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Change leader, change thyself Leo Tolstoy, the Russian novelist, famously wrote, “Everyone thinks of changing the world, but no one thinks of changing himself.” Tolstoy’s dictum is a useful starting point for any executive engaged in organizational change. After years of collaborating in efforts to advance the practice of leadership and cultural transformation, we’ve become convinced that organizational change is inseparable from individual change. Simply put, change efforts often falter because individuals overlook the need to make fundamental changes in themselves. Building self-understanding and then translating it into an organizational context is easier said than done, and getting started is often the hardest part. We hope this article helps leaders who are ready to try and will intrigue those curious to learn more. Change leader, change thyself
Share Sam is a thought leader and CEO of Empowering Enterprises and featured in USA Today and The NewYork Times. He is an expert in not only bouncing back but bouncing forward. He is obsessed with corporate and personal turnaround and is the 2009 Young Australian of the Year for Tasmania. Sam Cawthorn speaks to over 100,000 youth & corporate professionals. About - Sam Cawthorn About - Sam Cawthorn
IT Service Management (ITSM) Paul Wilkinson explains why he believes in the ABC approach to ITSM My desire to write this article is partly inspired by the SMCongress initiative and partly through my own frustrating experiences in the last 10 years. To provide some background, the SMCongress was an initiative started at the itSMF USA Fusion conference by a group of ITSM practitioners, experts and industry thought leader to brainstorm the way ahead. But in the end the group went further than requested and created an industry-wide call to action based on the premise that: “The IT industry and the IT service management industry have "become stagnated by a systemic and fundamentally broken set of attitudes and behaviors." ITSM: Why it is Time for Radical Change ITSM: Why it is Time for Radical Change
The benefits—and limits—of decision models The growing power of decision models has captured plenty of C-suite attention in recent years. Combining vast amounts of data and increasingly sophisticated algorithms, modeling has opened up new pathways for improving corporate performance. Models can be immensely useful, often making very accurate predictions or guiding knotty optimization choices and, in the process, can help companies to avoid some of the common biases that at times undermine leaders’ judgments. The benefits—and limits—of decision models
Next frontiers for lean Next frontiers for lean When the first issue of McKinsey Quarterly rolled off the printing presses, 50 years ago, nearly everyone in senior management thought that manufacturing operations had been perfected. Henry Ford’s great innovation, the moving assembly line, had been refined over the previous five decades, had served as the arsenal of democracy during World War II, and by the mid-1960s was operating efficiently, at great scale, in a wide range of industries around the world. Quietly, though, in Nagoya, Japan, Taiichi Ohno and his engineering colleagues at Toyota were perfecting what they came to call the Toyota production system, which we now know as lean production. Initially, lean was best known in the West by its tools: for example, kaizen workshops, where frontline workers solve knotty problems; kanban, the scheduling system for just-in-time production; and the andon cord, which, when pulled by any worker, causes a production line to stop.
Intelligent Management Holacracy vs. Hierarchy? The Answer Lies in Managing Complexity. » Intelligent Management A recent article about the company Zappo’s relates how they have chosen a new organizational structure of holacracy that removes traditional managers and job titles. They believe this new structure will allow them to grow in a way that is less rigid and bureaucratic. While this may be a move in the right direction from a systemic point of view, there are certain fundamental elements that have to be in place to make it work. Changing the organizational structure for the better? At Intelligent Management, we are all about changing organizational structure towards a systemic structure away from traditional hierarchies. Intelligent Management Holacracy vs. Hierarchy? The Answer Lies in Managing Complexity. » Intelligent Management
Happiness in Nations
Science of Happiness - 7 Habits of Happy People

Mentally Strong People: The 13 Things They Avoid

Amy Morin is a licensed clinical social worker and writer (Image courtesy of AmyMorinLCSW.com) Editors’ Note: Following the huge popularity of this post, article source Amy Morin has authored a Dec. 3 guest post on exercises to increase mental strength here. Cheryl Conner has also interviewed Amy Morin in a Forbes video chat that expands on this article here. Mentally Strong People: The 13 Things They Avoid
The TED of all Leadership Management Conferences – A Review of the Drucker Forum 2013 The TED of all Leadership Management Conferences – A Review of the Drucker Forum 2013 Once in a while, you get inspired by events in your life that seem to be a precursor to real societal change. A hopeful change. A needed change. An evolutionary change. The Drucker Forum 2013 edition that was recently held in Vienna, Austria –14 and 15, November — was one of those moments for me. Over the course of two action packed days and nights, I left feeling not only inspired but personally validated — we might even suggest vindicated — that there is sufficient wind in our change sails to affect the desperately needed improvements in leadership and management practices that engulf our organizations across the globe.
New US research reveals a workplace giving culture transformed by technology, branding and the arrival of millennials in the workforce. Margaret Smith from the Australian Charities Fund helps assess the value in embracing these new trends. A recent study in the US by America’s Charities considered close to 100 private sector employers, covering giving programs worth $230 million in over 20 industries and 2 million employees. It included some of the US’s most high-profile companies, including Wal-Mart Stores Inc, The Walt Disney Company, Thomson Reuters Corporation, JPMorgan Chase & Co and American Airlines. Steve Delfin, President and CEO of America’s Charities, hailed the research as demonstrative of a paradigm shift and said there was a new workplace giving model emerging empowering employees to participate in the giving experience inside and outside the walls of the workplace. Emerging Trends in Workplace Giving Emerging Trends in Workplace Giving
Systemic vs. Systematic When was the last time you thought about why your business does what it does? Every business exists to produce a certain result — a service or a product — but have you ever asked yourself, "Why do we do it this way?" That question is the essence of strategic thinking. Systemic vs. Systematic
By Simon L. Dolan & Paulo Hayashi Jr. Although the necessity for attracting, retaining, and motivating talent is an old challenge for all competitive organisations, only in the last decade has this theme been getting increased attention as a field of study. The objective of this article is to introduce a new concept of ‘Talenting’ in its multifaceted framework composed of the 7 H-metaphors: Hiring, Health, Happiness, Hygiene, Head, Heart and Hand. Very different from the traditional models of Talent Management, it is argued that focusing on the process rather than exclusively on the person can facilitate the making of a consistent and sustainable high achiever. The economic crisis in European countries, such as Greece, Portugal, Spain and more recently France, leads to the search and the emergence of many new themes as a focus of interest. The European Business Review » Innovation Leadership Management New » Talenting: Framework and Metaphors for a New Processual Approach to Talent Management
Over the several weeks, Ty and Eliza met to go over the concepts of the Inspire or Retire Theorem and the information from the first meeting of Know Yourself, Know Your People, and Know Your Organization. They met once a week to discuss the ideas and concepts and to see how Eliza was progressing on the job. “Eliza, the Inspire or Retire theorem is a way to visualize what your leadership responsibility is every day. You are the Key to F(X) Leadership | F(X) Leadership Unleashed
SCHUMACHER COLLEGE An International Centre for Ecological Studies Exploring Goethean Science at Schumacher College by Natasha Myers Schumacher course: Living Science Creatively Teachers: Henri Bortoft, Margaret Colquhoun and Brian Goodwin Course dates: May, 1997 Exploring Goethean Science
Home | Center for Systemic Leadership
Systemic Theory | Professor Bear F. Braumoeller Systemic theories are those that explore the interactions of units (people, animals, planets) with their environments. Despite being fairly common in other disciplines, systemic theories are exceptionally rare in political science. In this book, I take on a longstanding debate: Do great leaders make history? Or are they compelled to act by historical circumstance? This debate has remained unresolved since Thomas Carlyle and Karl Marx framed it in the mid-nineteenth century, yet implicit answers inform our policies and our views of history. I argue that both perspectives are true: the international environment has an impact on interstate interactions, and for this reason, people seek to alter their environment.
Eric Mathews is an entrepreneur and investor. He founded Start Co., one the fastest growing venture development organizations in the United States developing, accelerating, and investing in high growth startups in logistics technology, information technology, and medical device as well as women-led tech startups. Whether you are driving a car or running a startup, looking ahead is oftentimes more important than looking behind. When times get tough at a startup – and I mean really tough – it is easy to look backwards and reflect. How to gracefully wind down a failing startup

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Meditating Your Way To More Effective Leadership
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Big Data

Systems Approach To Management by Bertalanffy
Management f-LAWS: the common sins of management by Russell L. Ackoff & Herbert J. Addison
The Psychology Of Actions:mental Model Errors Human Computer Interaction Computer Science
Complex Adaptive Leadership
Complexity Leadership | ComplexityLeadership.com
Leadership and the New Science: Discovering Order in a Chaotic World: Margaret J. Wheatley: 9781576753446: Amazon.com
Leadership at the Edge: creating an economy of leadership « Asymmetric Leadership
The economy of leadership « Asymmetric Leadership
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Measuring councils to the customers' needs | Society
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uncils should be democractic workplaces, as well as elected bodies | Jenny Rowlands | Local government network | Guardian Professional
Communication & Media Studies - Museum of Social Media: HOME
Leadership and Management in a Networked World
Leadership and Management in a Networked World