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Best Practives in Leadership Development & Organization Change 25
... exec-utives, an unwillingness to think rigorously about themselves or their thinking.It is not surprising that so many executives decline the invitation to reinventthemselves. There is another choice, ... truly interested in developing their leadership abilitiesparticipate in LDF.5. Apply Warren Bennis’s Innovative Learning Methods to the design ofLDF.7This method advocates that learning is ... has published several articles and was recently pub-lished in the Change Champion’s Field Guide.Jeff Osborne has been a leader in the Honeywell Aerospace business for since1988. During that...
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Best Practives in Leadership Development & Organization Change 26
... 12.Session 8: Inspiring a Shared Vision (6 Hours)Inspiration is discussed as a key component of an effectively communicatedvision and is generated by a leader being authentic in his or her communica-tion. ... supply chain and have eliminated Purchasing, Receiving & Storesfrom the tactical procurement chain. ISS introduced an “integrateddistributor” to take requirements from Field Service Engineers ... introspective about how this experiencerelates to their work at Intel. A final debriefing is held in learning groups todiscuss key learnings and develop action plans for applying their insights asleaders...
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Best Practives in Leadership Development & Organization Change 27
... Smith is the LDF Program manager with nine years’ Intel experience.Prior to Intel, she was a captain in the U.S. Air Force, with a B.S. in industrialengineering from the University of Arkansas.Susan ... leadership practices: challengingthe process, inspiring a shared vision, enabling others to act, modeling the way,and encouraging the heart. LPI is a product of and published by Jossey-Bass,Pfeiffer ... (www.tompeters.com) offers global consulting services and in- house training.11. Ninth House and Instant Advice are trademarks of Ninth House, Inc. Innovation:WOW! ProjectsTM(and Capturing Brand YouTMare trademarks...
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Best Practives in Leadership Development & Organization Change 28
... faster. Not only is winning in this environment harder, but losing puts a company at greater riskof making a spectacular crash. This was never more clear than in the defenseindustry, where the ... years, and, what is important, thissuccess was among the factors that enabled LMTAS to win the largest contract in their industry’s history—and to remain a force in the aeronautics industry.BACKGROUNDWhen ... limping along with 1970s vintage manufacturing technology—not surprising, since the plant had suffered from a lack of capital investmentfor several years. During the tenuous early 1990s in the...
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Best Practives in Leadership Development & Organization Change 29
... for in uencing newbehaviors by having them assume the role of “teacher”2. Enlisting informal opinion leaders in leading change by identifyingthem, listening to them, and involving them in strategic ... opinion leaders is not in the headlines, it’s in thecafeteria lines. Opinion leaders reach into every conversation, every meeting,and every decision made in an organization. The question is: ... participate in. Our intention from the beginning was to have opinion leader involvementslightly lag involvement of the chain of command. This is important for two rea-sons: first, because it is the formal...
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Best Practives in Leadership Development & Organization Change 30
... towardimprovisation with an emphasis on what is emergent or what is being created atthe moment, not what is scripted. Postmodernism calls for an end to the dom-inance of an overarching belief in scientific ... PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGEpresentation includes tested products, packaging, merchandising ideas, and afull financial analysis.This was accomplished by choosing twelve ... This book describes the pivotal role thatcertain common but challenging conversations play in accelerating or impedingchange—and the skills for succeeding at them. The book outlines the principlesreferred...
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Best Practives in Leadership Development & Organization Change 31
... consumer. This was structured in three phases: part-nering, building, and testing. The face-to-face meetings became an essential partof their project planning, and the concept of “stewarding” was ... 275 272 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGEScene 3, AlignmentImprovisation and brainstormingStrengthening bondsBonds strengthenWk. 4Story BrainstormBrainstormFigure ... wall.Subjective—Find your passion in the vision. Create a story about what thisinitiative means to you in a very personal way. Platypi were asked to par-ticipate in an exercise called “What...
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Best Practives in Leadership Development & Organization Change 32
... of business management. A world-renownedartist, Ross’s innovative metal work in jewelry is in the permanent collection oftwelve international museums, including the Smithsonian in Washington ... devel-opment initiative within the Girls Division of Mattel, Inc. Kuehler’s backgroundencompasses over fifteen years in the design and entertainment fields. His edu-cation is in design, engineering, ... variety ofother useful information was gathered in the course of this preliminary workthat has proved valuable in guiding the ongoing efforts to design training anddevelopment initiatives for regional...
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Best Practives in Leadership Development & Organization Change 33
... Having learned the importance of and practicing better listening skills,particularly when working in groups (for example, allowing others toexpress their opinions, understanding before reacting)ã ... learning groups, as well as ongoing follow-up and coaching of individual participants.Tools, Instruments, and Training MaterialsThere were a number of support tools, instruments, and training ... for the initialprogram participants but also in helping to set the stage for in uencing the designof current and future leadership initiatives within the company.296 BEST PRACTICES IN LEADERSHIP...
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Best Practives in Leadership Development & Organization Change 34
... can’t and aren’t doing things better than we are. In fact, in healthycompanies, innovation occurs when every leader has a mindset of continuousimprovement and is constantly scanning the external ... digressionsPlanning/Tracking012345678910A few key members dominating and somemembers not participatingEveryone contributing and involved in discussion and team processMeeting participation/Involvement012345678910More ... Telephone interviews some-times catch people off guardand keep them fromcommunicating.ã Those not interviewed mayfeel discriminated against.ã Scheduling may be difcult.ã There is a risk of...
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Tài liệu Best Practives in Leadership Development & Organization Change 35 pdf
... sessionfocused on developing personal mastery with its foundational premise based onthis thought:The missing link in leadership development is growing the person to grow the leader.—Kevin Cashman (1998, ... time, envisioning in detail how it operates in a healthy, productive, sustainable way. A key ques-tion for this exercise was: What was it you and others did back in 2001 toachieve this remarkable ... theirdecisions have on each other.The Journey ContinuesThis first session set the stage for continued work in building a learning orga-nization and developing the future leaders within Facilities....
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Tài liệu Best Practives in Leadership Development & Organization Change 36 doc
... individuals receivedcomputer trainingTraining was generally focused ontechnical issuesAnnual performance reviews foradministrative staff were conductedinformally and inconsistentlyAdministrative ... vision)*Maintain sense of humorSystems thinkingTeam learningTeam learningTeam learningTeam learning, mental modelsPersonal mastery, team learningSystems thinkingTeam learning, personal ... are in useAll employees receive training in elec-tronic mail and web fundamentalsLearning is aligned to strategic goalsThe annual performance review processfor administrative staff is formal...
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