MG 6100
Leadership Challenge: Challenging the
Process (chs. 7, 8)
Personality at Work (Ch. 1-7)
OB Essentials (Ch 1, 2)
As you arrive read …
- Is your investing personality in your DNA
- A Hospital Races to Learn Lessons of Ferrari Pit Stop.
(Focus on Dr deLeval)
(WSJ. 14 Nov 2006)
Scan:
- Applicants’ Personalities Put to the Test (WSJ 26 Aug 2008)
OB Themes: Personality & Change
Agenda
Old Business:
- Journal contents …
- What else?
New Business
- Debate team: PREPARATIONS update (class discussion)
- Personality… a deeper look
- From Homework assignment…
- Is your investing personality in your DNA?
- OB Essentials reading
- Team Facilitated Exercise
- The Leadership Challenge
- Chapter 7: Search for Opportunities:
- Chapter 8: Experiment and Take Risks
- U.S. Mint Case Study
Homework:
- As outlined in syllabus
Old Business
What would you like to discuss from our last class… any
issues that emerged upon reflection after class?
One issue from 3 journals… “Seeing Forward by Looking
Back”
Looking Forward by Looking Backward!
Life’s Journey
Today
Yesterdays
Tomorrows
Themes
Life’s Journey
Today
Yesterdays
Tomorrows
“Critical events.”
- Events or experiences that come to mind when we
reflect on our past.
- They represent events that are often recalled and may
be positive or negative, successes or failures.
The Task.
Step 1. Recall and record events
- Begin by simply reflecting on, and recording as much as you can about those events.
- After describing the event, recall and record your reactions, what the event told you
about yourself—your abilities and interests, insight into your personality.
- Continue to engage in this process—perhaps for a couple of weeks. Seek to describe
at least 10-12 events perhaps more.
Step 2. Review of individual events
- Set aside time to read all of the event descriptions.
- As you read, note what insight you gain into how you interact with others, likes/dislikes,
strengths/weaknesses, interests, skills, and patterns of behavior. Uncover “themes.”
Discovering Themes
Today
Yesterdays
Tomorrows
• For More Reading, “Let Your Life Speak,” Parker Palmer, 2000.
Agenda
Old Business:
- Journal contents …
- What else?
New Business
- Debate team: PREPARATIONS update (class discussion)
- Personality… a deeper look
- From Homework assignment…
- Is your investing personality in your DNA?
- OB Essentials reading
- Team Facilitated Exercise
- The Leadership Challenge
- Chapter 7: Search for Opportunities:
- Chapter 8: Experiment and Take Risks
- U.S. Mint Case Study
Homework:
- As outlined in syllabus
Agenda
Old Business:
- Journal contents …
- What else?
New Business
- Debate team: PREPARATIONS update (class discussion)
- Personality… a deeper look
- From Homework assignment…
- Is your investing personality in your DNA?
- OB Essentials reading
- Team Facilitated Exercise
- The Leadership Challenge
- Chapter 7: Search for Opportunities:
- Chapter 8: Experiment and Take Risks
- U.S. Mint Case Study
Homework:
- As outlined in syllabus
Personality
(From last class)
“ADDITIONALLY… Come prepared to:
- Discuss how your “salient” traits show up in your daily
life.
- Discuss how your “salient” traits constitute strengths
and risks.”
Personality
Refer to the article…
What are take-away points?
How is personal development, personality and values
formation somehow
OB Essentials
OB Essentials
What point(s) would you like to discuss from the assigned
chapters?
One topic I would like to discuss IF YOU ARE
INTERSTED…
Perception and Attribution
If you have seen this before…rather than
participating, observe !
A
BIRD
IN THE
THE BUSH
ONCE
IN A
A LIFETIME
What is Perception?
• A process by which individuals organize and
interpret their sensory impressions in order to give
meaning to their environment.
• People’s behavior is based on their perception of
what reality is, not on reality itself.
• The world as it is perceived is the world that is
behaviorally important.
Why take a few minutes to consider
perception?
Factors that Influence Perception
The Perceiver
Attitudes
Motives
Experiences
Interests
Expectations
Senses
Perception
Factors in the Situation
Time
Work Setting
Social Setting
The Target
Novelty
Motion
Sounds
Size
Proximity
Similarity
Reflections on Perception… and Attribution
“We don’t see things as they are, we see things as we
are.” A. Nin
“Not everything that can be counted counts, and not
everything that counts can be counted.” A. Einstein (reported
to be posted on his office wall)
Things and persons appear to us according to the light
we throw upon them from our own minds. How
unconsciously we judge others by the light that is within
ourselves, condemning or approving them by our own
conception of right and wrong, honor and dishonor! We
show by our judgment just what the light within us is.
Laura Ingalls Wilder
Team Facilitated Exercise
Agenda
Old Business:
- Journal contents …
- What else?
New Business
- Debate team: PREPARATIONS update (class discussion)
- Personality… a deeper look
- From Homework assignment…
- Is your investing personality in your DNA?
- OB Essentials reading
- Team Facilitated Exercise
- The Leadership Challenge
- Chapter 7: Search for Opportunities:
- Chapter 8: Experiment and Take Risks
- U.S. Mint Case Study
Homework:
- As outlined in syllabus
The Leadership Challenge: 5 Practices and Commitments
Model the Way
Find your voice by clarifying your personal values. (ch3)
Set the example by aligning actions with shared values. (ch4)
Inspire a Shared Vision
Envision the Future
Enlist Others
Challenge the Process (3d Practice)
COMMITMENT # 5.
Search for opportunities by seeking innovative ways to change, grow, and
improve. (ch7) Seize the initiative, Exercise Outsight, Reflection and Action
Experiment and take risks by constantly generating small wins and learning
from mistakes. (ch8) Generate Small Wins, Learn from Experience, Reflection and Action
Enable Others to Act
Foster collaboration by promoting cooperative goals and building trust. (ch9)
Strengthen others by sharing power and discretion. (ch10)
Encourage the Heart
Recognize contributions by showing appreciation for individual excellence. (ch11)
Celebrate the values and victories by creating a spirit of community. (ch12)
Chapter 7
What is of interest…
surprising…
usable …
debatable …
incorrect…
implausible…
enduring ?
And, “What gets rewarded gets done.” or, What is
rewarding gets done.” Which is it for you?
P.173/4.
Chapter 7
From:
Lessons of Ferrari Pit Stop.
(WSJ. 14 Nov 2006)
- What was the situation? (focusing on Dr. deLaval)
- Was there a need to change?
- Was the solution appropriate to the issue?
- Was it successful? Why/why not?
Chapter 7 Discussion
For my part…
- p. 164. “…[P]ersonal and business hardships have a way of making
people come face to face with who they really are and what they’re capable
of becoming. Thus the study of leadership is the study of how men and
women guide others through adversity, uncertainty, hardship, disruption,
transformation, transition, recovery, new beginnings, and other significant
challenges.”
- “Nothing focuses the mind so much as to be shot at—without effect.”
(Attributed to Winston Churchill)
- “There are not extraordinary people, only extraordinary response.”
(attributed to Dwight David Eisenhower)
- p. 168 Initiative… proactivity… restlessness, persistence, and change.
- Do we need to be CEOs to begin change?
Chapter 8
Chapter 8
What is of interest…
surprising…
usable …
debatable …
incorrect…
implausible…
enduring ?
What do you want to talk about ?
Chapter 8
Small Wins Case Study:
An overview
- Role of the mint…
- Why change? Forces for change are …
- What happened … and, why?
US Mint
An Update… Interview 15 March 2010.
Why did you pursue all of this at the Mint? (What motivates/motivated you)?
- “I was in a hurry to get things done… my personality.”
- “I am a strong believer in the re-invention of government”
- “I believe in doing worthwhile things and having fun.”
- “An advantage we had was the Mint is small.”
- “We institutionalized change through legislation.” (re-freeze)
How did you go about it? How did you find collaborators?
-“You don’t know where you will find supporters. I found
allies all through the organization.”
Did you have a vision?
- “No big vision… did have a vision although not using
word. I knew what kind of relationships I wanted at the
mint.”
US Mint
Interview (continued)
What was your leadership style?
- “I met informally with frontline workers and especially
front-line managers.”
Biggest challenge?
- “The US Mint is a union operation… I listened (I was a
pipefitters union member years ago). I found things they
wanted, and tried to meet requests (example: email
system access). Union became one of most important
allies.”
US Mint
For Your Consideration:
- How essential is senior leadership involvement in change?
- How much energy does change leadership require? (see
pg5) “His early years at the Mint were tough ones.”
- How “transferable” are the lessons in this case to your
situation?
- What was Diehl’s credibility with congressional decision
makers—before and after? Internal constituents?
- What were the shifts in attitude among employees? WHY?
Chapter 8 Discussion
From my Perspective:
- Taking risks, requires effort outside of the schedule.
- Are “small wins the only way?” Who must lead?
- What might small wins look in your world? What are realistic
incremental steps you might take?
- Ever seen a “climate for learning?” What was the culture?
- How does the WP5B “animate” this discussion of change?
- What is the relationship between change and stress?
Challenge the Process (Chapter 8)
Commitment #6. Experiment and take risks by constantly generating
small wins and learning from mistakes.
Conduct postmortems
Conduct premortems
Strengthen resilience
What would you add?
Agenda
Old Business:
- Journal contents …
- What else?
New Business
- Debate team: PREPARATIONS update (class discussion)
- Personality… a deeper look
- From Homework assignment…
- Is your investing personality in your DNA?
- OB Essentials reading
- Team Facilitated Exercise
- The Leadership Challenge
- Chapter 7: Search for Opportunities:
- Chapter 8: Experiment and Take Risks
- U.S. Mint Case Study
Homework:
- As outlined in syllabus
BACKUP
Organizational Change Theory
(View Duke Power and see OrgChangeDukePower.ppt)
Organizational Change Theory
• The business of leadership is change.
• Kotter’s steps for change are:
- Increase urgency
- Build the guiding team
- Get the vision right
- Communicate for buy-in
- Empower Action
- Create short-term wins
- Don’t let up
- Make change stick
Organizational Change
Organizational Change
Give your assessment of the forces (at the 2 points below) at
the U.S. Mint that influence the probability of success in
bringing in desired changes.
Here
And Here
Forces at U.S. Mint
Forces before the Change
______________________
______________________
______________________
______________________
______________________
______________________
______________________
______________________
______________________
______________________
______________________
Forces during the Change
______________________
______________________
______________________
______________________
______________________
______________________
______________________
______________________
______________________
______________________
______________________
Lewin’s Three Step Change Model
1. Unfreezing - involves encouraging individuals to
discard old behaviors by shaking up the equilibrium
state that maintains the status quo
2. Moving - new attitudes, values, and behaviors are
substituted for old ones
3. Refreezing - involves the establishment of new
attitudes, values, and behaviors as the new status
quo
PAW Chapter 11. Quiz
• The Universal Donor for interpersonal relationships are what combinations of
subtraits?
• Nothing, however, is as powerful in sustaining relationships as _________
________
• The primary differences between Fran and Jon (Plant Managers) were their
“glaring differences” in the ____and ___ supertraits. p. 156.
• Summarize the primary disconnect between Fran and Jon .
PAW Chapter 11. Quiz
• The Universal Donor for interpersonal relationships are what combinations of
subtraits? Mid-range scores p.168
• Nothing, however, is as powerful in sustaining relationships as accepting others
(for who they are.)” p. 168
• The primary differences between Frank and Jon (Plant Managers) were their
“glaring differences” in the __O___ and __C___ supertraits. p.168/169.
• Summarize the primary disconnect between Fran and Jon. “Fran (O+) accused
Jon (O- and C+) of sacrificing future growth potential by emphasizing short-term
profits. Jon (C+) accused Fran (O+)of sepnding money on process improvements
at the cost of profitability goals. (p.171-3)
PAW Chapter 11. Discussion Points:
Homework
Read:
Oncken, William and Donald Wass, “Who’s Got The Monkey” (HBR)
Backup
Lets discuss Ms. Kibler
”Top Brass Try Life in the Trenches”
(WSJ 25 June, 2007)
Discussion Points
- What are primary risks of a program like DaVita’s?
- Do such programs keep managers “in touch?”
- How long should the trench visit last?
- Amazon 1 day/730 days
- Disney 1 day/365
- DaVita 3 days/365
- Emotional Labor: What is it? What
- How many managers have “a picture of the treatment floor?
- How did awareness impact “change management” Kibler?
Fall 08
The class was great… I did the culture and personality exercise by 1 team that had a member absent, so they did not do the
Azimuth Exercise
Tight on time. Liked how we wrapped up by talking about Ms Kibler in the TOP BRASS TRY LIFE IN THE TRENCHES
ARTICLE.
Did NOT use the “A Hosptial Races to Learn… article.
Spring 2009