|
Showing 1 - 16 of
16 matches in All Departments
This open access book provides a comprehensive look at the pluses
and minuses of leadership in times of an unparalleled crisis, such
as the COVID-19 global pandemic. It examines the COVID-19 crisis in
terms of psychodynamics, crisis management, and especially from the
standpoint of complex, messy systems. It analyses how leaders need
to think and act differently to cope better with-and potentially
prevent-future crises.
This open access book provides a comprehensive look at the pluses
and minuses of leadership in times of an unparalleled crisis, such
as the COVID-19 global pandemic. It examines the COVID-19 crisis in
terms of psychodynamics, crisis management, and especially from the
standpoint of complex, messy systems. It analyses how leaders need
to think and act differently to cope better with-and potentially
prevent-future crises.
The Kilmann-Saxton Culture-Gap Survey is a self-report assessment
that takes only fifteen minutes to complete and another ten minutes
to graph the Culture-Gap Profile of a work group of five to fifteen
members This profile pinoints the difference between actual and
desired cultural norms. Additional Culture-Gap Profiles can be
calculated for larger work units, including the entire
organization. Following completion of these graphs, the members of
one or more work groups can begin discussing how to close the
largest Culture-Gaps that were identified in four areas: Task
Support, Task Innovation, Social Relationships, and Personal
Freedom. Previously, unconscious, unstated "rules of the game"
(actual norms) often undermined everyone's best efforts and
intentions. Once the these culture-gaps have been closed (or at
least brought within an acceptable threshold), members can
effectively proceed with other change initiatives and improvement
programs.
Based on the Kilmann-Saxton Culture-Gap(r) Survey, these work
sheets help participants develop unique lists of their most
dysfunctional actual norms (the unwritten rules of the game) and
then establish more desired norms (the new rules that will enhance
both performance and satisfaction). Once these culture-gaps have
been identified, additional work sheets help participants to use
the five steps of problem management (sensing problems, defining
problems, deriving solutions, implementing solutions, and
evaluating outcomes) to close their largest culture-gaps.
Participants are also asked to design and use an informal
sanctioning system in order to help one another switch from the old
norms to the new one
The members in any work group have a great deal of knowledge and
experience. But the bottom-line question is: Will all this
available talent in the group be used to manage business,
technical, and organizational problems or will the expertise and
information be wasted? This survey allows your work group to
identify what might be getting in the way of its daily functioning
in four key areas: cultural norms, people management, problem
management, and time management. By taking and self-scoring this
survey (about 30 minutes), members will be in the best position to
improve their work group, department, and whole organization.
Based on Kilmanns Team-Gap Survey, these work sheets help members
identify the largest gaps in their work group, regarding their
actual versus desired behavior in four key areas: cultural norms,
people management, problem management, and time management. Once
the largest team-gaps have been identified, group members use the
five steps of problem management (sensing problems, defining
problems, deriving solutions, implementing solutions, and
evaluating outcomes) to close these troublesome gaps. Members are
also asked to design and use an informal sanctioning system in
order to help one another switch from their old behavior patterns
to more desirable ones. After a little time (a few weeks to a few
months), members can retake Kilmanns Team-Gap Survey and then use
the additional work sheets to identify and close their most
stubborn team-gaps.
As revealed by the author's very personal journey, expanding
consciousness can indeed be achieved through a dedicated sequence
of mind/body/spirit modalities. Dr. Ralph Kilmann candidly shares
his earliest traumas and how he then investigated his fears and
anxieties by actively participating in a great variety of wellness
and healing modalities--such as talk therapy (psychoanalysis),
Holotropic Breathwork, Holosync meditation, Network Spinal Analysis
(NSA), Neuro Emotional Technique (NET), Vipassana meditation,
advanced structural alignment, electro-homeopathy, Pulsor chakra
clearing, and many others. Through his intense experiences with all
these mind/body/spirit modalities, Kilmann was able to resolve the
unintended consequences that stem from specialized (and thus
limited) efforts at living an examined life. Indeed, the author
illuminates these fundamental lessons: Without already having a
fairly conscious mind and a secure ego, you won't choose to work
through the accumulated tension and painful memories in your body.
And without maintaining an energetically flowing and feeling body,
you won't have an easy time directly and continually experiencing
the spiritual fabric of the universe. Stated differently, this book
illustrates how participating in a sequence of mind/body/spirit
modalities can transform childhood traumas into unique
opportunities for awakening to your soul's purpose and then living
your soul's purpose--which thereby sets you free. The Courageous
Mosaic, however, also recognizes how the systems in society play a
major role in either expanding or obstructing human consciousness.
This book thus considers how organizations and institutions
(including public schools, religious organizations, health-care
organizations, governments, and workplaces) can be--must
be--redesigned for conscious living. If this mission can be
achieved, many more people (and not just a privileged few) will be
able to achieve a higher level of human consciousness. Indeed, as
Kilmann convincingly demonstrates, it's only by expanding
consciousness in people--and their organizations--that humankind
can wake up and stop war, violence, hatred, poverty, hunger,
disease, hopelessness, and the destruction of our planet.
Based on C.G. Jung's 1921 theory of psychological types, four
personality styles are examined in an organizational context:
Sensation Thinking (ST), Intuition Thinking (NT), Sensation Feeling
(SF), and Intuition Feeling (NF). These four personality styles
have vastly different preferences and approaches for defining and
solving workplace problems. Kilmanns Personality Style Instrument
is a self-report assessment that takes 10 to 15 minutes to complete
and another five minutes to graph the results: Individuals and
groups discover that they tend to approach problems in either (1) a
specialized manner (favoring one style of managing problems while
ignoring the other three styles) or (2) a generalist manner (giving
due attention to how each of the four styles plays an important
role in managing complex problems). In either case, individuals and
groups learn why different styles are needed for sensing problems,
defining problems, deriving solutions, implementing solutions, and
then evaluating results.
Knowing the specific areas in which time is being diverted from
fully contributing to the organization's goals (either as
individuals or in work units), members can focus their attention on
how time can be reallocated-from spending the wrong time on the
wrong tasks or the wrong time on the right tasks to the right time
on the right tasks. After taking and self-scoring the survey (about
20 minutes), members can decide how to shift the time they spend in
addressing these key areas of their organization: (1) culture, (2)
skills, (3) teams, (4) strategy-structures, and (5) reward systems.
By Identifying their largest time-gaps and then using the five
steps of problem management (sensing problems, defining problems,
deriving solutions, implementing solutions, and evaluating
outcomes) to close those gaps, members and their work units can
fully contribute their time, wisdom, and energy to achieving their
organization's goals.
After organizational members complete the Belief Survey, they can
graph their results (as work groups or the entire organization) on
Organizational Belief Profiles. These profiles reveal the
distribution of beliefs according to External Control, Internal
Control, and Mixed Control. Then, by discussing these key results
as a group, the members will be able to rethink whether their
perceptions of various constraints or restrictions in their
workplace are actually real or largely imagined (from outdated
experiences). Without developing a collective belief in Internal
Control, no real improvements are possible. The Belief Survey takes
15 to 25 minutes to complete and score the results.
Today's executives and managers face an unprecedented challenge.
They must find innovative ways to meet the demands of the complex
and interrelated problems posed by new technology, globalization,
rapid change, and intensifying competition. Empowerment, work
engagement, training and development, organizational learning, and
other change initiatives have attempted to offer practical
solutions to this challenge. But what has been lacking is a
completely integrated approach for leading, managing, and
organizing for the new millennium. QUANTUM ORGANIZATIONS presents a
new paradigm that can help today's executives see, think, and act
in new ways that enhance organizational success and personal
meaning. Management expert and top-selling author Ralph Kilmann
brings together more than three decades of research and consulting
experience in this groundbreaking book to provide a practical guide
to achieving the essential transformational changes the new
realities require. Making use of 107 full-color illustrations, he
uses both art and science to illuminate the new paradigm for
accelerating self-awareness and self-transformation.Writing with a
masterful command of the sweep of human evolution and the awesome
discoveries of the new sciences, Kilmann shows why the old concepts
that served the industrial age must give way to altogether new
categories--a new paradigm for the age of global interdependence
and self-aware consciousness. He clearly explains how to use this
new paradigm to see the increasing interconnections among
industries, markets, organizations, and organizational members;
radically improve infrastructures, systems, and processes; create
new levels of organizational success and economic value; and reach
new heights of personal meaning, fulfillment, and enlightenment.
The Courage Assessment takes only twenty minutes to complete and
another fifteen minutes to graph the Courage Profile of a work
group of five to fifteen members. Additional pages are provided for
graphing Courage Profiles for whole departments and the entire
organization. Next, the members of each work group can begin
discussing the many implications of having been assessed as one of
four types of organization: courageous, quantum, fearful, or
bureaucratic organization. Two action recommendations can be
offered that derive from the results of the Organizational Courage
Assessment: First, an organization that is assessed as bureaucratic
can become a quantum organization-applying the available programs
and processes of organizational transformation. Thereby, members
will be empowered to act on their internalized sense of what is in
the best interests of the organization. If an organizational
transformation is just not feasible, however, then the members in
either a bureaucratic or fearful organization will have to become
more courageous: to do what is needed for long-term success despite
the risks of receiving negative consequences for challenging
traditional practices, confronting their managers and co-workers,
and ignoring official policies and procedures. Without performing
the necessary acts of courage in a fearful organization (or in a
bureaucratic organization), and thus without a personal
transformation of the members, the danger arises of organizational
members living with fear or, worse yet, giving up all hope for the
future.
Organizational influence is a two-way exchange: Organizations
cannot accomplish their goals if they cannot influence their
members to do the right things. And the members, of course, cannot
do the right things-and satisfy their needs-if they can't influence
what goes on in their organizations. This survey enables members to
assess four key aspects of their organization that they may need to
influence less or more than they do now: (1) formal systems inside
each work unit, (2) formal systems outside each work unit, (3)
informal systems inside each work unit, and (4) informal systems
outside each work unit. After taking and self-scoring this survey
(about 30 minutes), work groups can decide how changing the balance
of influence among these four domains will improve both their
performance and job satisfaction.
In this reissue of the edition first published by Jossey-Bass,
Kilmann, a consultant who formerly taught at the University of
Pittsburgh, debunks the myth that simple solutions can solve
complex organizational problems. He proposes the integration of
five tracks in his barriers to success theory: cu
|
|