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General management ii leading change in established organizations

27 March 2013. General management ii leading change in established organizations. Learning objectives. By the end of today’s session you will be able to: Understand the role of problem representation in decision making

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General management ii leading change in established organizations

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  1. 27 March 2013 General management iileading change in established organizations

  2. Learning objectives • By the end of today’s session youwill be able to: • Understand the role of problemrepresentation in decisionmaking • Observe the relationshipbetweendecisionmaking and the integration of differentproblemrepresentations • Observe and criticallydiscuss the role of leadersasthoseindividualswho help people to shift the problemrepresentation.

  3. Last time and today • Leadership : Problem representation • Simplification (map)  (today): sense making, visioning • Leadership : Integrating problem representations • Communicating (status, memory, alignment)  (today): relating, inventing • Leadership process : a shift in problem representation

  4. And now … • A Bug's Life (1998) Why did Flick fail? http://www.youtube.com/watch?v=MdeQuevMjKA&NR=1&feature=endscreen

  5. Why did Flick fail? • Quite a bit of inventing • The harvesting machine • But very Flick-focused • No sense making • Not much information collection • Not much thought about alternative solutions, and fit • No visioning • Everyone else stuck with the idea of collecting food for grasshoppers • Little in terms of relating • But do note the ‘telescope’ episode

  6. What was different in the Hudson River vs. Colgan events? • Hudson river water landing • Sense making … HOT 1 collects information • Visioning … he develops alternatives • Relating … he talks and communicates (a bit, but very small organization) • Inventing … not much (but very small organization) • Colgandisaster • Sense making … no communications • Visioning … no communications • Relating … no communications • Inventing … no clue

  7. Summary, four processes of distributed leadership

  8. 27 March 2013 General management iileading change in established organizations

  9. Apollo 13, ‘You are venting’

  10. ‘You are venting’ • Sense making • instrumentation vs. real problem • Visioning • Messy and noisy • Relating • Plenty of communication • Inventing • Get data, not guesses

  11. Ritaglio schermo acquisito: 19/03/2013 17:20 John Maeda: How art, technology and design inform creative leaders

  12. Leadership … • … as sense making (vs. setting marching orders) • … as being central (vs. on top), hetherarchy vs. hierarchy

  13. Last time and today • Leadership : Problem representation • Simplification (map)  (today): sense making, visioning • Leadership : Integrating problem representations • Communicating (status, memory, alignment)  (today): relating, inventing • Leadership process: a shift in problem representation

  14. So far (!) so good (?)

  15. Overview to the GMII 2013

  16. Overview to the GMII 2013

  17. To learn what? • By the end of this course, you should be able to: • Understand and discuss the main sources of change, and inertia, in established organizations • E.g. process management, set based • Understand the role of leadership in promoting and fostering change • E.g. sense making, visioning, relating, inventing • Appreciate the pervasive and ubiquitous nature of change in organizations

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