Organizational Culture and Leading Change
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Organizational Culture and Leading Change
- 1. Leadership Now! Organizational Culture and Leading Change December 9-10, 2008
- 9. ICEBERG ANALOGY of CULTURE basic working assumptions values attitudes beliefs biases notions behaviors architecture food dress music language patterns of thought emotional expression
- 14. Leading Change
- 23. Vision Current reality Wake up calls: feedback to learn from and guide course correction CM Process Map
- 24. All change starts with a vision
- 25. Governing ideas that anchor vision: Mission why we exist Vision what we achieve Values how we act
- 26. Strategic change A shared vision is made achievable through the development of strategic priorities, i.e., chunks of work that address critical gaps (creative tensions) between current reality and vision.
- 29. Planning Phase Coaching Organization Mission & Goals Staff Needs & Competencies Feedback Coaching Feedback Feedback Coaching Evaluation Development Planning
- 46. Motivation
Notas del editor
- ARL LMSI 1 07/24/09
- ARL LMSI 1 07/24/09
- ARL LMSI 1 07/24/09
- ARL LMSI 1 07/24/09
- Do you agree with this statement? Why/why not? Where else do we see this in other parts of our lives?
- i.e. reorganizations, installation of new computer hardware, and the creation of new products or services
- Gonzo from the muppets, I don’t know where I want to go, I just know I don’t want to be here.
- Strategic planning as practiced in today's organizations should be future oriented toward a vision, but in fact it is more about solving today's problems than realizing tomorrow's opportunities.
- Performance Management cycle begins with the planning process How much time to you give this part? (Not enough, too much?) Probably we spend too little time, yet it is the most important 1 st step to set people up for success.