Joyce Osland, Lucas Professor of Global Leadership and Executive Director of the Global Leadership Advancement Center, San Jose State University
Bringing together employees from different departments and external partners and stakeholders is a major challenge for today's leaders. Dr. Osland will highlight best practices of effective collaboration for both leaders and their organizations.
1. LEADING INTERNAL AND
EXTERNAL COLLABORATION
Western Museum Association
October 27, 2015
Joyce Osland, Ph.D.
Executive Director, Global Leadership Advancement Center
Lucas Endowed Professor of Global Leadership
San Jose State University
3. • Social Benefit
• Excellence
• Leadership
• Collegiality: To provide opportunities for
individuals to connect and develop life-long
relationships, as they create a community of
colleagues who support each other’s institutional
endeavors and personal well-being.
• Fun
• Trust: To respect one another and be confident in
the integrity of our diverse museum community.
• Inclusion: To encourage differences of opinions,
perspectives, and unfamiliar ideas, as they enrich
the WMA.
• Sustainability
WMA CORE VALUES & COLLABORATION
The end goal of collaboration
6. NO INNOVATION WITHOUT
COLLABORATION: PIXAR EXAMPLE
• A messy iterative process involving hundreds
of people
• Tens of thousands of ideas in each film
• “Dailies” attended by many people from all
areas who offer ideas/feedback, regardless of
role or level
• Art, technology and business as equal partners
– no dominant voice
7. A BENEFIT OF PIXAR
COLLABORATION
“Pixar has always erred on the side of having
people feel like they’re a part of the process. I
know of very few employees who don’t
immediately go to the theater just to see how
may people are lined up with a film first
comes out. You’d be hard-pressed to find
that in any other business, and I would say
any other studio. Imagine the receptionist
going to do that! People are so engaged.”
Collective Genius: The Art and Practice of Leading Innovation, Hill, Brandeau, Truelove &
Lineback, 2014, p. 22.
13. SEVEN STEPS OF SOCIALIZATION
Careful selection
of candidates
Humility-inducing
experiences In-the-trenches
training
Careful attention
to rewards & control
systems
Careful adherence
to core valuesReinforcing
folklore
Consistent role
models
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
16 -15(Pascale, R. T. “The Paradox
of Organizational Culture.”)
18. How Leaders Create/Modify an
Organizational Culture
Ø What leaders pay attention to, measure and
control on a regular basis
Ø Deliberate role modeling, teaching and coaching
Ø Create and transmit new stories & symbols
Ø Socialize newcomers
Ø Inculcate key values in training
Ø Change reward system to benefit those who
behave in accordance with values
Ø Hire, promote, fire in accordance with values
22 -18
(Edgar Schein, Organizational Culture and Leadership)