The first four sessions are about thinking, change management, influence and leadership. The other eight sessions are about finance, sales skills, motivation, delegation, hiring, evaluating team members, service improvement techniques and the importance of details.
Linda Ackerman Anderson Introduction Command and control is by far the most common change leadership style. But as a change leader, you must. Command and control as a change leadership style destroys virtually any chance of success in nine out of ten transformational change efforts.
For starters, command and control: As you read, recall the unique features of transformational change: Command and Control Is Based on a Number of Erroneous Assumptions Command and control is based on establishing and maintaining power over, and control of, people and organizational processes.
On the surface, this sounds like a good idea: A number of usually unspoken assumptions drive the use of command and control.
As you read them, imagine the behavior of change leaders you know who believe in these assumptions: Needing to alter change plans connotes leadership failure and means that the change leaders did not plan thoroughly enough You can argue that these assumptions are somewhat applicable for two types of organizational change—developmental and transitional change.
However, they are completely false and inappropriate for transformational changes. In projects that can be isolated from their environment e. In these cases, a predetermined outcome and project plan can be established and executed through a relatively stable set of circumstances.
Keep in mind, however, that making command and control work in such developmental or transitional change projects is a far cry from making the projects extremely successful. Command and control seldom leads to optimal results in any type of change.
The above assumptions are erroneous regarding transformational changes for a number of reasons. These changes are not isolated events, but in this day and age, continuous.
Consequently, change leaders can never be sure of their destination when they begin their change efforts. More often than not, circumstances are likely to arise that demand a change in direction. Since change leaders cannot protect their change efforts from the significant influences of the environment, they cannot create a plan and expect to control all of the dynamics that may impact its execution.
They will need to continuously alter or course correct both their plan and their destination throughout the change. Consequently, to have any level of success, change leaders need many eyes and ears tuned to the change effort, marketplace, and customer dynamics, as well as internal organizational forces.
Whose eyes and ears do they need? Employees frequently receive critical data for course correction long before leaders because employees are closer to the action.
They are key to the early warning system for needed adjustments to both the goals of the transformation and the plans for getting there. Therefore, employees need to participate as full players, not coerced victims.
Both leaders and employees must evolve their mindsets about how work gets done, their role in the work, and the way the organization functions. For instance, they might need to embrace new business models, develop partnership relationships with previously adversarial departments, design radically new work processes, take on more responsibility, etc.
Leaders can command and control employees to learn new technical skills, but they cannot coerce this level of personal change.
That can only be accomplished by willing participants— willing because they see the value and necessity for both themselves and the organization.
Where change leaders operating in a command and control orientation often miss wake-up calls for alteration and march down paths doomed for failure, co-creative change leaders hear these wake-up calls and engage with employees to figure out how to handle them successfully i.
From their worldview, these leaders could not see simple solutions to their people and process implementation problems, and would not accept our input about critical change strategies; they just did not think what we offered was necessary or valid.
This program is our method for experientially introducing leaders to cocreating and demonstrating the profound benefits and tangible change results this orientation can deliver to their bottom line. We devised a strategy for Daryl that included training, coaching, and numerous follow-up sessions doing real-time change strategy development with him and his team.
The net result was a substantial increase in performance and change leadership effectiveness for his team and organization. The leaders increased the pace and quality of their decision-making and collaboration, and were able to positively engage their employees in the needed changes in their organization as never before.
Our consistent findings over the past twenty years suggest: Using a comprehensive change process methodology in a command and control way limits the benefits the methodology would otherwise produce.
If you have to choose, put mindset and style first, methodology and tools second. The best formula for success is combining the two; include the personal transformation and change leadership breakthrough work as an early part of the overall change plan.
Summary Every day there are more decent change tools available on the market. Using these tools can be extremely helpful and can increase the chances of your organization implementing its change efforts successfully.
The only way we know to maximize the results you get from transformation is an entire enterprise of awake and responsible people working together, across boundaries, in pursuit of what is best for the overall organization.An amount that has to be paid or given up in order to get something..
In business, cost is usually a monetary valuation of (1) effort, (2) material, (3) resources, (4) time and utilities consumed, (5) risks incurred, and (6) opportunity forgone in production and delivery of a good or service.
All expenses are costs, but not all costs (such as those incurred in acquisition of an income. The Center on Innovation and Improvement ceased operation in October of The resources below may be of interest to you.
• To log into Indistar, go to www. Summary: Transformative learning is a theory of adult learning that utilizes disorienting dilemmas to challenge students’ r-bridal.comts are then encouraged to use critical thinking and questioning to consider if their underlying assumptions and beliefs about the world are accurate.
References * For nontechnical reading about transformational and transactional leadership, the following are suggested: James MacGregor Burns's Leadership (Harper, ); Bernard M. Bass's Leadership and Performance Beyond Expectations (Free Press, ) and “Leadership: Good, Better, Best” (Organizational Dynamics, ); Noel Tichy and Michelle Devanna's Transformational Leadership.
Welcome to the ‘Literacies‘ website, which presents supporting material for the book by Mary Kalantzis and Bill Cope, published in its second edition by Cambridge University Press in with two additional authors, Eveline Chan and Leanne Dalley-Trim.
‘Literacies’ presents a contemporary approach to literacy learning and teaching, developing and extending ‘Multiliteracies’ theory. YOU ARE INVITED to participate in the Earthdance Worldwide Synchronized Peace Prayer – a four minute dance for peace held simultaneously at events around the globe and also live broadcast on YouTube so that folks at home can participate alone or in small groups, dinner parties and small gatherings wherever YOU are..
The Prayer for Peace is an incredible experience of global unity – to .