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Leadership Now! Organizational Culture and Leading Change Workshop

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Leadership Now, The New York Public Library
Leadership Now, The New York Public Library
BusinessTechnologie
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Leadership Now! Organizational Culture and Leading Change December 9-10, 2008
Agenda ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Agenda ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Norms for Group Learning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Overview ,[object Object],[object Object],[object Object],[object Object],[object Object]
Dimensions of Organizational Culture ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Edgar Schein’s Definition of Organizational Culture ,[object Object]
How to think about culture ,[object Object],[object Object],[object Object],[object Object]
ICEBERG ANALOGY of CULTURE basic working assumptions values attitudes beliefs biases notions behaviors architecture food dress music language patterns of thought emotional expression
Artifacts ,[object Object]
Espoused Values ,[object Object]
Shared Underlying Assumptions ,[object Object],[object Object],[object Object],[object Object]
What is the culture at NYPL? ,[object Object],[object Object],[object Object],[object Object]
Leading Change
[object Object],[object Object],[object Object]
What is change? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Developmental change is… ,[object Object]
Change Process Essentials ,[object Object],[object Object],[object Object],[object Object]
Three Types of Change ,[object Object],[object Object],[object Object]
Transitional change involves… ,[object Object],[object Object],[object Object],[object Object]
Transformational Change ,[object Object],[object Object]
Transformational change is… ,[object Object]
Vision Current reality Wake up calls: feedback to learn from and guide course correction CM Process Map
All change starts with a vision
Governing ideas that anchor vision: Mission why we exist Vision what we achieve Values how we act
Strategic change A shared vision is made achievable through the development of strategic priorities, i.e., chunks of work that address critical gaps (creative tensions) between current reality and vision.
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Leadership Role ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Planning Phase Coaching Organization Mission & Goals Staff Needs & Competencies Feedback Coaching Feedback Feedback Coaching Evaluation Development Planning
Feedback is critical for… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Guide to Providing Feedback ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Five Bases of Power ,[object Object],[object Object],[object Object],[object Object],[object Object]
Reward Power ,[object Object],[object Object]
Coercive Power ,[object Object],[object Object]
Legitimate Power ,[object Object],[object Object],[object Object]
Referent Power ,[object Object],[object Object]
Expert Power ,[object Object],[object Object]
Acquiring Power ,[object Object],[object Object],[object Object]
Do the Right Things ,[object Object],[object Object],[object Object],[object Object]
Cultivate the Right People ,[object Object],[object Object],[object Object],[object Object]
Four Leadership Competencies ,[object Object],[object Object],[object Object],[object Object],[object Object]
Management of Attention ,[object Object],[object Object],[object Object]
Management of Meaning ,[object Object],[object Object]
Management of Trust ,[object Object],[object Object]
Management of Self ,[object Object],[object Object]
Motivation
A Personal Approach ,[object Object],[object Object]
What motivates me? ,[object Object],[object Object]
What motivates you? ,[object Object],[object Object],[object Object]
What demotivates me? ,[object Object],[object Object],[object Object]
What demotivates you? ,[object Object],[object Object],[object Object]
Motivation factors ,[object Object],[object Object]
Intrinsic & Extrinsic Factors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Frederick Hertzberg
Intrinsic & Extrinsic Motivators ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Frederick Herzberg
Job Motivation ,[object Object],Frederick Hertzberg
Good Job Design ,[object Object],[object Object],[object Object],[object Object],[object Object],Frederick Hertzberg
Core Dimensions and Values ,[object Object],[object Object],[object Object],[object Object],[object Object],Frederick Hertzberg Meaning Responsibility Knowledge of results
Job Design Rating Scale ,[object Object],[object Object],[object Object],[object Object],[object Object],Frederick Hertzberg low high
Improving Motivation ,[object Object],[object Object]
Improving Motivation ,[object Object],[object Object]

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Leadership Now! Organizational Culture and Leading Change Workshop

  • 1. Leadership Now! Organizational Culture and Leading Change December 9-10, 2008
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  • 9. ICEBERG ANALOGY of CULTURE basic working assumptions values attitudes beliefs biases notions behaviors architecture food dress music language patterns of thought emotional expression
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  • 23. Vision Current reality Wake up calls: feedback to learn from and guide course correction CM Process Map
  • 24. All change starts with a vision
  • 25. Governing ideas that anchor vision: Mission why we exist Vision what we achieve Values how we act
  • 26. Strategic change A shared vision is made achievable through the development of strategic priorities, i.e., chunks of work that address critical gaps (creative tensions) between current reality and vision.
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  • 29. Planning Phase Coaching Organization Mission & Goals Staff Needs & Competencies Feedback Coaching Feedback Feedback Coaching Evaluation Development Planning
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Notes de l'éditeur

  1. ARL LMSI 1 07/24/09
  2. ARL LMSI 1 07/24/09
  3. ARL LMSI 1 07/24/09
  4. ARL LMSI 1 07/24/09
  5. Do you agree with this statement? Why/why not? Where else do we see this in other parts of our lives?
  6. i.e. reorganizations, installation of new computer hardware, and the creation of new products or services
  7. Gonzo from the muppets, I don’t know where I want to go, I just know I don’t want to be here.
  8. Strategic planning as practiced in today's organizations should be future oriented toward a vision, but in fact it is more about solving today's problems than realizing tomorrow's opportunities.
  9. Performance Management cycle begins with the planning process How much time to you give this part? (Not enough, too much?) Probably we spend too little time, yet it is the most important 1 st step to set people up for success.