Results for: “Business & Economics”
|J. Richard Hackman||Berrett-Koehler Publishers||ePub|
Rhonda M., a senior intelligence analyst, has a problem with the team she is leading, and she is not sure what to do about it.1 A few weeks ago, the chief of Rhonda’s unit asked her to pull together a team to assess the possible secondary consequences of an overseas intervention that was being planned. The intervention would significantly disrupt the channels through which massive quantities of illegal drugs were being moved from the country where they were produced to the countries where they would be sold. Although it was to be carried out covertly, the intervention was certain to be noticed and eventually it probably would become known who sponsored it. The administration official who requested the assessment was especially interested in knowing how the leaders of both the country’s political opposition and the drug cartels that operated there were likely to respond to the intervention. Even a successful operation, he thought, might create problems more serious than those it would solve. Because preparations were moving forward rapidly, he needed the assessment within a month.See All Chapters
|Dannemiller Tyson Associates||Berrett-Koehler Publishers||ePub|
A profound belief that underlies Whole-Scale processes is that life is an Action Learning project. At every moment each of us makes decisions for next steps that are based on things we learned from the past. Failure cannot exist when a person lives an Action Learning life. Everything that happens contributes to the next learning process. Thus, Whole-Scale processes are based on the experiences its founders had, all the mentoring we received, and all the ideas we explored. The methodology continues to grow and change every time we come together as a learning community to share our knowledge and enrich our communal wisdom.
The partners of Dannemiller Tyson Associates, the founders of Whole-Scale methodology, came from a variety of individual backgrounds (socio-technical systems, community organizing, education, politics, systems engineering, labor organizing, and so forth). We brought with us diverse assumptions about how to bring about change in people and in organizations. At first, we argued about who was right and who was wrong. What we discovered out of these “uproars” with each other was that each person’s truth was true and that, combined, there was more truth than any one alone had seen up to that point.See All Chapters
|Ludema, James||Berrett-Koehler Publishers|
APPRECIATIVE INQUIRY SUMMIT
ver the past ten years we have worked with leaders who have chosen to sponsor AI Summits for a wide variety of purposes. Organizational culture change, strategic planning, merger integration, superior customer service, and improved time to market are but a few. In our experience leaders choosing to sponsor a summit seek three key benefits: accelerated change within their organization; broad employee involvement in setting a course for the future; and integration across functions, departments, business units, and external stakeholder groups. Consider the case of the West Springfield Public Schools.
In West Springfield, Massachusetts, the Superintendent of
Schools, Dr. Suzanne Moratta, and AI consultant Marge
Schiller launched a multi-year appreciative inquiry (AI) effort to support the school district’s strategic planning process. The purpose of the initiative was to involve the whole system (students, parents, teachers, administrators, and members of the community) in studying the successes of the system, reinforcing relationships, and fostering a strength-based environment of excellence.See All Chapters
|John D. Drake||Berrett-Koehler Publishers||ePub|
Young executives experience a high as they begin their first job. The title, the secretary, lunches with the “big boys,” the sense of power, the heady feeling of associating with the affluent—there is something seductive and quickly addicting about all of this.
BARRIE GREIFF AND PRESTON MUNTER, TRADEOFFS: EXECUTIVE, FAMILY AND ORGANIZATIONAL LIFE1
In the last chapter we saw how workplace pressures often make downshifting attractive and desirable. However, to borrow from the vernacular, cutting back “ain’t gonna be easy.” If you are like most individuals contemplating reducing your work time, anxiety over potentially reduced income is right in the forefront. It’s like cutting back on desserts—it may be the healthy thing to do, but you know that you’re going to miss the goodies.
Even if income isn’t of great concern, the potential for losing some of the positive aspects of your job also tugs at you. Will you have to give up those activities and social interactions that bring satisfaction and fulfillment?See All Chapters
|Paul Polak||Berrett-Koehler Publishers||ePub|
WHEN HE WAS EIGHTEEN, DROUGHT RAVAGED HIS VILLAGE, SO Samsuddin traveled from Tirukoyoor in Tamil Nadu to his uncle’s home in Bombay. He expected to arrive at a house in the big city, but found himself instead in the middle of a swamp in a slum called Dharavi.46 Like so many others who migrate from the village, he was looking for a job so he could survive. He found one in his uncle’s rice-smuggling business. There was a tax on grain brought into Bombay from outside the city limits, so every morning, Samsuddin, his uncle Hassain, and his three cousins traveled out of the city, bought as much rice as they could carry, at a cost of one rupee and fourteen annas per pound, and hauled it through the swamp to sell at Kalyanwadi for ten rupees per pound.
These are healthy margins. If each of the smugglers carried twenty-five pounds a day, this little enterprise was bringing in the equivalent of twenty-five dollars a day at the rupee exchange rate of the 1950s, a significant amount. His uncle probably didn’t pay him much, but food and a place to sleep meant everything to Samsuddin.See All Chapters
|TRC Interactive||HRD Press, Inc.|
• Make copies of the topic situations for each participant.
• You will need to make enough copies of the Observer’s Checklist for each
group’s presentation to be reviewed by the remaining participants in the session. (In other words, you will need to multiply the number of participants in your session times the number of small groups, and have that many copies available.)
• The room should be flexible enough to accommodate small group discussion
with minimal disruption.
• Using any convenient method, divide the session into equal groups made up of
six, seven, or eight participants.
• Distribute the list of topic situations to each participant in each group. As a
group, they are to choose one situation as their topic for discussion.
• Using the questions on the handout as a guide, tell participants to discuss their
• Due to the sensitive nature of these topics, you will need to take a few precau-
tions. First, when doing an exercise relating to these issues, the discussion becomes very charged with emotion. Participants may be bothered by these discussions. They may become very emotional or withdraw completely. Participants know such situations exist; however, they are reluctant to speak openly about them. Many feel guilty because they have done nothing to change these situations when they have occurred. Consequently, participants become defensive when the issues are later discussed.See All Chapters
|Richard A. Swanson||Berrett-Koehler Publishers|
This last chapter in the book directs your attention to several important considerations that accompany research in organizations in general and human resource development in particular. Several important questions organize this chapter.
What makes you effective as a researcher? What makes your research effective?
And what ethical practices should shape your work?
As in many social science disciplines, organizational researchers typically have the need to disseminate their work to a field of practice; otherwise their efforts will have little influence or impact. The voices of organizational researchers must be attentive to practice because applied disciplines have a strong tradition of informing and inﬂuencing practice.1 Second, because most organizational researchers arrive at conclusions about human beings, there is a strong obligation for these researchers to be ethical in both method and conclusions.
How one gathers information from human subjects must be in accordance with accepted ethical principles of research. What one reports may well have a signiﬁcant impact on other human beings, and thus one is obligated to be responsible to those other people.See All Chapters
|Mike Song||Berrett-Koehler Publishers||ePub|
Harold and I sat on tall stools at a small table in the Blue Sky Café. This was our final Hamster Revolution meeting and we were toasting Harold’s excellent progress. Harold took a celebratory swig from his cup of espresso. Although the cup was small, it seemed rather large in his little paws. The staff, who knew Harold as a regular, seemed nonplussed to be serving coffee to a hamster. But many of the customers stared in disbelief. It was easy to ignore their gawking: After all, we had important things to discuss.
“It’s been an amazing week,” said Harold. “I converted everything to COTA and I’ve never been more organized. You were right about email and filing being interrelated.”
“How does it feel?” I asked.
Harold paused, “Calm and focused. That’s how I feel. On the email side, I’m sending and receiving clear, concise, and necessary messages. Just about everyone’s agreed to use the 1-2-3 and A-B-C Email Tools. And COTA has eliminated a lot of the uncertainty in my life. Now I can quickly find the documents I need to get things done. I’m still learning and I still have some fine-tuning to do, but I finally have a plan that simplifies the management of all my information. It’s a huge step forward for me.”See All Chapters
Semi-automatic Content Analysis of Trip Diaries: Pull Factors to Catalonia
Estela Marine-Roig1* and Salvador Anton Clavé2
University of Lleida, Lleida, Spain; 2Rovira i Virgili University,Vila-seca,Spain
Gardiner et al. (2013) suggest that future research on travel decision making should be done with a greater involvement of narrative-based approaches, including storytelling.
Dann (2014) states that the motivation for travelling studied from tourist narratives should employ personal information such as interviews and diaries; ‘when the data are content analysed, categories emerge that are uniquely founded on the ipsissima verba of the subjects’
(p. 49). Uysal et al. (2008) include destination attributes and formed destination images as pull factors in the push–pull model of tourism motivations.
Online trip diaries have yet to be used as sources to analyse tourist motivations related to the attraction factors or attributes of a destination once the experience has already taken place and as the tourists themselves have expressed it. Travel blogs and online travel reviews (OTRs), as spontaneous user-generated content (UGC) are a reliable source of information to do so and to learn about perceived destination image (Marine-Roig, 2015).See All Chapters
|C. Otto Scharmer||Berrett-Koehler Publishers||ePub|
Theory U Interview with Brian Arthur at Xerox PARC Francisco Varela on the Blind Spot in Cognition Sciences The Inner Territory of Leadership
As just discussed, the blind spot concerns the structure and source of our attention. I first began noticing this blind spot in organizations when I spoke with Bill OBrien, the former CEO of Hanover Insurance. He told me that his greatest insight after years of conducting organizational learning projects and facilitating corporate change was that the success of an intervention depends on the interior condition of the intervener. That struck a chord! So its not only what leaders do and how they do it but their interior condition, that is, the inner place from which they operate—the source and quality of their attention. So what this suggests is that the same person in the same situation doing the same thing can effect a totally different outcome depending on the inner place from where that action is coming.
When I realized that, I asked myself: What do we know about that inner place? We know everything about the what and the how, the actions and the processes that leaders and managers use. But what do we know about that inner place? Nothing! I wasnt even sure whether there were only one or many of these inner places. Do we have two? Ten? We dont know because its in our blind spot. Yet, what I have heard time and time gain from very experienced leaders and creative people is that it is exactly that kind of blind spot that matters most. It is that blind spot that sets apart master practitioners and leaders from average performers. Which is why Aristotle 2300 years ago made a distinction between the normal scientific what knowledge (episteme) and the practical and technical how knowledge (phronesis, techne) on the one hand and the inner primary knowing of first principles and sources of awareness (nous) and wisdom (sophia), on the other.1See All Chapters
|Beverly Kaye||Berrett-Koehler Publishers||ePub|
My interview for this job was so great. The manager was really interested in learning about my background and how I’d applied myself in the past. He asked great, probing questions that really challenged me to think. I sure wish he would “interview” me like that again now that I’ve got the job.
—an employee (perhaps yours)
Imagine if the job interview was the beginning of an ongoing conversational thread throughout someone’s career. Imagine uncovering layer upon layer of your employees’ skills, abilities, interests, and more—right up to the day they retire. Imagine what you could do with that information. Imagine what employees could do with it.
You can enable career-advancing self-awareness by helping employees take stock of where they’ve been, what they’ve done, and who they are. Looking backward thoughtfully is what hindsight conversations are all about. They surface what people need to know and understand about themselves to approach future career steps in a productive and satisfying way.See All Chapters
|Patricia McLagan||Berrett-Koehler Publishers||ePub|
|Bruce Tulgan||HRD Press, Inc.|
NO MATTER HOW SEVERE the overall skilled-labor shortage may become, there is already an urgent staffing crisis facing most organizations: a gap in midlevel leadership talent and a gap in workers who would typically provide the bench strength for midlevel leadership positions.
Why this leadership crisis? Four reasons:
1. Demographics. The “prime-age” workforce—those
35- to 45-year-olds who hold most midlevel manager positions—is shrinking. According to the Bureau of
Labor Statistics, by 2011 their numbers will drop by more than 10 percent.
2. Among those in the midlevel manager pool, a smaller percentage than in the past have followed the traditional ladder-climbing path to midlevel leadership roles.
3. A surprising number of people in that midlevel manager pool do not want leadership roles. They want status, prestige, and rewards, but not the responsibility that comes with supervisory and managerial positions.
4. Most organizations have neglected to develop new alternative paths to developing midlevel leaders.See All Chapters
|Halina Brunning||Karnac Books||ePub|
Harvard Business Review
Harvard Business School Publishing Corporation,
Journal of Management Development
MCB University Press Ltd
Leadership & Organisational Development Journal
MCB University Press Ltd
Management Development Professionals, 62 Troller Lane,
Management Consultancy Journal
VNV Business Publications
Management, Education & Development
University of Lancaster
American Management Association
Premier House, 77 Oxford Street, London W1R 1RB
Division of Occupational Psychology
|Elizabeth Sanson||HRD Press, Inc.|
It’s Me You Want!
This activity opens with a trainer-led group discussion on the do’s and don’ts of answering the telephone. Then, working in pairs, participants take turns being the caller and the receiver. The callers use prepared call guidelines. Calls will be reviewed by the whole group and learning points will be analyzed. If time allows, the calls can be made again to practice the acquired learning points.
The group draws up a list of “telephone etiquette points” to close the activity.
Support staff who answer the telephone beyond the switchboard or point of entry to the organization and could benefit from professional telephone skills training
To increase participants’ confidence and therefore inspire greater respect from all callers
To provide an insight into how each person’s voice and approach sounds to others
To develop the ability to take ownership of all calls answered
To improve message-taking ability
Number of Participants
Up to 8
TimeSee All Chapters