Leadership Without Easy Answers

"... Jefferson, Washington, Adams, Madison, Hamilton, Monroe, Benjamin Franklin - is attributed not to a demographic fluke but to the extraordinary times in which these men lived.  Instead of asserting that all of them shared a common set of traits, situationalists suggest that the times called forth an assortment of men with various talents and leadership styles.  Indeed, many of them performed marvelously in some jobs but quite poorly in others."  (17)

Leadership Without Easy Answers

"The jockey of the lead horse is leading nobody, except perhaps unintentionally to the extent that other jockeys set strategy and strive harder to overtake him."  (16)

Leadership Without Easy Answers

Heifetz, R.  (1994).  Leadership without easy answers.  Cambridge, Massachusetts: The Belknap Press of Harvard University Press.

Organizational Culture and Leadership

"...one should always remember that not all dimensions are equally salient or important in a given culture."  (155)

Organizational Culture and Leadership

"There is probably no more important category for cultural analysis than the study of how time is conceived and used in a group or organization.  Time management imposes a social order and conveys status and intention."  (134)

Organizational Culture and Leadership

"There must evolve some consensus on what symbolically and actually is defined as a reward or punishment and on the manner in which it is to be administered."  (107)

Organizational Culture and Leadership

"As Freud pointed out long ago, one of the models we bring to any new group situation is our own family model, the group in which we spent most of our early life."  (105)

Organizational Culture and Leadership

"Thus, for example, the mission of a university must balance the learning needs of the students (which includes housing, feeding, and often acting as in loco parentis), the needs of the faculty to do research and further knowledge, the needs of the community to have a repository for knowledge and skill, and the needs of the financial investors to have a viable institution, and, ultimately even the needs of society to have an institution to facilitate the transition of late adolescents into the labor market and to sort them into skill groups."  (75)

Organizational Culture and Leadership

"In fact, if a basic assumption comes to be strongly held in a group, members will find behavior based on any other premise inconceivable."  (28)

Organizational Culture and Leadership

"For academic knowledge to be useful, it must illuminate experience and provide explanations for what we observe that puzzles or excites us."  (2)

Organizational Culture and Leadership

Macrocultures - "Nations, ethnic and religious groups, occupations that exist globally"

Organizational cultures - "Private, public, nonprofit, government organizations"

Subcultures - "Occupational groups within organizations"

Microcultures - "Microsystems within or outside organizations"

(2)

Organizational Culture and Leadership

Schein, E.H.  (2010).  Organizational culture and leadership.  San Francisco: Jossey-Bass.

The Nature of Leadership

"They forget that the most talented people chafe at bureaucracy and hierarchy.  They forget that intrinsic rewards are the best motivators.  They refuse to believe that work should feel like fun, or better than fun."  (341)

The Nature of Leadership

"What impact does the public's knowledge that reality is being manipulated have on its trust in its leaders?  And how does the Internet affect modern leadership, given its ability to create buzz about an individual or vilify him or her with a keystroke?  These are things we need to know in an age where television cameras can create seeming character and instant polling allows leaders to change their positions in midspeech."  (341)

The Nature of Leadership

"To an outsider, it is almost impossible to imagine that any organization would prefer silence to honest criticism that saves lives.  But such deadly organizational quietism happens all the time."  (338)

The Nature of Leadership

"As Harvard Business School scholar Lynn Sharp Paine says of morality and business, ethics does not always pay, but it always counts."  (337)

The Nature of Leadership

"Whereas virtues come naturally to those who practice them, they are not mindless habits.  People must practice them fully conscious of knowing that what they are doing is morally right."  (325)

The Nature of Leadership

"Power comes with a temptation to do evil and an obligation to do good."  (322)

The Nature of Leadership

"Achieving their objectives for social justice while empowering and disciplining followers to use nonviolent resistance is morally good leadership."  (315)

The Nature of Leadership

"Locke argued that if altruism is about self-sacrifice, then leaders who want to be truly altruistic will pick a job that they do not like or value, expect no rewards or pleasure from their job or achievements, and give themselves over totally to serving the wants of others.  He then asked, 'Would anyone want to be a leader under such circumstances?'  (Avolio & Locke, 2002, pp. 169-171).  One might also ask, Would we even want such a person as a leader?"  (314)

The Nature of Leadership

"...Immanuel Kant (1993) argued that because we cannot always know the results of our actions, moral judgments should be based on the right moral principles and not contingent on outcomes."  (309)

The Nature of Leadership

"...scholars in history, biology, and other subjects do not all agree on the definition of their subject, and, even if they did, it would not help them to understand it better.  Futhermore, scholars do not determine the meaning of a word for the general public."  (305)

The Nature of Leadership

"Culture can thus spring from three sources: (a) the beliefs, values, and assumptions of founders of organizations; (b) the learning experiences of group members as their organization evolves, and (c) new beliefs, values, and assumptions brought by new members and leaders (Schein, 1992)."  (275)

The Nature of Leadership

"An immediate implication of Wofford's model is that the likelihood that a leader will utilize a particular behavioral style is contingent on that leader first establishing appropriate scheme in memory.  Sensibly, individuals cannot act in a transformational manner unless they possess the appropriate schemata and scripts, nor can they regulate their behavior around a transformational identity unless they fully understand what it means to be transformational."  (128)

The Nature of Leadership

"Likewise, some individuals can be successful as leaders in some situations but not in others.  We would argue, however, that such success is a function of narrowly prescriptive leadership contexts that respond to a specific set of leader competencies, such as lower-level or direct line supervision (Jacobs & Jaques, 1987b; Zaccaro, 2001).  As leadership situations become more complex and varied, we suspect that personal attributes play a more substantial role in predicting success."  (104)

The Nature of Leadership

"The wise leader, according to Lao-tzu, was to be selfless, hardworking, honest, able to time the appropriateness of actions, fair in handling conflict, and able to 'empower' others (to use a more current vernacular).  Early and medieval mythology (e.g. Homer's Iliad and Odyssey; Alfred, Lord Tennyson's Idylls of the King) focused on the attributes of heroes, whereas biblical writing emphasized wisdom and service to others as leadership qualities.  Plato's Republic (1960) emphasized that in the ideal nation-state, effective leaders used reasoning capacities and wisdom to lead others....  His student Aristotle argued in Politics (1900) that leaders were to help others seek virtue; they would do so by themselves being virtuous."  (101)

The Nature of Leadership

"... leadership is not merely an academic interest; practical research arguably should offer insights into application and development of leadership within real-world settings, something qualitative methodologies have yet to demonstrate."  (82)

The Nature of Leadershipt

"However, a basic assumption is that individuals have the capacity to learn how to engage in various 'styles,' thus implying that leadership is not merely behavioral, as mentioned above, but that it may also be learned, much like any other competency."  (80)

The Nature of Leadership

"The practice of acknowledging study shortcomings is also congruent with the philosophy of science position that all research is flawed in one way or another and that knowledge can be built only through multiple investigations of the same phenomena, using different samples, methods, analytic practices, and so forth."  (70)

The Nature of Leadership

"Most self-managing teams have highly interdependent activities and are responsible for producing a distinct product or service.  Usually, the members have similar functional backgrounds, and they often take turns performing the various tasks for which the team is responsible."  (37)

The Nature of Leadership

"The person designated to perform the specialized leadership role is considered to be 'the leader.'  Others are considered to be 'followers' even though they themselves may help the leader in performing leadership functions.  Furthermore, it is possible for a person to be a leader and a follower at the same time..."  (25)

The Nature of Leadership

"To start, it is important to realize that there are many definitions of leadership - not just one - and, of course, a leadership scholar or practitioner's purpose will have a strong impact on the definition selected."  (25)

The Nature of Leadership

"There paradigmatic antecedents are concerned with the ontology and epistemology of leadership.  In other words, what is the nature of reality and how can we know what we know?"  (23)

The Nature of Leadership

"...we use the term 'paradigm' to reflect the commonly held perspectives of leadership academicians and practitioners concerning their ontological, epistemological, and methodological beliefs."  (23)

The Nature of Leadership

"It is only through efforts to consolidate findings that leadership research will go to the next level - where we may finally be able to construct and test a general theory of leadership.  Previous research has laid the foundations for such a theory."  (11)

The Nature of Leadership

"These contextual factors can include leader hierarchical level, national culture, leader-follower gender, organizational characteristics, among others."  (10)

The Nature of Leadership

"This position would suggest that what leaders do is largely irrelevant and that leader ratings may reflect simply the implicit leadership theories that individuals carry 'in their heads.'"  (8)

The Nature of Leadership

"LMX theory [relational] describes the nature of the relations between the leaders and their followers."  (8)

The Nature of Leadership

Antonakis, J., Cianciolo, A.T., & Sternberg, R.J.  (2004).  The nature of leadership.  Thousand Oaks, California: Sage Publications, Inc.

Team of Rivals

"'Enough lives have been sacrificed.  We must extinguish our resentments if we expect harmony and union.'"  (Lincoln)  (732)

Team of Rivals

"'Go home my friends, and read attentively the tenth verse of the thirtieth chapter of Proverbs!'  The verse reads as follows: 'Accuse not a servant to his master, lest he curse thee, and then be found guilty.'"  (672)

Team of Rivals

"'A man has not time to spend half his life in quarrels.  If any man ceases to attack me, I never remember the past against him.'"  (Lincoln)  (665)

Team of Rivals

"As the election grew close, Lincoln told a visitor: 'I would rather be defeated with the soldier vote behind me than to be elected without it.'"  (664)

Team of Rivals

"'I happen temporarily to occupy this big White House,' he said.  'I am a living witness that any one of your children may look to come here as my father's child as...'"  (653)

Team of Rivals

"Chittenden concluded that his extraordinary want of vindictiveness toward someone who had caused him such grief proved that Lincoln 'must move upon a higher plane and be influenced by loftier motives than any man' he had ever known.  Yet while Lincoln did indeed possess unusual magnanimity, he was also a shrewd politician."  (635)

Team of Rivals

"'Never did a President enter upon office with less means at his command,' he began.  'All that was known of him was that he was a good stump-speaker, nominated for his availability, - that is, because he had no history.'"  (James Russell Lowell)  (595-596)

Team of Rivals

"All this has been accomplished, Adams acknowledged, with a remnant tinge of condescension, not because Lincoln possess 'any superior genius' but because he, 'from the beginning to the end, impressed upon the people the conviction of his honesty and fidelity to one great purpose.'"  (595)

Team of Rivals

"The next week, Lincoln related a peculiarly pleasant dream.  He was at a party, he told Hay, and overheard one of the guests say of him, 'He is a very common-looking man.'  In the dream, he relished his reply: 'The Lord prefers Common-looking people that is the reason he makes so many of them'  His dreamed response still amused him as he recalled it the next day."  (593)

Team of Rivals

"'... But, in a larger sense, we can not dedicate - we can not consecrate - we can not hallow - this ground.  The brave men, living and dead, who struggled here, have consecrated it, far above our poor power to add or detract.  The world will little note, nor long remember, what we say here, but it can never forget what they did here...'"  (Lincoln)  (586)

Team of Rivals

"Although the president listened to the opinions of many, he took pride in arriving at his own decisions in his own way."  (587)

Team of Rivals

"'...Better give your path to a dog, than be bitten by him in contesting for the right.  Even killing the dog would not cure the bite.'"  (Lincoln)  (570)

Team of Rivals

"But he recognized it was safer to keep Chase as a dubious ally within the administration rather that to cut him loose to mount a full-blown campaign.  Meanwhile, so long as Chase remained in the cabinet, Lincoln insisted on treated him with respect and dignity."  (566)

Team of Rivals

"'No two men were ever more utterly and irreconcilably unlike,' Stanton's private secretary, A.E. Johnson, observed.  'The secretiveness which Lincoln wholly lacked, Stanton had in marked degree; the charity which Stanton could not feel, coursed from every pore in Lincoln.  Lincoln was for giving a wayward subordinate seventy times seven chances to repair his errors; Stanton was for either forcing him to obey or cutting off his head without more ado.  Lincoln was as calm and unruffled as the summer sea in moments of gravest peril; Stanton would lash himself into a fury over the same condition of things.  Stanton would take hardships with a groan; Lincoln would find a funny story to fit them.  Stanton was all dignity and sternness, Lincoln all simplicity and good nature... yet no two men ever did or could work better in harness.  They supplemented each other's nature, and they fully recognized the fact that they were a necessity to each other.'"  (Charles Benjamin)  (560)

Team of Rivals

"The story is told of an army colonel who rode out to the Soldiers' Home, hopeful of securing Lincoln's aid in recovering the body of his wife, who had died in a steamboat accident.  His brief period of relaxation interrupted, Lincoln listened to the colonel's tale but offered no help.  'Am I to have no rest?  Is there no hour or spot when or where I may escape this constant call?  Why do you follow me out here with such business as this?'  The disheartened colonel returned to his hotel in Washington.  The following morning, Lincoln appeared at his door.  'I was a brute last night,' Lincoln said, offering to help the colonel in any way possible."  (512)

Team of Rivals

"Seward was the one man in the cabinet Lincoln trusted completely, the only one who fully appreciated his unusual strengths as a leader, the only one he could call an intimate friend."  (488)

Team of Rivals

"Called upon to speak, Lincoln replied cheerfully that 'if I were as I have been most of my life, I might perhaps, talk amusing to you for half an hour,' but as president, 'every word is so closely noted' that he must avoid any 'trivial' remarks."  (484)

Team of Rivals

"The president made clear he was not seeking 'advice about the main matter,' for he had already considered their views before reaching his decision; but he would welcome any suggestions on language."  (482)

Team of Rivals

"...  If the colored people instead of having been stolen and forcibly brought to the United States had come as free immigrants, like the German and the Irish, never thought of as suitable objects of property, they never would have become the objects of aversion and bitter persecution."  (Frederick Douglass)  (470)

Team of Rivals

"How pathetic, the Liberator noted, that the president of a country 'sufficiently capacious to contain the present population of the globe,' a nation that 'proudly boasts of being the refuge of the oppressed of all nations,' should consider exiling 'the entire colored population... to a distant shore.'"  (469-470)

Team of Rivals

"He understood that one of the principal stumbling blocks in the way of emancipation was the pervasive fear shared by whites in both the North and the South that the two races could never coexist peacefully in a free society."  (Lincoln)  (469)

Team of Rivals

"She was determined to create nothing less than a 'rival court' to the White House that could help catapult Chase to the presidency.  In the spring of 1862, she reigned supreme."  (435)

Team of Rivals

"Over coffee and dessert in the parlor, the women could spread disdainful gossip about Mary Lincoln."  (435)

Team of Rivals

"'First to Mrs. Seward's' columnist Cara Kasson reported, where Anna Seward officiated in the absence of Frances.  A black doorman delivered their card to yet another servant, 'who places it in the silver-card receiver, at the same moment ushering us in (names clearly pronounced),k to the presence of Mrs. Seward.' Greetings were exchanged and refreshments served, before proceeding to the next reception at Mrs. Caleb Smith's.  There they found 'an elegantly set table, salads and all good things.'  After visiting Mrs. Welles, who always entertained 'in her friendly manner,' the ladies would 'take a glass of wine at Mrs. Blair's, admire the queenly dignity of Mrs. Bates, and then drive on to pay our respects to Mrs. McClellan and Mrs. Stanton.'"  (434)

Team of Rivals

"She was 'more of a professional beauty than had at that time ever been seen in American,' noted Mary Adams French, the wife of the famed sculptor Daniel Chester French, 'with a beauty and a regal carriage which we called 'queenly,' but which no real queen ever has.'"  (Kate Chase)  (433)

Team of Rivals

"'... there is one thing I must say to you, as we don't know each other: That as a Democrat I opposed your election, and did all I could for your opponent; but I shall do no political act, and loyally support your administration as long as I hold your commission; and when I find any act that I cannot support I shall bring the commission back at once, and return it to you.'

Lincoln replied, 'That is frank, that is fair.  But I want to add one thing: When you see me doing anything that for the good of the country ought not to be done, come and tell me so, and why you think so, and then perhaps you won't have any chance to resign your commission.'"

(General Benjamin Butler & Lincoln)  (369)

Team of Rivals

"Indeed, Chase would never cease to underestimate Lincoln, nor to resent the fact that he had lost the presidency to a man he considered his inferior."  (365)

Teams of Rivals

"Seward was slowly but inevitably coming to appreciate Lincoln's remarkable abilities.  'It is due to the President to say, that his magnanimity is almost superhuman...'"  (364)

Teams of Rivals

"All his life, he had taken care not to send letters written in anger."  (Lincoln)  (363)

Team of Rivals

"Lincoln then directly addressed the point of the meeting.  'I have done with you,' he said, 'what I would not perhaps have ventured to do with any other man in the country - sent for you to ask whether you will accepted the appointment of Secretary of the Treasury, without, however, being exactly prepared to offer it to you.'"  (Lincoln to Chase)  (291)

Team of Rivals

"For Chase, the situation presented particular problems.  Though he publicly denounced Brown's violation of law and order, his younger daughter, Nettie, later conceded that 'for a household accustomed to revere as friends of the family such men as Sumner, Garrison, Wendell, Phillips, Whittier, and Longfellow,' it was impossible not to sympathize with 'the truly good old man who was about to die for others.'  She and her friends built a small fort in the conservatory and 'raised a flag on which was painted... defiantly 'Freedom forever; slavery never.''  When friends warned Chase that such open support of Brown could not be countenanced, he had to explain to his daughter that 'a great wrong' could not be righted 'in the way poor old John Brown had attempted to do.'  The little fort was dismantled."  (228)

Team of Rivals

"'Our progress in degeneracy appears to me to be pretty rapid.  As a nation, we begin by declaring that 'all men are created equal.'  We now practically read it 'all men are created equal, except negroes.'  When the Know-Nothings get control, it will read 'all men are created equal, except negroes, and foreigners, and catholics.'  When it comes to this I should prefer emigrating to some country where they make no pretence of loving liberty - to Russia, for instance.'"  (Lincoln to Speed)  (180-181)

Team of Rivals

"Lincoln told Joshua Speed, 'I am slow to learn and slow to forget that which I have learned.  My mind is like a piece of steel, very hard to scratch any thing on it and almost impossible after you get it there to rub it out.'"  (164)

Team of Rivals

"'It makes human nature better to believe that one human being was perfect,' Lincoln argued, 'that human perfection is possible.'"  (on George Washington) (152)

Team of Rivals

"Had his marriage been happier, Lincoln's friends believed, he would have been satisfied as a country lawyer.  Had he married 'a woman of more angelic temperament,' Springfield lawyer Milton Hay speculated, 'he doubtless, would have remained at home more and been less inclined to mingle with people outside.'"  (132)

Team of Rivals

"A prominent Chicago politician, Justin Butterfield, asked if he was against the Mexican War, replied: 'no, I opposed one War [the War of 1812].  That was enough for me.  I am now perpetually in favor of war, pestilence and famine.'"  (122)

Team of Rivals

"'[Humor] can deflate without destroying; it can instruct while it entertains; it saves us from our pretensions; and it provides an outlet for feeling that expressed another way would be corrosive.'"  (unknown)  (103)

Team of Rivals

"Modern psychiatry regards humor as probably the most mature and healthy means of adapting to melancholy.  'Humor, like hope, permits one to focus upon and to bear what is too terrible to be borne,' writes George Valliant.  (103)

Team of Rivals

"Lincoln replied that he was more than willing to die, but that he had 'done nothing to make any human being remember that he had lived, and that to connect his name with the events transpiring in his day and generation and so impress himself upon them as to link his name with something that would redound to the interest of his fellow man was what he desired to live for.'"  (Joshua Speed)  (99-100)

Team of Rivals

"In Lincoln's time, this combination of symptoms - feelings of hopelessness and listlessness, thoughts of death and suicide - was called hypochondriasis ('the hypo') or 'the vapours.'  Its source was thought to be in the hypochondria, the portion of the abdomen which was then considered the seat of emotions, containing the liver, gallbladder, and spleen.  Treatment for the liver and digestive system was recommended."  (99)

Team of Rivals

"'I shall be very lonesome without you,' Lincoln told Speed.  'How miserably things seem to be arranged in this world.  If we have no friends, we have no pleasure; and if we have them, we are sure to lose them, and be doubly pained by the loss.'"  (98)

Team of Rivals

"They accused him of plotting 'to overthrow republican institutions' by undoing the separation of church and state."  (83)

Team of Rivals

"In particular, he proposed to reform the school system, where the virulently anti-Catholic curriculum frightened immigrants away, dooming vast numbers to illiteracy, poverty, and vice.  To get these children off the streets and provide them with opportunities in advance, Seward hoped to divert some part of the public schools funds to support parochial schools where children could receive instruction from members of their own faith."  (83)

Team of Rivals

"'...  I part without anger, but without affection.'"  (76)  (Seward on Tracy)

Team of Rivals

"When his New Salem friend and neighbor Mrs. Samuel Hill asked him whether he believed in a future realm, he answered no.  'I'm afraid there isn't,' he replied sorrowfully."  (Lincoln on the death of Ann)  (56)

Team of Rivals

"With remarkable energy and tenacity he quarried the thoughts and ideas that he wanted to remember.  'When he came across a passage that Struck him,' his stepmother recalled, 'he would write it down on boards if he had no paper,' and 'when the board would get too black he would shave it off with a drawing knife and go on again.'  The once he obtained paper, he would rewrite it and keep it in a scrapbook so that it could be memorized.  Words thus became precious to him, never, as with Seward, to be lightly or indiscriminately used."  (Lincoln)  (52)

Team of Rivals

"Books became his academy, his college.  The printed word united his mind with the great minds of generations past."  (Lincoln)  (51)

Team of Rivals

"What he had in the way of education, he lamented, he had to pick up on his own."  (51)

Team of Rivals

"A born storyteller, he possessed a quick wit, a talent for mimicry, and an uncanny memory for exceptional stories.  These qualities would prove his greatest bequest to his son."  (re: Lincoln's father, Thomas Lincoln) (50)

"'Only a look...  All my reluctance vanished and I went with a right good will.  He ruled by kind words & kind looks.'"  (Salmon Chase on his father Ithamar Chase)  (35)

Team of Rivals

"Such intimate male attachments, as Seward's with Berdan, or, as we shall see, Lincoln's with Joshua Speed and Chase's with Edwin Stanton, were 'a common feature of the social landscape' in nineteenth-century America..."  (33)

Team of Rivals

"Never late for appointments, [Chase] had no patience with the sin of tardiness, which robbed precious minutes of life from the person who was kept waiting."  (17)

Team of Rivals

"The fireplace int he parlor had been crafted by the young carpenter Brigham Young, later prophet of the Mormon Church."  (13)

Team of Rivals

"...Lincoln's strategy was to give offense to no one.  He wanted to leave the delegates 'in a mood to come to us, if they shall be compelled to give up their first love.'"  (10)

Team of Rivals

"Moreover, Lincoln possessed an uncanny understanding of his shifting moods, a profound self-awareness that enabled him to find constructive ways to alleviate sadness and stress."  (xvii)

Team of Rivals

Goodwin, D.K.  (2005).  Team of rivals: The political genius of Abraham Lincoln.  Simon & Schuster Paperbacks: New York.

The U

I just watched "The U" 30 for 30, streaming on Netflix.  I need to look up the details to find the bibliography.

I was struck by a few things:

Coaching leadership:  There were subtle differences between the 3 coaches documented in the film.

Recruiting:  The first coach used the community for recruiting.  Miami was in the midst of incredible racial tensions, including killings and riots.  At the same time, high school football was huge.  (I believe it still is.)  The youth of these neighborhoods recognized that football was one way for them to get out.  The white coach went into the impoverished neighborhoods and recruited these young boys.  This provided him a team of talented, hard-working, local boys.  At the same time, these boys grew up in crime-ridden neighborhoods and for some of them, crime, lying, and cheating were just ways to get by.  Some of them felt this even more when, much like the Fab Five, they realized how much money the University (and the city of Miami) was making off of them while they were only provided the bare minimum (tuition, books, room, board).  For those of them with families / children, the bare minimum for themselves was not enough.  (Plus, as there is no minor league to go to instead of the NFL, there is no reason these boys HAD to have academic ambitions.  For the ones who did/do, the education and educational resources provided may have been enough of a benefit.  For those who did not have academic ambitions, there was no reason not to take money from boosters, such as 2 Live Crew.  This was just their way to get into the NFL.  And the U did put plenty of players in the NFL.)

"Office" culture:  The 3 coaches did promote different team cultures.  Some promoted the showmanship.  And none of them ever had high disciplinary expectations for the team.

I am curious to think about various team cultures and leadership through coaching in big and small sports programs, particularly at the college level (as I am focusing in Higher Education).

What Is Resistance-Free Change?

"Albert Einstein said, 'We cannot solve our current problems using the same level of awareness that created them.'"  (12)

What Is Resistance-Free Change?

"'There can be no organizational transformation without personal transformation.'"  (Dr. Edward Deming)  (11)

What Is Resistance-Free Change?

"Great cultures are passionate, purposeful, and fun.  Organizations that have such cultures routinely lead their markets."  (10)

What Is Resistance-Free Change?

"When you study unsuccessful change efforts up close, one common pattern emerges:
"1.  The more obvious, tangible, and relatively easy-to-address aspects of the change are tackled.
"2.  The invisible, intangible, risky, and ultimately most powerful aspects are ignored."  (3)

What Is Resistance-Free Change?

"It is not inevitable or natural for people to resist change."  (3)

What Is Resistance-Free Change?

Klein, E.  (2008).  What is resistance-free change?: Why 75% of change efforts fail & how you can succeed.  Dharma Consulting.

The Allegory of the Cave

"Yes, he said, I think that he would rather suffer anything than entertain these false notions and live in this miserable manner."  (3)

The Allegory of the Cave

"And first he will see the shadows best, next the reflections of men and other objects in the water, and then the objects themselves;"  (2)

The Allegory of the Cave

"Will he not fancy that the shadows which he formerly saw are truer than the objects which are now shown to him?"  (2)

The Allegory of the Cave

"To them, I said, the truth would be literally nothing but the shadows of the images."  (2)

The Allegory of the Cave

"It's true that many people around you now may think you are weird or even a danger to society, but you don't care.  Once you've tasted the truth, you won't ever want to go back to being ignorant!"  (introduction, 1)

The Allegory of the Cave

Plato.  The allegory of the cave.

Is Real Change Possible?

"...when training is delivered in this manner it can produce backlash - either overtly or in the more insidious form of organizational cynicism that labels the training as 'flavor-of-the-month.'"  (4)

Is Real Change Possible?

"'Culture eats strategy for lunch.'"  (4)

Is Real Change Possible

This means giving full attention to the neglected quadrants of personal meaning and culture.  It also means setting clear standards for behavior and performance while also adjusting the organizational structure and processes to both reflect the cultural values and support desired results."  (3)

Is Real Change Possible?

Quadrant 4: Systems & Structure

"This is the quadrant of organization design, technology, workflow, policies and procedures, metrics, reward systems, and regulations."  (3)

Is Real Change Possible?

Quadrant 3: Culture
"This cultural domain focuses on the interior, often hidden, territory of our shared assumptions, values, and "unwritten rules."  (3)

Is Real Change Possible?

Quadrant 2: Skills

"This dimension is where leaders pay attention to developing skills, defining competencies, and nurturing habits that promote peak performance."  (3)

Is Real Change Possible?

Quadrant 1: Personal Meaning

"In this dimension leaders attend to inner development, recognizing that no substantive change in the organization is possible without a change in personal meaning or identity."  (2)

Is Real Change Possible?

Individual / Collective
Subjective / Objective

Individual Subjective: Personal Meaning & Engagement
Collective Subjective: Culture & Shared Values
Individual Objective: Skills & Behaviors
Collective Objective: Systems & Structure

(2)

Is Real Change Possible?

Klein, E.  Is real change possible?

LEAD 600 - T. Monroe