Open-ended change
Closed change generally has a clear cause and effect with consequences able to be forecast. It might be complicated in detail but is still predictable. Contained change is derived from a situation and based on the actions taken to address the situation. The consequences are less predictable and based in scenarios and probabilities. Open-ended change […]
Psychologically sound change
One of the problems of change is how to navigate status quo bias. Traditionally, change practitioners have used tactics that involve creating a sense of urgency or crisis to overcome status quo bias. However, the creation of urgency may increase anxiety and stress, which inevitability leads to avoidance motivation, confusion and a reinforcement of the […]
From traditional to transformational
It requires a holistic effort to go beyond best practice, and starts with: Leadership Smart, connected leadership teams with a common philosophy, shared narrative and the ability to lead together successfully. Culture Clear articulation of desired behaviours and experiences, safety to experiment and the ability to call it out. Leaders at every level that model […]
A Personal Leadership System
According to Fayed R in his AGSL Working Paper, Design your Personalised Contingent Leadership Approach1, leadership can be conceptualised as a system with a personal mental model at the centre informed by inputs, outcomes and feedback loops. The leadership processes at the core of a personal mental model are values, beliefs and shared purpose, guided […]
Culture – The Collective Comfort Zone
Culture is like the air we breathe; it determines if we thrive or die and like the air we breathe we are not in 100% control of it. We can influence it through our collective actions, but it takes understanding, a plan and perseverance. In organisations, culture directly impacts performance, the success or failure of change, […]
Leadership in a World of Leaders
However, a carry-over of the leader-follower model from the industrial era remains for many organisations and societies. In a leader-follower model, power is exercised top-down. An alternative approach is the leader-leader model where work is a collegial effort and the intelligence of many is harnessed to solve problems together. Moving from a leader-follower to a […]
Effect-ive Organisations
At the time of these studies back in the 1920’s, Frederick Taylor’s scientific management was at peak influence stressing that organisations need to focus on standardisation, waste elimination and best practices. Mayo’s work contributed to the human relations movement, this movement stresses the power of groups and social structures rather than just organisational structures and […]
Alliances by Design
Alliances are conceived hopefully as part of strategy and capability processes but can sometimes be more opportunistic. Either way, enduring success will depend on building trust, creating value along with finding the means to continuously transform, innovate or exit. Alliances have and will increasingly be an important way for business and Government to achieve advantage or […]
