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... you like to go out for a drink?” He invited me ………… III Find out the mistakes During a curfew it is not possible walking on the streets after a specified hour 2.There are a lot of work to here ... working in this hotel six months ago I have ……… Peter said to me :” Don’t go out with my cousin” Peter advised me …… My parents make me stay at home I am made… He forgot about putting his case in ... 2.There are a lot of work to here 3.Good friendship should be basing on mutual understanding 4.I couldn’t make my car to start this morning He’s one of the most bored men I have ever met If I spoke...
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Best Practives in Leadership Development & Organization Change 25
... senior executives, an unwillingness to think rigorously about themselves or their thinking It is not surprising that so many executives decline the invitation to reinvent themselves There is another ... the program resulted in an expanded pilot to proliferate LDF on a large scale LDF is now being offered to other Intel business groups across the United States and in Asia In 2000, the LDF program ... 3: Challenging the Process Session 4: Building Trust Session 5: Encouraging the Heart Session 6: Enabling Others to Act Session 7: The Vortex Session 8: Inspiring a Shared Vision Planning for Session...
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Best Practives in Leadership Development & Organization Change 26
... manufacturing equipment to product lines in order to maximize Intel profitability To help solve this problem, we created a financial model to evaluate scenarios involving complex assumptions coming from ... details to a trusting, encouraging, and inspiring contributor —Manufacturing shift manager LDF reinforced the difference between management and leadership Participating in the program enabled me to ... relates to their work at Intel A final debriefing is held in learning groups to discuss key learnings and develop action plans for applying their insights as leaders at Fab 12 Session 8: Inspiring...
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Best Practives in Leadership Development & Organization Change 27
... Company (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 ... Peters training video (BusinessTrainingMedia.com) 15 Career Systems International (www.careersystemsintl), a Beverly Kaye company, provides career development, mentoring, and talent retention tools ... Martin’s tactical jet business The alternative to meeting this change challenge was not only to lose the largest defense contract in history, but also to become a second-tier subcontractor at best, ...
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Best Practives in Leadership Development & Organization Change 28
... factors that enabled LMTAS to win the largest contract in their industry’s history—and to remain a force in the aeronautics industry BACKGROUND When Dain Hancock was named company president in ... leaders throughout to organization to in uence dayto-day behavior change In the algebra of organizations, leaders represent the numerator while all others combined form the denominator In this configuration, ... needed to be attacked Opinion LOCKHEED MARTIN leaders initially served as advisors to Anderson’s senior staff in reviewing culture change strategies, and as conduits of meaning and intent to the...
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Best Practives in Leadership Development & Organization Change 29
... in uencing 12,000 others by Enabling formal leaders to take responsibility for in uencing new behaviors by having them assume the role of “teacher” Enlisting informal opinion leaders in leading ... into what came to be known as the diffusion of innovations He looked at every kind of new behavior one could try to foster He examined what encourages doctors to begin using new drugs, what inspires ... approaches to increasing employee involvement described in this chapter Did culture change help with the JSF win? There is no concrete way of answering that question Did winning the Shingo Prize, Industry...
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Best Practives in Leadership Development & Organization Change 30
... impulses Story Wk Scene 2, Expression Story Multiple disciplines Bonds and membrane form Story Brainstorm Scene 3, Alignment Wk Brainstorm Face -to- face Improvisation and brainstorming Strengthening ... meant exploring emerging patterns in the marketplace or creating new ones Based on known realities of Mattel’s processes, Ross’s instinct told her that a new process to innovation had to be developed ... the brain by using music embedded with binary beats Finally, a twelve-by-forty-foot pushpin wall was installed, as well as floor -to- ceiling chalkboards These would serve as living journals to document...
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Best Practives in Leadership Development & Organization Change 31
... catalysts, bringing new ways of being, doing, and creating back to their previous jobs There have been sightings of cubicle walls being taken down, dialogues replacing meetings, stories being told, ... was meant to bring the brand story into view The stories, research, and product concepts were orbiting on the wall The group searched for patterns and tried to bring coherence to the story The ... meaningful stories that they felt passionate about, and by committing their stories to the wall they “announced themselves” to the community In an uncomplicated way, they were beginning to build...
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Best Practives in Leadership Development & Organization Change 32
... artist, Ross’s innovative metal work in jewelry is in the permanent collection of twelve international museums, including the Smithsonian in Washington D.C., the Victoria and Albert Museum in London, ... success in the RM role Thus, the RM Success Profile provided a tool that was uniquely tailored to help the individuals better understand their readiness to step into the role and to identify the kinds ... Approach Insights Emerging from the Assessment Results Initial Feedback and Coaching THE PROGRAM Designing the Leadership Development Experience Content of the Program Tools, Instruments, and Training...
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Best Practives in Leadership Development & Organization Change 33
... also incorporates the direct involvement of participants’ bosses into the development planning process during the program • Helping participants gain the insight needed to further develop individual ... (LAMP) was designed to bring together a global pool of twenty-two high-potential directors viewed as having potential to move into officer level positions for a nine-month long intensive leadership ... driving real business results, shaping culture, and building leadership depth To achieve these goals the program focuses on • Increasing the ability of participants to improve business results in...
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Best Practives in Leadership Development & Organization Change 34
... 310 MAINTAINING THE SPIRIT AND SETTING THE TONE 312 INTERVENTION 313 Program Design Stage Overall Competency Models Program Implementation The Journey Continues Training Methodologies and Tools ... in businesses ranging in size and maturity from venture capital–backed start-ups to Fortune 100 companies dealing with dramatic new challenges in their business and marketplace In addition to his ... career includes working for U.S West and Ameritech/SBC prior to joining McDonald’s Corporation in 1995 S CHAPTER THIRTEEN S MIT Developing the higher-level skills to create and sustain a self-perpetuating...
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Tài liệu Best Practives in Leadership Development & Organization Change 35 pdf
... Leading Indicators of Performance The performance measurement focuses on the leading indicators of performance For example, leading indicators of developing leadership and organizational learning ... building new relationships cross-functionally; enhancing customer interactions, both internally and externally to Facilities; increasing the communication flow within the department; and linking ... developing a strategic vision for the department The department respects independent thinking and believes in the reengineering concept of empowering people to get the job done and done well To so,...
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Tài liệu Best Practives in Leadership Development & Organization Change 36 doc
... Operationalizing Organizational Learning Key Competencies Develops the Ability to: Link to Organizational Learning Capabilities: Tolerate ambiguity Systems thinking In uence Team learning Confront ... and ways of interacting and (b) employees continually learning and striving for the next levels of growth Note: The “s” indicates increases in growth or the direction of in uence in a positive ... Diagram Informal leaders willing to take s new initiatives Intervention Start here Strong, respected leadership (from director) s Organizational learning disciplines linked directly to strategic...
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Tài liệu Best Practives in Leadership Development & Organization Change 37 pptx
... highlighted again in Session II to reflect changes in thinking and to capture new participants Exercise III—Ongoing Personal Mastery Exercise: Do Differently In order to start to initiate any kind of ... be the director of administration for the Boston office of Deloitte & Touche Prior to returning to MIT to work in the Department of Facilities, she was managing director at Surgency, Inc., a management ... Motorola experienced in the early- to mid-1990s, scant attention was given to developing the next generation of leaders More pressing was manufacturing and shipping product to meet seemingly insatiable...
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Tài liệu Best Practives in Leadership Development & Organization Change 38 ppt
... Employee surveys for two years in a row indicated that PDI was less customer-focused than intended and difficult to business with, owing in part to a variety of incompatible information technology systems ... 2003, Motorola had placed over seventy new leaders in its top one hundred jobs, including a new CEO, COO, CFO, CTO, and six sector presidents Probably the most telling story, however, is Motorola’s ... components requiring expertise not available within Motorola • The web-based infrastructure supporting the process was developed internally, saddling Motorola with the cost of ongoing maintenance and...
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