired a good understanding of the Game’s nuts and bolts and
perceived its large potential as a modern teaching tool. In the process, they
came up with alternative ways about how FLIGBY can be used effectively in the
classroom.
Before this book was written, there existed only a general and as yet incom-
plete set of digital instructions on using FLIGBY in university courses and busi-
ness training programs. This book now also serves as a comprehensive user
manual to FLIGBY. We hasten to add that much of the detailed technical and
other “manual-type” documentation has been placed into two-dozen, so-called
Digital Appendices (DAs), available to interested parties upon request.
Another fundamental purpose of this book is to discuss how new areas of
leadership research can be supported by combining (1) the theory of Flow,
(2) the concept contributions embedded in FLIGBY, and (3) the large and
uniquely unbiased databank being generated by the growing number of players
who had – and will have – fully completed the FLIGBY game. Below are brief
statements on each of the three components.
The theory of Flow has been highlighted already (p. iv).Chapter 1 discusses
the concept of Flow in greater detail: how it was discovered, with what
methods, what the theory is all about, and what practical applications it
has in the lives of individuals and organizations, in business especially.
Chapter 2 links the concept of Flow with leadership, with statements and
examples showing what actions by managers and leaders help create a
Flow-friendly organizational culture and environment. Embedded in the
concept and practice of Flow-promoting management is a set of values and
leadership responsibilities. A key conceptual contribution of FLIGBY’s
design to the academic and applied work on leadership is the identifica-
tion of those leadership skills that are particularly important for helping to
generate and maintain Flow at the workplace. While there is a substantial
overlap between what might be called the mainstream sets of leadership
skills and FLIGBY’s “Flow-supporting” leadership skills, FLIGBY and this
book make a contribution in this area by introducing, or putting greater
emphasis on, certain types of leadership skills. An example is “feedback”,
a leadership skill more comprehensively defined in FLIGBY (in terms of
specifying what content and delivery will make it effective), where feed-
back (or its absence) are given a greater weight in the FLIGBY skillset than
is usually found elsewhere. (Chapter 3 provides details.)
The large and uniquely unbiased leadership-skill databank generated by
FLIGBY’s players is a tool for supporting new types of both academic and
practice-oriented research on leadership. FLIGBY’s contribution here is the
unbiased nature of the skills-data-observations generated by its players.
Both of the widely-used standard approaches to obtaining leadership-skill
data – self-assessment and third-party evaluations – tend to be biased, for
reasons explained and documented in a recent Harvard Business Review
article, summarized in Chapter 101.
Letusgivejustoneexamplehereofapromisingresearchprojectthatwouldcom-
bine the above three resources – one that can make a valuable contribution in a
relatively new and rapidly expanding field, called #predictive-people-analytics.
1
hbr.org/2015/02/most-hr-data-is-bad-data.
①
②
③
6. 54
PURPOSES AND STRUCTURE OFTHE BOOK Introduction Introduction PURPOSES AND STRUCTURE OFTHE BOOK
For example, the data generated when a group of managers of an organization
play FLIGBY could be used to predict the management group’s future behavior
under different strategic challenges that the organization may face.This kind of
sophisticated strategic modeling is becoming an ever-more-important part of
the strategic planning of organizations because it helps to identify leadership
skills gaps, one of the frequent causes of the strategic failure of organizations.
The authors of this book are not yet in a position to present conclusive research
findings.
Nonetheless, one contribution of the book to scholarship is proposing poten-
tially significant research projects, such as predictive people analytics, which
have the potential of making important academic as well as applied business
contributions.
* * *
Part I of the book discusses the science and value propositions of Flow, how
leadership and Flow are linked, gives many examples of Flow-promoting lead-
ership practices, and introduces a new method for systematically measuring the
skill-levels of those who complete FLIGBY.
Part II is all about FLIGBY: its plot, the Game’s objectives and features, the
assumptions and methods employed in its construction, and its wide range of
uses in teaching, training and research. Its concluding chapter tells the story, via
an annotated set of photos, of how FLIGBY was produced.
Part III introduces the reader to the authors’ planned global Leadership and
Flow research program. The research initiative, which is just beginning, is an
open invitation to academics from various disciplines and to managers and
leaders of organizations, to join us in an endeavor to advance the science and
practice of effective leadership. This initiative is being supported by the orga-
nizations with which the authors are affiliated. Professor Csikszentmihalyi
– whose essay on his contribution to FLIGBY follows next – is a founder and par-
ticipant in the Leadership and Flow Research Program.
#
DA
SYMBOLS USED ON THE MARGINS OF THE TEXT
Throughout the book, the reader will see on the margins three types of
icons:
Instructional innovation (INO) – whenever we recommend innovative
approaches to teaching Flow, and the Game FLIGBY, that go beyond
what might be considered traditional teaching approaches (i.e., lectures,
slides, simple case studies, class discussion, and exams), those instances
are signaled. The INO icon thus calls attention to innovative teaching
applications that represent a set of contributions of this volume.
Information technology application (ITA) – the purpose here is to sig-
nal to those who are not yet intimately familiar with all the whizz-bang IT
stuff (that are as natural to today’s computer-literate generation as water
is to fish) that there may be something “new” here for certain readers.
Flow-based value statement (FVS) – The authors wish to emphasize
that this book, focusing on Flow and FLIGBY, is not just about reporting
scientific findings and technical explanations and recommendations con-
cerning the Game, but it also incorporates important value statements
that are integral parts of Csikszentmihalyi’s Flow theory as well as of
FLIGBY. The FVS icon signals where such value statements are found.
Added insight in the text will be occasional hashtags (placing the symbol
# in front of a word or an un-spaced phrase) calls the reader’s attention
to a specific theme or phrase related to the content of this book that
some readers may want to explore on blogs, discussion forums, and
other professional and social media platforms. Most of our hash-tagged
items are concepts defined in the Glossary at the end of this volume.
Digital Appendix (DA), where further details about the indicated topic
can be found. The list of Digital Appendices, with their numbers and
titles, can be found at the end of Chapter 9.
7. 7
Mihaly Csikszentmihalyi MY CONTRIBUTIONS TO FLIGBY
MY CONTRIBUTIONS TO FLIGBY by Mihaly Csikszentmihalyi 1
Why this book, why this essay?
I am not a disinterested outsider who does a favor to his colleagues by writ-
ing the foreword to their book. I am a passionate, involved, and grateful insider
who welcomes and celebrates this book because it translates and extends my
research in ways I could not have accomplished myself.
The title of the book, Missing Link Discovered, is apt because it captures well
its ambition and contribution: The book – together with the innovative FLIGBY
game, which is the focus of the volume – has created a bridge between my
lifetime of scientific work and aspiring and practicing managers and lead-
ers who are interested in my ideas but are not sure how to apply them in
everyday practice.
1
The photo shows Prof. Csikszentmihalyi holding his new passport, upon regaining the
Hungarian citizenship he had before the Communist era (Los Angeles, November 2014).
8. 98
Mihaly Csikszentmihalyi MY CONTRIBUTIONS TO FLIGBYMY CONTRIBUTIONS TO FLIGBY Mihaly Csikszentmihalyi
My research agenda
My academic work has focused on creativity, Flow, individual happiness, and
organizational effectiveness. These topics are tied together by a value system
that suggests how individuals, organizations, and society at large can interact
in more harmonious, effective and sustainable ways.
Good Business
Most directly relevant to this volume is my 2003 book, Good Business: Leader-
ship, Flow, and the Making of Meaning. There I wrote: Our jobs determine to a
large extent what our lives are like.
Good Business was the first scientific exploration of the relationship between
Flow, leadership and organizations. The research on which that book is based
was conducted by the Quality of Life Research Center at Claremont, in coop-
eration with counterpart institutions and colleagues at Stanford and Harvard.
The purpose of the research was to establish what personal values, attitudes,
and skills are found among business leaders whose purposes go beyond short-
term profit maximization and personal glory.
Interviews with scores of successful executives, like Ted Turner (CNN), Michael
Markkula (Apple), Sir John Templeton (Templeton Funds), and Anita Roddick
(Body Shop) revealed that they considered their professional activities as highly
creative endeavors. Further commonalities included their sense of responsibil-
ity for the professional and (to a certain extent) the personal lives of their col-
leagues; their eagerness to share with others their joy of Flow experiences and
to help others to experience it; and active attempts to improve the organization.
Questions raised by Good Business
Following the publication of the book, more and more readers, students, and
friends asked this question:
It makes sense that being in Flow more often and more deeply enhances one’s
performance.The value framework that accompanies Flow theory is also per-
suasive. But how can we systematically implement those ideas into everyday
practice? Do you have a short set of practical suggestions for individuals,
especially for managers and leaders? Do you have a recipe?
These valid questions deserve thoughtful answers, I thought. However, the reply
is rather complex, not the kind that can be compressed into one of those popu-
lar “five-minute-manager” fads that occasionally capture the public’s attention
for brief periods. At the same time, aspiring managers and practicing leaders
are entitled to concrete, implementable suggestions, not just detailed scientific
analyses. How to bridge the gap between my Flow-based leadership framework
that science can support, and the need to convey its implementation in simple,
practical terms, has been a dilemma I had periodically thought about.
Serious computer games
When I wrote Good Business in the early 2000s, I had no knowledge of “serious
computer games”. I was aware, however, that in designing video games, the
industry had put to practical use my scientific description of the key elements
of the Flow-generation process: Pose an attractive challenge. Make crystal clear
the objective of the game and the rules to be followed. Hold out the prospect
of winning something if you master the challenge. Start with simple challenges;
enhance their difficulty gradually. And provide continuous feedback.
From Flow to serious game FLIGBY
How did my involvement with FLIGBY begin? Well, in the fall of 2006 I received
an inquiry from Hungary (my country of birth), from a person unknown to me at
the time. ZadVecsey was asking for my cooperation in producing a Flow-based
serious game simulation, targeted to active and prospective managers. I did not
give his offer much thought at the time. But this young Hungarian entrepreneur
was not deterred. Six months later he called to let me know that he is planning
to visit me in California.
I welcomed him but remained skeptical about his grandiose plans. I agreed to
take a look at his earlier game simulation: a mountain-climbing team being
challenged to reach the top of the Himalayas. Being a mountaineer myself,
I viewed the game, liked it, and so agreed to work with him.
9. 1110
Mihaly Csikszentmihalyi MY CONTRIBUTIONS TO FLIGBYMY CONTRIBUTIONS TO FLIGBY Mihaly Csikszentmihalyi
How Project FLIGBY has evolved
FLIGBY (“FLow Is Good Business for You”) did not start out as a scientific proj-
ect. For me, it was an interesting side venture. I suggested that the location of
FLIGBY should be a Californian winery, with the fantasy name of “Turul”, and
that the protagonist should be Turul’s newly-appointed general manager (GM).
Several considerations prompted me to recommend a winery as the venue:
The importance of putting at the center of the story an organization that is pro-
fessional and mid-size, yet well within the comprehension of ordinary folks in
any walk of life.
In real life, the Association of California Wine-Growers was among the first in
the USA to introduce a program of environmentally friendly and sustainable
wine production; a business approach aligned with my own value system.
Wine-production in California was pioneered in the mid-19th century by my
Hungarian-born compatriot, Agoston Haraszthy: he introduced more than
three hundred varieties of European grapes in NAPA Valley. In San Diego he is
remembered as the first town marshal and the first county sheriff. Haraszthy
was an amazing, colorful entrepreneur, whose life story can continue to be an
inspiration to each new generation of business professionals.
At a more personal level, I had the feeling that anyone who has ever enjoyed
a tasty glass of wine (presumably, most of those who will be playing FLIGBY)
would be an open-minded person, sensitive to the psychological and other
complexities of a business, who would listen and take to heart Mr. Fligby’s
admonitions (along with occasional praise) at the end of each FLIGBY scene.
Growing commitment to FLIGBY
As noted, I suggested that a Californian winery should be the Game’s venue.
My involvement continued with consultations on the screenplay.
Then I helped screen the actors who would play the characters of Turul Win-
ery’s management team; blackballing candidates if their personalities were
not aligned with those of the characters they were to play, so as to make this
aspect of the Game credible, too. I advised that a story is good if the reader/
listener/player can strongly identify with (or is unsympathetic to) some of the
main characters. FLIGBY has its share of characters some will like; others will
greatly dislike.
Next came a science-based contribution: identifying and defining the set
of skills that a Flow-theory-aligned manager or leader would likely possess.
My background as a psychologist and as the principal researcher for the Good
Business book was helpful for this task.
All throughout production we wrestled with difficult issues. For example, mea-
suring the extent to which a FLIGBY player possesses the skills identified above
was not an easy task. I was involved in it as consultant to teams of independent
experts who made recommendations concerning the skill associated with each
of the 90 or so “measurable” decisions that the GM makes during the Game.
One challenge I considered particularly important was to not make the 150+
decisions the GM has to make seem to be subject to formulaic – either too
obvious or too mechanical – answers. We wanted to avoid the impression that
anyone who thinks he or she can figure out the “Flow theory decision formula”
(there is no such formula) can effectively lead a management team and “win”
the Game. We met this challenge in several ways.
One, by making the appropriateness of the GM’s many decision-choices partly
a function of his or her understanding of the character, the motivation, and the
life circumstances of each member of the management team.
Two, the GM’s “performance” at Game’s end is judged on the basis of his or her
successfully balancing three things: ability to generate Flow in the team mem-
bers and to create a Flow-friendly corporate atmosphere at the Winery; profit
potential; and actions taken to protect the environment (sustainability). There
is no precise formula for achieving this balance (what FLIGBY’s architects call
“the Triple Scorecard”, discussed in Chapter 2); various combinations of deci-
sions can lead to different results.
10. 1312
Mihaly Csikszentmihalyi MY CONTRIBUTIONS TO FLIGBYMY CONTRIBUTIONS TO FLIGBY Mihaly Csikszentmihalyi
Leadership and science
As a scientist, I am well aware that good leadership is not perfectly definable
and precisely measurable.This is why all attempts to quantify observations and
skills in FLIGBY had to be considered carefully and systematically, checked and
rechecked by independent experts, and plausibility tested. Such an approach
required circumspection, time and patience. Even so, the skillset profiles of the
individual players that emerge at Game’s end indicate attitudes and tendencies,
not precise measurements. Nevertheless, it is my judgment that the architects
of FLIGBY had taken no shortcuts, and that they are unbiased and cautious
about interpreting the leadership skill profiles that the Game establishes for
each player. A partial evidence of their cautious, no-shortcuts approach is that
it took six years (2007 – 2012) to complete the project. I am pleased to note also
that every aspect of how FLIGBY had been built is transparently documented in
this book and in the Digital Appendices that accompany it.
Was the investment worth it?
The production of FLIGBY has required a lot of investment of time, expertise,
and money, by many contributors. I certainly think that the investment I made
in this innovative project has been well worth it. One external confirmation of
this has been by independent experts who granted FLIGBY the international
Serious Play Gold Medal Award in Seattle in 2012, designating it as the “best of
the best” on the globe that year.
As important as the satisfaction we – as well as the thousands of individuals
who had already played the Game – feel about a job well done is that FLIGBY
has started to yield long-term research benefits that none of us envisioned at
the start of the project (discussed in Chapter 10).
“Flow and Leadership” research
So far, this essay has been all about the past. I am equally excited about the
future: about the new frontiers that FLIGBY’s unmatched and continuously
expanding database has opened up for leadership research, especially as
linked to the theory and practice of the Flow framework. In just a few years
FLIGBY has been played by many business people, MBA candidates and other
college students, as well as by individuals in all walks of life, generating millions
of observations. This rich databank, whose key characteristics is the unbiased
nature of the responses that are recorded, are available for testing existing and
new research hypotheses about leadership and its changing requirements, as
the world of technology, the role of knowledge workers, and the meaning of
organizations are rapidly evolving in our dynamic age.
It is with FLIGBY’s research potential in mind that in 2015 a global Leadership
and Flow Research Program has been initiated by the producers of FLIGBY
and by two of my colleagues at the Business School of the Central European
University (Budapest, Hungary), Professors Paul Marer and Zoltan Buzady,
co-authors of this book. I am involved in that project, too. It is to publicize this
research opportunity and to recruit those seriously interested in the theory and
practice of leadership, of Flow, or both, that we have initiated a monthly series
of open-access video series, “Leadership and Flow” live broadcasts and record-
ings.Together with my co-hosts at Central European University, we are inviting
guest form around the world to take part, live, in discussions of various topics
related to Flow and leadership.
In lieu of conclusions
Missing Link Discovered is a milestone book on our long journey from
“Creativity”, to “Happiness, to “Flow”, to “Leadership”, to “FLIGBY”, an to
a “Leadership and Flow” Research Program.
Claremont, California
September 2015