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The Seven Paradoxes of Organizational Development Geoff Stack  LEED AP STACK Coordination stackcoordination.com
The big context… Planet Community Economy WE LIVE HERE.
The challenge is… …  indefinable.   - Amory Lovins, CEO, Rocky Mountain Institute  ...  improving the quality of life  for...
Our work requires… leadership +  change
Exemplary Leadership <ul><li>Model the way </li></ul><ul><li>Inspire a shared vision </li></ul><ul><li>Challenge the proce...
The business of change…
Practice of leadership + change… Change Process Who 2 Why What How 2 When (Helpful) Practices 7  P A R A D O X E S (Unhelp...
#1 - Who <ul><li>You have to do it yourself, </li></ul><ul><li>but you can’t do it alone </li></ul>We must individually li...
#2 - Who <ul><li>To get “hard results,” </li></ul><ul><li>work on the “soft stuff.” </li></ul>Leadership styles account fo...
#3 - Why <ul><li>Invitations </li></ul><ul><li>motivate. </li></ul><ul><li>Four ingredients for commitment: </li></ul><ul>...
#4 - What <ul><li>One person’s dream </li></ul><ul><li>can be another’s nightmare </li></ul>Racing up  ‘the ladder of infe...
#5 - How <ul><li>Speed up </li></ul><ul><li>by slowing down </li></ul>If ‘buy-in’ is the goal, slower collective decisions...
#6 - How <ul><li>Start small </li></ul><ul><li>to go big.   </li></ul>Identify the ‘low-hanging fruit’  Experiment and lea...
#7 - When <ul><li>Things sometimes need to get worse  </li></ul><ul><li>before they can get better </li></ul>Keep tabs on ...
Thoughts?
The Seven Paradoxes of Organizational Development Geoff Stack  LEED AP STACK Coordination stackcoordination.com
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Seven Paradoxes of Organizational Development

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Presentation of Bob Willard's "Seven Paradoxes" of helping organizations move towards sustainability.

Publicado en: Empresariales
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Seven Paradoxes of Organizational Development

  1. 1. The Seven Paradoxes of Organizational Development Geoff Stack LEED AP STACK Coordination stackcoordination.com
  2. 2. The big context… Planet Community Economy WE LIVE HERE.
  3. 3. The challenge is… … indefinable. - Amory Lovins, CEO, Rocky Mountain Institute  ... improving the quality of life for all living beings within the capacity of nature to provide that life … ‐ Paul Hawken, Natural Capital Institute, Founder  of Smith + Hawken
  4. 4. Our work requires… leadership + change
  5. 5. Exemplary Leadership <ul><li>Model the way </li></ul><ul><li>Inspire a shared vision </li></ul><ul><li>Challenge the process </li></ul><ul><li>Enable others to act </li></ul><ul><li>Encourage the heart </li></ul><ul><ul><li>- James M. Kouzes and Barry Z. Posner, The Leadership Challenge , Jossey-Bass, p. 26. Copyright © 2007 </li></ul></ul>
  6. 6. The business of change…
  7. 7. Practice of leadership + change… Change Process Who 2 Why What How 2 When (Helpful) Practices 7 P A R A D O X E S (Unhelpful) Derailers
  8. 8. #1 - Who <ul><li>You have to do it yourself, </li></ul><ul><li>but you can’t do it alone </li></ul>We must individually listen, learn + commit to others to maintain energy, courage, momentum of all. Comfort as ‘lone wolf,’ but power in numbers
  9. 9. #2 - Who <ul><li>To get “hard results,” </li></ul><ul><li>work on the “soft stuff.” </li></ul>Leadership styles account for 50-70% of how employees perceive an organization’s work environment.
  10. 10. #3 - Why <ul><li>Invitations </li></ul><ul><li>motivate. </li></ul><ul><li>Four ingredients for commitment: </li></ul><ul><li>Clarity of the goal </li></ul><ul><li>Relevance to organizational and personal success </li></ul>Allow others to ‘plan the battle’ so they don’t battle the plan. <ul><li>Involvement in shaping plan </li></ul><ul><li>Intents resonate with personal values </li></ul>
  11. 11. #4 - What <ul><li>One person’s dream </li></ul><ul><li>can be another’s nightmare </li></ul>Racing up ‘the ladder of inference’ What happened External Filtered data Internal Actions taken External Assumptions made Internal Conclusions drawn Internal Beliefs reinforced Internal
  12. 12. #5 - How <ul><li>Speed up </li></ul><ul><li>by slowing down </li></ul>If ‘buy-in’ is the goal, slower collective decisions get there faster. Fast ‘decision,’ slow ‘buy-in’ Executive idea Executive decision Collective “Buy-in” Sell + Communicate Slow ‘decision,’ faster ‘buy-in’ “ Collective Buy-in” Collective dialogue, decision (No need to “sell”) Executive idea
  13. 13. #6 - How <ul><li>Start small </li></ul><ul><li>to go big. </li></ul>Identify the ‘low-hanging fruit’ Experiment and learn before taking big risks
  14. 14. #7 - When <ul><li>Things sometimes need to get worse </li></ul><ul><li>before they can get better </li></ul>Keep tabs on daily news AND focus on the long-term vision Change is pushed by discomfort with the status quo or unease about predicted changes.
  15. 15. Thoughts?
  16. 16. The Seven Paradoxes of Organizational Development Geoff Stack LEED AP STACK Coordination stackcoordination.com

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