The document discusses strategies for leading change initiatives. It suggests that advocates for change should ask genuine questions to understand different perspectives rather than aggressively pushing their own views. This can help engage others and avoid polarizing debates. Leaders are advised to focus on questions that people are ready to ask in order to reach them. They should also represent the views of different types of leaders within an organization. When forming an initial team, leaders should search for like-minded individuals, meet with them individually, and discuss shared goals and visions while being open to disagreements. The document emphasizes taking a systems perspective to understand how to shape factors outside one's control.
The document discusses leadership and change management. It states that challenging others' views directly will lead to resistance, and the best approach is to ask open-ended questions to spark new perspectives. Effective change involves bringing diverse stakeholders together to address problems systemically. Transforming large systems requires courage, patience and facing issues others would rather avoid.
The document discusses how finding meaning and purpose can improve well-being and performance, noting that prisoners who had meaningful goals enjoyed better psychological and physical health. It also emphasizes that lasting change requires altering underlying character rather than just behaviors. Developing large, deeply meaningful goals and seeing ordinary events as special can help people find purpose and meaning in their lives and work.
This document provides a partial list of endorsements for The Vision Board book by Joyce Schwarz from celebrities, VIPs, authors and media personalities. The endorsements praise the book for providing an empowering and creative approach to manifesting one's deepest dreams through the use of vision boards. Several endorsements specifically note how reading the book and using vision boards helped them achieve their goals and see their visions come to life.
1. Leading in a regenerative economy provides several benefits including cost savings, increased revenue opportunities, competitive differentiation, shaping industry trends, and improving brand image.
2. Systems thinking is a process for collective inquiry that examines wholes and interrelationships rather than parts, sees interdependencies rather than linear causes, and identifies patterns of change rather than snapshots.
3. Systems thinking can surface assumptions, understand intended and unintended consequences over time, increase capacity for nuanced perspectives, discover leverage points, and build shared understanding for collaboration on complex issues.
Causation is a complex topic with no comprehensive rule to determine if c causes e. There are different types of causes like background vs foreground. Productive theories see causes generating effects, while difference-making theories see causes changing outcomes. Debates about causation and ethics both involve nonlinear relationships. We cannot dismiss influencing the past just because it occurred, like we cannot change the determined future. Our understanding of causation involves both influence and patterns in events.
This document discusses the book "100 Ideas That Changed Design" by Charlotte and Peter Fiell. It provides commentary on some of the key ideas discussed in the book, including innovation, luxury, design education, design reform, morality, design rhetoric, vernacularism, Gesamtkunstwerk, ornament and crime, purity, rationalism, and new objectivity. Many of these ideas helped shape the modern design movement by focusing on simplicity, functionality, and rejecting ornamentation in favor of clean geometric forms. The document also notes some of the political influences and goals of early modern design groups.
The document discusses leadership and change management. It states that challenging others' views directly will lead to resistance, and the best approach is to ask open-ended questions to spark new perspectives. Effective change involves bringing diverse stakeholders together to address problems systemically. Transforming large systems requires courage, patience and facing issues others would rather avoid.
The document discusses how finding meaning and purpose can improve well-being and performance, noting that prisoners who had meaningful goals enjoyed better psychological and physical health. It also emphasizes that lasting change requires altering underlying character rather than just behaviors. Developing large, deeply meaningful goals and seeing ordinary events as special can help people find purpose and meaning in their lives and work.
This document provides a partial list of endorsements for The Vision Board book by Joyce Schwarz from celebrities, VIPs, authors and media personalities. The endorsements praise the book for providing an empowering and creative approach to manifesting one's deepest dreams through the use of vision boards. Several endorsements specifically note how reading the book and using vision boards helped them achieve their goals and see their visions come to life.
1. Leading in a regenerative economy provides several benefits including cost savings, increased revenue opportunities, competitive differentiation, shaping industry trends, and improving brand image.
2. Systems thinking is a process for collective inquiry that examines wholes and interrelationships rather than parts, sees interdependencies rather than linear causes, and identifies patterns of change rather than snapshots.
3. Systems thinking can surface assumptions, understand intended and unintended consequences over time, increase capacity for nuanced perspectives, discover leverage points, and build shared understanding for collaboration on complex issues.
Causation is a complex topic with no comprehensive rule to determine if c causes e. There are different types of causes like background vs foreground. Productive theories see causes generating effects, while difference-making theories see causes changing outcomes. Debates about causation and ethics both involve nonlinear relationships. We cannot dismiss influencing the past just because it occurred, like we cannot change the determined future. Our understanding of causation involves both influence and patterns in events.
This document discusses the book "100 Ideas That Changed Design" by Charlotte and Peter Fiell. It provides commentary on some of the key ideas discussed in the book, including innovation, luxury, design education, design reform, morality, design rhetoric, vernacularism, Gesamtkunstwerk, ornament and crime, purity, rationalism, and new objectivity. Many of these ideas helped shape the modern design movement by focusing on simplicity, functionality, and rejecting ornamentation in favor of clean geometric forms. The document also notes some of the political influences and goals of early modern design groups.
Este documento discute la ecología de las ideas y cómo el conocimiento está enraizado en el contexto cultural y social. Argumenta que aunque el conocimiento está determinado por estas influencias, también puede haber cierto grado de autonomía e independencia del conocimiento. Identifica varios factores que pueden debilitar las determinaciones culturales e impulsar el cambio de ideas, como el diálogo cultural, la expresión de desviaciones y la existencia de un "calor cultural" con debates e intercambios de ideas.
This document summarizes key points from a lecture on virtual design. It discusses how:
1. The distinction between virtual and real is blurred, as design involves anticipating future experiences that do not yet physically exist.
2. Design exists in the relationship between virtual ideas/concepts and real, physical artifacts.
3. Designers should focus less on whether something is physical or digital, and more on how well designs enable experiences and solve problems.
Excerpts from the book: Heller, S., Talarico, L. (2009). Design School Confidential: Extraordinary Class Projects From the International Design Schools. United States: Rockport Publishers.
El documento discute los peligros de la industria cultural y la manipulación de las imágenes. Expresa preocupación por la abundancia de imágenes producidas por las industrias culturales para fines comerciales, y cómo esto puede reducir a las personas a una masa y obstaculizar la autonomía individual. También señala que los grandes conglomerados controlan los medios de comunicación y usan el marketing para suministrar productos culturales ajustados a los deseos dominantes.
El documento discute la cultura de masas desde varias perspectivas. Se argumenta que la cultura de masas surge en sociedades industriales modernas donde las masas participan en la vida pública. Sin embargo, la cultura de masas a menudo es producida por grupos económicos para ganar dinero en lugar de ofrecer experiencias críticas a las masas. Esto crea una paradoja donde las masas consumen modelos culturales burgueses pensando que son expresiones propias.
This document provides a summary of the key ideas from the book "Understanding Computers and Cognition: A New Foundation for Design" by Terry Winograd and Fernando Flores. The book brings together topics of computer technology and human existence to generate new understandings. It draws from philosophers like Heidegger, Gadamer, Maturana, and Austin to develop a new foundation for understanding cognition and designing technology based on our situatedness in social and linguistic traditions.
This document discusses bridging the gap between researchers and designers. It notes there are often misunderstandings due to differences in skills, culture, roles, languages, and mindsets between the two fields. Researchers favor an information-driven approach while designers prefer inspiration-driven work. The document provides examples of conducting light analysis directly with raw data or using a database for heavier analysis. It also discusses communicating results through presentations or by involving clients throughout the process. The goal is for both data and overall frameworks to inform conceptualization of new design ideas.
Brecht, B. (1978). Brecht on Theatre: The Development of an Aesthetic. United Kingdom: Hill and Wang.
Epic Theatre
Alienation Effect
The Instructive Theatre
Theatre and Knowledge
Experimental Theatre
Rational and Emotional
Elements of Illusion
Simulation (or Computation) and its DiscontentsR. Sosa
20+ key ideas from Sherry Turkle's 2009 book. Highly recommended.
Funny how Slideshare forces people to pick one category for a presentation. This is as much about design as it is about education, technology, etc.
Here are a few things that are missing from the abstract:
- Details about the specific board game design/activities used in the study. Just saying it uses a "board game-based approach" is vague.
- Background on previous research conducted in this area. The abstract does not establish what existing literature or gaps in knowledge the study aims to address.
- Sample size or participant demographics. Without mentioning how many parents/children will be involved, the scope of the study is unclear.
- Timeframe or duration of the study. When and for how long data will be collected is important contextual information.
- Limitations or delimitations of the research design. All studies have boundaries that should be acknowledged.
This document discusses Māori cultural practices and values known as tikanga Māori. It explains that tikanga Māori governs social interactions and relationships as well as individual identities. While tikanga focuses on correct behaviors and actions, many Māori have little knowledge of tikanga today due to past suppression and conversion to Christianity. Tikanga is based in mātauranga Māori, which is Māori knowledge and philosophy, and provides guidelines for ritual practices. Certain tikanga have changed over time through isolation and adaptation. The document then explores several key aspects of tikanga Māori including manaakitanga, te moenga rangatira, tapu
This document discusses Stephen Jay Gould's views on evolution and how it has been misinterpreted. Some key points:
1) Gould argues that evolution is not inherently progressive and that complexity has not increased over time. Most of life's history has involved simple unicellular organisms and anatomical complexity arose quickly and then changed little.
2) He criticizes the view of evolution as leading toward greater complexity and the dominance of humans. In reality, many lineages have adapted by becoming simpler over time.
3) Gould advocates for the theory of punctuated equilibrium, where species change little but are punctuated by periods of rapid speciation. This better fits the fossil record than gradualism.
Van aquí fragmentos de este libro escrito por el gran Adolfo Sánchez Vázquez y publicado en 1965 con algunas ideas que con los años se han hecho cada vez MÁS relevantes e importantes para entender el diseño. Queda mucho por hacer para conectar estas ideas y desarrollarlas, mucho ha pasado en estos 80 años.
Key excerpts from the book “Māori Philosophy, Indigenous Thinking from Aotearoa” by Georgina Tuari Stewart, 2021. Chapter 5 is succinct but highly recommended
This document summarizes a Kickstarter campaign for the Herbot, an "automatic indoor gardening robot." In 3 sentences:
The Herbot was pitched as an AI-powered hydroponic system that would allow users to grow herbs and more with minimal effort, using proprietary nutrient cartridges. However, the campaign contained many exaggerated claims and little technical detail, raising skepticism about whether the product could actually be delivered. The startup behind the Herbot, Farm 4.0, ultimately failed to deliver on backer orders, suggesting it may have been a scam from the beginning.
Design research in industry and academia Ricardo Sosa SUTD.pdfR. Sosa
Ricardo Sosa has had a hybrid career in both academia and industry as an interaction designer, PhD researcher, lecturer, professor, and now independent researcher and consultant. He has experience working on projects with companies and communities in Mexico, Singapore, Australia, and New Zealand. Sosa believes that university-industry partnerships can provide opportunities for both sides through activities like student projects, internships, co-authored research, and spin-off companies. However, such partnerships also face challenges in terms of different goals, timeframes, and structural differences between academia and industry. Sosa advocates for an agile and questioning approach when bridging research and design work between these sectors.
This document discusses the need to question privileged biases and taken-for-granted ideas. It suggests participating in a "privilege walk" exercise to reflect on personal and systemic causes and consequences of privilege. The document notes that privilege can act as a handicap when it comes to design, and that empathy alone is not enough - experiences should not be treated as design material. It advocates for participation and co-creation before design to establish critical consciousness and solidarity.
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
Este documento discute la ecología de las ideas y cómo el conocimiento está enraizado en el contexto cultural y social. Argumenta que aunque el conocimiento está determinado por estas influencias, también puede haber cierto grado de autonomía e independencia del conocimiento. Identifica varios factores que pueden debilitar las determinaciones culturales e impulsar el cambio de ideas, como el diálogo cultural, la expresión de desviaciones y la existencia de un "calor cultural" con debates e intercambios de ideas.
This document summarizes key points from a lecture on virtual design. It discusses how:
1. The distinction between virtual and real is blurred, as design involves anticipating future experiences that do not yet physically exist.
2. Design exists in the relationship between virtual ideas/concepts and real, physical artifacts.
3. Designers should focus less on whether something is physical or digital, and more on how well designs enable experiences and solve problems.
Excerpts from the book: Heller, S., Talarico, L. (2009). Design School Confidential: Extraordinary Class Projects From the International Design Schools. United States: Rockport Publishers.
El documento discute los peligros de la industria cultural y la manipulación de las imágenes. Expresa preocupación por la abundancia de imágenes producidas por las industrias culturales para fines comerciales, y cómo esto puede reducir a las personas a una masa y obstaculizar la autonomía individual. También señala que los grandes conglomerados controlan los medios de comunicación y usan el marketing para suministrar productos culturales ajustados a los deseos dominantes.
El documento discute la cultura de masas desde varias perspectivas. Se argumenta que la cultura de masas surge en sociedades industriales modernas donde las masas participan en la vida pública. Sin embargo, la cultura de masas a menudo es producida por grupos económicos para ganar dinero en lugar de ofrecer experiencias críticas a las masas. Esto crea una paradoja donde las masas consumen modelos culturales burgueses pensando que son expresiones propias.
This document provides a summary of the key ideas from the book "Understanding Computers and Cognition: A New Foundation for Design" by Terry Winograd and Fernando Flores. The book brings together topics of computer technology and human existence to generate new understandings. It draws from philosophers like Heidegger, Gadamer, Maturana, and Austin to develop a new foundation for understanding cognition and designing technology based on our situatedness in social and linguistic traditions.
This document discusses bridging the gap between researchers and designers. It notes there are often misunderstandings due to differences in skills, culture, roles, languages, and mindsets between the two fields. Researchers favor an information-driven approach while designers prefer inspiration-driven work. The document provides examples of conducting light analysis directly with raw data or using a database for heavier analysis. It also discusses communicating results through presentations or by involving clients throughout the process. The goal is for both data and overall frameworks to inform conceptualization of new design ideas.
Brecht, B. (1978). Brecht on Theatre: The Development of an Aesthetic. United Kingdom: Hill and Wang.
Epic Theatre
Alienation Effect
The Instructive Theatre
Theatre and Knowledge
Experimental Theatre
Rational and Emotional
Elements of Illusion
Simulation (or Computation) and its DiscontentsR. Sosa
20+ key ideas from Sherry Turkle's 2009 book. Highly recommended.
Funny how Slideshare forces people to pick one category for a presentation. This is as much about design as it is about education, technology, etc.
Here are a few things that are missing from the abstract:
- Details about the specific board game design/activities used in the study. Just saying it uses a "board game-based approach" is vague.
- Background on previous research conducted in this area. The abstract does not establish what existing literature or gaps in knowledge the study aims to address.
- Sample size or participant demographics. Without mentioning how many parents/children will be involved, the scope of the study is unclear.
- Timeframe or duration of the study. When and for how long data will be collected is important contextual information.
- Limitations or delimitations of the research design. All studies have boundaries that should be acknowledged.
This document discusses Māori cultural practices and values known as tikanga Māori. It explains that tikanga Māori governs social interactions and relationships as well as individual identities. While tikanga focuses on correct behaviors and actions, many Māori have little knowledge of tikanga today due to past suppression and conversion to Christianity. Tikanga is based in mātauranga Māori, which is Māori knowledge and philosophy, and provides guidelines for ritual practices. Certain tikanga have changed over time through isolation and adaptation. The document then explores several key aspects of tikanga Māori including manaakitanga, te moenga rangatira, tapu
This document discusses Stephen Jay Gould's views on evolution and how it has been misinterpreted. Some key points:
1) Gould argues that evolution is not inherently progressive and that complexity has not increased over time. Most of life's history has involved simple unicellular organisms and anatomical complexity arose quickly and then changed little.
2) He criticizes the view of evolution as leading toward greater complexity and the dominance of humans. In reality, many lineages have adapted by becoming simpler over time.
3) Gould advocates for the theory of punctuated equilibrium, where species change little but are punctuated by periods of rapid speciation. This better fits the fossil record than gradualism.
Van aquí fragmentos de este libro escrito por el gran Adolfo Sánchez Vázquez y publicado en 1965 con algunas ideas que con los años se han hecho cada vez MÁS relevantes e importantes para entender el diseño. Queda mucho por hacer para conectar estas ideas y desarrollarlas, mucho ha pasado en estos 80 años.
Key excerpts from the book “Māori Philosophy, Indigenous Thinking from Aotearoa” by Georgina Tuari Stewart, 2021. Chapter 5 is succinct but highly recommended
This document summarizes a Kickstarter campaign for the Herbot, an "automatic indoor gardening robot." In 3 sentences:
The Herbot was pitched as an AI-powered hydroponic system that would allow users to grow herbs and more with minimal effort, using proprietary nutrient cartridges. However, the campaign contained many exaggerated claims and little technical detail, raising skepticism about whether the product could actually be delivered. The startup behind the Herbot, Farm 4.0, ultimately failed to deliver on backer orders, suggesting it may have been a scam from the beginning.
Design research in industry and academia Ricardo Sosa SUTD.pdfR. Sosa
Ricardo Sosa has had a hybrid career in both academia and industry as an interaction designer, PhD researcher, lecturer, professor, and now independent researcher and consultant. He has experience working on projects with companies and communities in Mexico, Singapore, Australia, and New Zealand. Sosa believes that university-industry partnerships can provide opportunities for both sides through activities like student projects, internships, co-authored research, and spin-off companies. However, such partnerships also face challenges in terms of different goals, timeframes, and structural differences between academia and industry. Sosa advocates for an agile and questioning approach when bridging research and design work between these sectors.
This document discusses the need to question privileged biases and taken-for-granted ideas. It suggests participating in a "privilege walk" exercise to reflect on personal and systemic causes and consequences of privilege. The document notes that privilege can act as a handicap when it comes to design, and that empathy alone is not enough - experiences should not be treated as design material. It advocates for participation and co-creation before design to establish critical consciousness and solidarity.
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Final ank Satta Matka Dpbos Final ank Satta Matta Matka 143 Kalyan Matka Guessing Final Matka Final ank Today Matka 420 Satta Batta Satta 143 Kalyan Chart Main Bazar Chart vip Matka Guessing Dpboss 143 Guessing Kalyan night
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
Dive into this presentation and learn about the ways in which you can buy an engagement ring. This guide will help you choose the perfect engagement rings for women.
Discover innovative uses of Revit in urban planning and design, enhancing city landscapes with advanced architectural solutions. Understand how architectural firms are using Revit to transform how processes and outcomes within urban planning and design fields look. They are supplementing work and putting in value through speed and imagination that the architects and planners are placing into composing progressive urban areas that are not only colorful but also pragmatic.
Innovative Uses of Revit in Urban Planning and Design
The Necessary Revolution
1. The
Necessary
“(Change) conversations can easily
Revolution polarize. The harder the advocate
pushes, the more diligent the
opposition... Some may join one or
the other camp. As one pushes back,
others will become only more
stubborn and more convinced that
they are right.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
2. Getting
people
engaged “But there is another option, the most
crucial part of the conversation is
neither advocating nor opposing but
asking a genuine question that
could lead to fresh perspectives on
the issues.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
3. Your role as
a (change)
leader “The way to reach people is not to
challenge their views but to find
questions that they are ready to
ask. This inquiry starts with the
recognition that no one has the full
picture. We all see a slice of the
possible future.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
4. First steps
toward
1. Personal reflections
improving 2. Initial conversations with like-
dialogue minded peers
3. Informal team
4. "Scouting party"
5. Draft of a case for change
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
5. Making your
role “Four kinds of leaders that are essential:
productive Local line leaders
Internal network leaders and
community builders
Managers of specialist functions with
the capability to initiate or work with
key cross-organizational processes
Executive leaders”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
6. Take stock
personally
“If you feel irritation, impatience or
discomfort, give yourself
permission to rant. But also tell
the truth. Turn the irritation into a
rough initial positive
statement of what you want.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
7. Take stock
personally
“Don't spend too long thinking
about these issues alone -it's
easy to feel overwhelmed.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
8. Forming
your initial
team “You can begin by searching for
like-minded people in the
organization who share your
concerns and are also seeking
to make a case for change.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
9. Forming
your initial
team “Consider meeting one-on-one with
each of them initially to have a brief
conversation, establish some
common ground, translate your
frustration and theirs into larger
visions and goals, and build a case for
change.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
10. Forming
your initial
team “Keep in mind that people don't need
to agree on everything when they
meet: a broad goal, interest, or point
of common frustration is often
sufficient. Disagreements can
help... if you talk openly.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
11. Aspirations
“Make time early on to look ahead
together, perhaps a time frame of
25 years in mind so that you
are unconstrained by present-
day realities.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
12. Aspirations
“Be patient with your initial vision.
Your aspirations will change...
Truly shared visions are a
continual work in process.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
13. Stuart L. Hart and Mark B. Milstein
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
14. Building
your case
“The majority of initiatives are in
for change the lower left quadrant -they're
internal and focused on today. The
larger goal of your work is to
create a balanced portfolio of
options and investments across
all four quadrants.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
15. Connecting
your efforts
“Don't fall into the trap of
presenting your work as a fait
accompli.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
16. Seeing
Systems
“People frequently use the word
system when they want to imply
that something is outside their
control... Seeing systems and
understanding our role in
shaping those systems are
two sides of the same coin.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
17. Systems-
thinking
1. Reacting to Events- what just happened
iceberg 2. Anticipating Patterns/Trends- what’s
been happening and have we been here or
same place similar before
3. Systemic Structure or Forces- what are
the deeper forces driving patterns
4. Transform Mental Models- how these
models affect, even dictate, our thoughts.
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
18. Economy
and ecology
“Once people start to practice
seeing systems, they begin to
understand basic flaws in
prevailing mental models and
alternative futures that are
possible.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
19. Spaceship
Earth
“Obviously, something has to give.
In a world where we need to shift
as rapidly as possible to low-
carbon, non-fossil-fuel sources of
power, we are all part of the
challenge.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
20. Rethinking
boundaries
“Attempts to convince people that
they are wrong and that they need to
rethink boundaries will almost
always be met with resistance; few
people appreciate being told that
their thinking is too limited.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
21. Rethinking
boundaries
“Ask people to reflect on how
they are thinking now, rather
than trying to force them to
think differently.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
22. Spaceship
Earth
“Inquiry is far more
effective strategy
than advocacy.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
23. Rethinking
boundaries
“As you consider the problem you
are focusing on, ask: “In what
ways are we imposing
arbitrary boundaries?”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
24. Rethinking
boundaries
“The problems come not because
we have boundaries in our
thinking but because we forget
there are boundaries.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
25. Rethinking
boundaries
“Groups forget the assumptions
they are making and get frozen
in taken-for-granted worldviews.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
26. Rethinking
boundaries
“The first step is to help
people see these self-
imposed boundaries.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
27. Seeing limits
to growth
“Developing our natural systems
intelligence starts with recognizing
patterns that are part of our
everyday experience but that often
go unnoticed because we lack the
ability to recognize them and the
language to talk about them.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
28. Seeing limits
to growth
“Businesses that can see limits
can adapt a lot faster than their
competitors and can strategize
much more effectively.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
29. Seeing our
choices
“Key insight: opting for quick fixes
and avoiding fundamental
solutions tends to set up a
reinforcing set of pressures
for more quick fixes over time.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
30. Seeing
common
limits “Many data centers and software
companies have realized that they
are likely facing limits in electricity
supplies in the near future. In fact, all
technology companies are now
recognizing that they are in the
energy business.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
31. The circular
economy
“Look beyond your immediate
supplier and consider the total
value chain.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
32. Seeing our
choices
“Seeing systems is a team
sport, and people working
together will push each other
along as they come up with many
new ideas and fresh
perspectives.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
33. Collaborating
across
boundaries “Bringing about significant
changes in large systems is
difficult work. It takes great
courage and even greater
patience.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
34. Collaborating
across
boundaries “Bringing about significant changes...
takes facing difficult problems many
would like to assume either do not
exist or are somebody else's job
to fix.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
35. Collaborating
across
boundaries “Among the many reasons we do not
look at problems systemically is that
implementing the insights that result
would force us out of our intellectual
and institutional comfort zones.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
36. http://www.solonline.org
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
37. 'Getting the
system in
the room' “Often, those at the top of institutional
hierarchies have far too much
invested in preserving the status
quo of their own organizations to
undertake bold experiments outside
their boundaries.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
38. Collaborating
across
boundaries “Extraordinary change requires
building extraordinary
relationships, and at some level
this requires gathering together
diverse people representing diverse
views so that they can speak and
listen to one another in new ways.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
39. “Do we really understand the
products we -and our whole
industry- are creating?”
Darcy Winslow from Nike
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
40. Growing a
Strategic
1. “Continually reflect on key challenges,
Microcosm actors and forces in the system
2. What are the key voices that you have yet to
include in your group or network?
3. Look for blind spots
4. When might the time be right?
5. How might you go about engaging those
excluded?
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
41. Growing a
Strategic
Expect:
Microcosm 1. Core leadership,
2.Circle of engagement,
3.Circle of informed,
4.The uninformed
5.(and opponents)
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
42. “There most be more to this
business than the next cool
gadget”
Darcy Winslow from Nike
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
43. Building
momentum
“Shifting conversations from
problems to possibilities not only
shapes the convening process, it lays
a foundation for genuine
commitment among those involved
and gets them excited about working
together”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
44. “Who knows? This might be our
greatest possibility. When you
think about it, Nike is one of the
few companies that could make
this sustainability stuff 'cool'”
Darcy Winslow from Nike
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
45. Purposeful
networking
“Building leadership networks
invariably comes down to investing
lots of time in one-on-one or small-
group conversations to explore
issues and foster
engagement.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
46. Purposeful
networking
“The process will lead to surprises.
Invariably, you will find that people
whom you never expected to be
interested will start to get engaged.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
47. Purposeful
networking
“Many who will prove to be
important partners will be people
you never knew aboutor had
contrary opinions.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
48. Purposeful
networking
“Many who fail to show much interest
early on often respond differently
later, when they see a critical mass
starting to form around issues that
concern them.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
49. Stakeholder
dialogue
interviews
“Make your own concerns and
aspirations clear and come to
learn, rather than to advocate
or sell your own ideas.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
50. Stakeholder
dialogue “Prepare: be fully present during the
interviews interview
Open: say it simply and without
hyperbole
Engage: ask one or two simple and
open-ended questions that give people
a chance to reflect
Follow the flow: begin a true dialogue
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
51. Stakeholder
dialogue Jump off the bridge: let go of whatever is
interviews holding you back from connecting
Expand the network: ask if there is
anyone else we should talk with
Close: avoid a feeling of
incompleteness
Be yourself and be genuinely curious.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
52. Also...
Show early your true willingness to
negotiate
Detach yourself from the ideas
Show empathy, rephrase what is
important to them
Highlight risks and trade-offs
Sell “reversability”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
53. Building
relationships
“Change advocates either think that
the reasons to change are so clear
and compelling that anyone awake
must be on board, or they look at the
enormous gap between what is and
what is needed and become
cynical.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
54. Building
relationships
“In between are those who
have both a passion for the
vision and an understanding of
the need to build the
collaborative networks the
vision requires”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
55. Conversations
that shape the
future “Above-the-line conversations
depend on three skills: learning how
to suspend immediate
assumptions, reflecting on mental
models we had previously taken for
granted, and balancing advocacy
for our ideas with inquiry into
other opinions.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
56. Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
57. Suspending
assumptions
“The discipline of testing our
assumptions forces us to
make them explicit, opens the
possibility that they might not be
100% correct, and lays the
foundation for learning over
time.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
58. Opening
hearts and
“Bring together a diverse group of people
minds
that represents the larger system
Identify the different facets of the system
“Go there together”: travel with the entire
team
Set aside ample time to reflect and talk
together
Pay careful attention to the intentions and
commitments that arise.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
59. Opening
hearts and
minds “Direct experien ce (“going there”)
means seeing a different place
firsthand, talking with people we
usually do not talk with, seeing
how people live, work, play, raise
their children...”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
60. Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
61. Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
62. Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
63. Building
shared
“Trying to get people commited is
commitment a bit like trying to be happy: the
harder you try, the less
successful you're likely to be...
Your ability to foster
commitment will never be
greater than your own
commitment.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
64. 4-Player
Model
Move :—establishes a direction and sets the
team in motion.
Follow : provides support for the move and
serves the function of completion.
Oppose:—questions the move that has been
initiated.
Bystand: provides perspective and invites
the team to be more reflective.
http://mitleadership.mit.edu/r-fpmodel.php
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
65. Positive vs.
negative
vision “The spirit of creating is
virtually the opposite of the
attitude that has characterized
much of the history of the
environmental and social
justice movements.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
66. Creative
tension
“Creative tension is the gap
between the image of what we
truly want to see exist and the
world as it is today.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
67. Seeing
opportunities
W. McDonough and M. Braungart: “If a
car is heading south, slowing down
does not cause it to head north.
Sooner or later, you need to turn the
car around 180 degrees. No matter
how “less bad” you are, it will not
make you good.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
68. Creative
tension
“Strategies based on negative
visions, emotional tension, and
being less bad differ
fundamentally from ones
guided by positive visions
and creative tension.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
69. Unleasing
everyday
magic “The creative process is part
of our common heritage as
human beings, and accessing
this perennial wisdowm will be
key to liberating our individual
and collective potential.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
70. You don't have
to have all the
answers
“It is only in the process of
working to bring a vision to
reality, and seeing what is
effective and what isn't, that
you will gain key insights.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
71. Learning
through
prototypes
“Academics, even brilliant ones,
frequently spend a lot of
energy talking about
problems instead of what can
be done differently.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
72. Learning
through
prototypes “Latent needs (never expressed)
are difficult or impossible to
discern with standard market
research methods, but they come
to the surface when people see
tangible embodiments of
new ideas.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
73. Learning
through
prototypes
When people see a prototype,
they say: “If we can do this, why
couldn't we do that too?”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
74. Asking for
help
“Often people in important
leadership positions think they
have to have all the answers, and
those 'below' them hold the same
view. Ironically, this fails to tap
the collective intelligence that
can arise when asking for help.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
75. “When you've got 130,000 Alcoa
employees, each of them
thinking about this for ten
minutes a day, it's amazing
what happens.”
Patrick Atkins from Alcoa
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
76. Asking for
help
“Asking for help has two benefits:
it generates a remarkable
diversity and depth of ideas
and energy for change; it also
engages people in changes
that really matter to them.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
77. Strategic
possibilities
“Many companies are selling
the wrong products to the
wrong customers based on
the wrong business model.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
78. “We were still investing more in
advertising than in developing
renewable energy.”
Vivienne Cox from BP
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
79. Looking inside
for energy
and “Identify key areas
commitment Engage skeptics
Find a way to prove it
Identify the visionaries
Draw a network map
Identify personal relationships”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
80. Anticipate
“Pick initial team members for
prototyping
Continually make linkages to key
organizational issues and goals
Demonstrate what's possible
Build contingency plans
Generate curiosity
Create clear evidence for change”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
81. Looking
outside for “Identify lead customers
energy and Leverage customer engagement and
interest
commitment Identify favourable conditions and
communities
Tie your idea to a latent or emerging
segment of the market
Pay attention to and build on your
organization's DNA”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
82. Businesses
with a
mission “Peter Drucker once said: Profit for
a company is like oxygen for a person
- Unfortunately, most businesses
operate as if their purpose is
breathing”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
83. Businesses
with a
mission “There is no more basic
confusion that prevades the
business world than the idea
that the purpose of a
company is to maximize
profit.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
84. Businesses
with a
mission “A few businesses do not exist
in order to make profit,
they make a profit in order to
contribute.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
87. Businesses
with a
mission “The key is building these
relationships slowly, so that
people really get to know one
another and what really
matters to each of us.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
88. Redesigning
for the “Current organizational
future structures have evolved in
response to the imperatives
of the past, not the future,
and they wil need to change to
support new visions,
strategies and goals.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
89. Redesigning
for the
future “Be specially sensitive to the
dangers of shifting the
burden to specialists. At
best, they can be a temporary
catalyst.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
90. Redesigning
for the
future
“Approach change by setting
lofty goals, even if no one
knows how to achieve them.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
91. It's okay not
to know how
“If you are a senior leader, you
and your team don't have to
know immediately how you're
going to achieve your vision.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
92. It's okay not
to know how
“It is crucial that you don't
frame your goal in the context
of what you know today. If
you do so, you will limit the
reach of your aspiration.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
93. "True freedom is not the absence of
structure-but rather a clear
structure that enables people to
work within established
boundaries in an autonomous and
creative way.”
Erich Fromm
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
94. Structure for
freedom
“Designing mechanisms for
horizontal, cross-boundary
collaboration is as crucial as
getting the vertical
accountabilities right.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
95. Structure for
freedom
“Rethinking organizational
structure is challenging but
high-leverage work.
Organizations get the results
they are designed for, and no
more.”
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)
96. The end
Based on the book by Peter Senge, Vryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley (Broadway Books 2008)
Prepared by: Dr. Ricardo Sosa (sosa.ricardo@gmail.com)