|
|
|
Another Use for Meetings
Every meeting is a laboratory where you can observe and learn important things about the people who attend. In fact, you can use meetings to identify people who merit being promoted into leadership positions. Watch for: Is it planned? Effective...
Creativity, Innovation and the importance of Spontaneity
Spontaneity occurs when ideas or behaviours are expressed without evaluation. This lack of evaluation is the key to good idea generation. Some of the links include:
a) Large, quality idea pools are built up through a separation of...
Diversity: No Longer Just Black and White
Diversity in the workplace used to hinge upon the level of responsibility, pay, and respect that one could receive based upon the color of skin and ethnicity. But, these days, diversity in the workplace has become much more than that. Most CEO’s and...
THE COMMON DENOMINATORS OF SUCCESS
Where do business ideas come from? A few very innovative people over the years have had moments of inspiration and a new industry was born. The very medium that you are using to read this article falls into that category, thanks to some very...
Thinking Vacation? Come home to Hotelconxions for Cheap hotel reservations
Find from thousands of newly added cheap hotels for New York or luxury
hotels USA. Book Discount hotel room in US with our creative
hospitality-marketing agency. Experience the richness of simple and secure
online hotel booking process through...
|
|
| |
|
|
|
|
|
|
Strategies for Organizational Change – Creating Shared Vision
The cascade (i.e., the triangle with senior managers, middle managers, staff) strategy can work; I have successfully used it. In fact, until about 5-8 years ago, I would have said it was the best-known way to achieve change across an organization. What has happened in the past 5-8 years is an understanding of new ways of changing organizations that are faster, cheaper, and have a greater chance of success. These approaches are based upon high participation.
If the cascade is characterized by the triangle, a circle characterizes high participation. The visual image is useful because it speaks to "the catch" in high participation change. The circle has no point where everything comes together. It starts with and builds a very different set of beliefs about power and control in organizations.
An example: in the triangle model, vision is the primary responsibility of senior management. They articulate vision and share it with the rest of the organization, who look for how they fit in. In the circle model, senior management creates an environment that invites the rest of the organization into the work of creating shared vision. It is created with the benefit of many diverse perspectives and experiences, incorporating insights and ideas that are not usually visible to senior managers. As a result, people see
themselves in the vision sooner and begin to integrate it into their work immediately. This difference means change happens faster, is cheaper to do and is less risky in terms of achieving the desired results.
The shift in power and control implied in this example is quite profound. It can be a leap of faith for senior managers unfamiliar with the idea of sharing power. This often means that organizations opt for a cascade approach even though it is slower and costlier because the roles are much more familiar. And both approaches work. Ultimately, I believe the choice depends on the type of organization you wish to create.
I hope this gives you a useful perspective on this critical question as you shape the future of the your organization. My hope for you is that you create a place that allows the maximum use of the talent and creativity of the people who are part of your work.
About the Author
Judith is recognized for her skill in facilitating high-value results while empowering organizations to create increased profitability and high-quality relationships. Featured in ICFAI University’s Executive Reference on Diversity Management, author of Engaging Leadership, and Keynote at International Conferences, Winner International Coach of the Year 2004.
Judith@ponoconsultants.com (902) 434-6695
|
|
|
|
|
|