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12 Treat Employees as Resources, Not Resisters

Jane E. Dutton Berrett-Koehler Publishers ePub

Scott Sonenshein

Like most leaders, you have likely participated in and probably helped shape some type of organizational change, whether a reorganization, new information technology system, or compliance with different regulations. Organizations routinely undergo change, but the disappointing reality is they routinely fail to implement change effectively.1 Leaders often blame employees for change unraveling, claiming employees resist change—or even outright sabotage it.2 Such a viewpoint is not grounded in fact. It is also practically dangerous. By treating employees as resisters to change, leaders can create a self-fulfilling prophecy that turns them into resisters. Instead of thinking of employees as change resisters, you need to think of them as valuable resources to help them initiate and implement change. By considering employees as resources, you enlist an often eager group of individuals who recognize that the status quo is more dangerous than an unknown future. Although there is often inevitably a handful of resisters in any organization, you need to be careful not to let these distractions sidetrack you from focusing on the more important task at hand: turning employees into resources for change.

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Medium 9780874251739

Activity 23: How to Set Objectives

Dave Francis HRD Press PDF

Activity 23 

How to Set Objectives 

Purposes

• To identify key steps in the objective-setting process

• To suggest practical ways of improving skill in setting objectives

This activity is particularly helpful in clarifying personal goals and in improving problem-solving, supervisory, and training skills.

Method

Many managers lack practical skill in setting and clarifying objectives. A competent approach to objective-setting requires:

thorough discussion with subordinates achievable objectives frequently updated objectives comprehensive consideration identification of responsibilities of all involved clear criteria for judging success clarification of link between personal and organizational needs regular meetings to discuss performance flexibility when circumstances change clear communication with others involved

This activity asks you to consider your own approach to setting objectives by completing the Objective-Setting Checklist and Review Sheet. This will help you to find practical ways to improve your skills.

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Medium 9789077256053

9. The Power of Mindset

Brian McDermott Nova Vista Publishing ePub

No sense in being pessimistic it wouldnt work anyway.

UNKNOWN

OPPORTUNITIES The Opportunities phase of LOOP Leadership engages people in generating ideas for improving, changing, and innovating in order to:

Build upon current successes.

Create new possibilities for growth and success personal and organizational.

Opportunities surround us, but what we often see instead are problems, challenges, or obstacles. Because perception is reality, what we see is what we believe, whether its true or not. And that can be a problem when it comes to innovation. Louis Pasteur said, In the field of observation, chance favors the prepared mind. Certainly, when youre talking about innovation, the prepared mind is defined in large part by knowledge and experience. But a critical second component of an innovative mindset is your ability to inspire yourself and the people you lead always to be on the lookout for new possibilities, novel answers, different ways of looking at things, and always to be asking penetrating questions and believing there is a better way.

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Medium 9781576750155

Chapter II: Open Space Discovered

Harrison H. Owen Berrett-Koehler Publishers ePub

Open Space Technology came into being by way of a joke made out of frustration. The frustration was mine, when at the conclusion of a year-long effort to organize an international symposium for 250 souls, everybody agreed the best part had been the coffee breaks. The rest was interesting, possibly useful, but definitely in second place to the juicy moments of sharing in the informality of the coffee breaks. There had to be a better way.

The joke was about technology. Ever since that word became attached to the end of Open Space, strange looks have followed. How on earth could anything like the Goa experience be called a technology?

From the viewpoint of strict definition and narrow interpretation, the word technology is appropriate. There is a techne (technique) involved in order to produce an intended result. But that is stretching to say the least, and in fact the enterprise was never conceived as a technology. It was so designated in an odd moment, and the word just stuck. All of which constitutes a funny story on the way to the future… with a point.

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Medium 9781609940652

Who Moved My Cheese?

Deepak Malhotra Berrett-Koehler Publishers ePub

Max continued his story.

“There are other ‘beings’ out there. They are like mice, but bigger. They are smarter than most mice but not as smart as some. They are called people. Some of these people created the maze, and it exists for their pleasure and profit—for their purposes.

“Our world—that which is our given—is no such thing. It is not a given outside the maze. It is designed. Its design suits the needs and interests of those who are in control. These people are the ones who give shape to our maze. They create our rules and provide our rewards and punishments. They can do this because we love cheese more than anything else. They can do this because we are mice in a maze. And for a mouse in a maze, it is all about the cheese.

“Since my first expedition outside the maze—I have had many since—I have learned a tremendous amount. I spent many months learning the language of people. I listened to them and read what they wrote. I discovered that our maze is one of many. There are other mice and other beings. While all beings are different, they are also similar in some ways.

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