What this points out is …
LEADING
CHANGE
STRATEGIC
© James G. Clawson
1
Break
2
Session 2: LEADING STRATEGIC CHANGE
Peter Browning and Continental White Cap
• How does one organize one’s strategic
thoughts?
• What comprises a “strategy?”
• There are multiple strategic lenses we might
use to assess a company’s strategic situation
3
Break
© James G. Clawson
4
Session 3: Leading Personal Change
John Wolford
• What percent of the people you’ve met would
prefer to keep things pretty much as they are?
• Can people change?
• What keeps people from changing?
© James G. Clawson
5
LPV 1. Do you SEE what needs to be done?
(The Structure of Problems)
1. SOMEBODY
2. WANTS
3. GOTS
4. CONCLUSIONS
About PROBLEMS OR NOT
GAPS?
6
WANT/GOT GAPS
This model offers a Fast, Comprehensive
Way to Problem Identification
1. List key stakeholders on separate pages (see next
slide)
2. Empathize and clarify what each WANTS
3. Assess what each has GOT
4. Use WANT-GOT GAP analysis to find win/win
solutions
7
Stakeholder #1: e.g. “My Boss”
What he WANTS
What he’s GOT
If you don’t
know these, you
may have to ask.
8
Lenses for
Understanding Human Behavior
9
Levels of Human Activity
HABITUAL?
1.
Visible Behavior
2.
Conscious Thought
3.
VABEs
(values, assumptions, beliefs, and expectations)
© James G. Clawson
10
Beware your Blind Spots!
OTHERS
SEE
NOT SEE
SEE
PUBLIC
PRIVATE
SELF
NOT
SEE
BLIND
SPOTS
11
The Formative Years …
TRANSCENDER?
K, L, A
MEMEs
VABEs
GENEs
GENES
ADD
ADHD
BPD
OCD
Key Questions
Etc.
1. When I’m cold…
2. When I’m hungry…
3. When I’m wet…
4. When I’m alone and afraid…
Generation to
Generation
Two key legacies
Newborn
Choice Theory (Glasser)
1. IKWRFY
2. IHARTTYWRFY
3. IHARTPYIYDDWRFY
© James G. Clawson
12
The Number One Question in Life
Will you ever become
more than a vessel
transmitting the genes
and memes (VABEs) of
previous generations on
to the next?
When you’re no longer a
defenseless child,
will you become a
transcender?
13
VABE based Behavior
The missing variable
L3: VABEs
EVENTS
L2: CONCLUSIONS
FEELINGS
L1: BEHAVIOR
14
CAREER CONCEPTS and MOTIVES
Developed by Mike Driver and Ken Brousseau @ USC
• Concepts: what you think you should be
• Motives: what you want to do and enjoy deep
down
15
Linear
A
Power
and
Status
B
C
Time
© James G. Clawson
16
Steady State Experts
Power
and
Status
Time
© James G. Clawson
17
Spiral
Power
and
Status
Time
© James G. Clawson
18
Transitory
Power
and
Status
Time
© James G. Clawson
19
Some Fundamental Questions
• What is my main career concept?
• Am I allowed to live this in my
organization?
• Am I making career decisions to match my
personal career concept?
• Am I living inside-out?
© James G. Clawson
20
Value Added?
LINEAR
STEADY STATE EXPERT
SPIRAL
TRANSITORY
21
Implications …
Who gets to the top of most
organizations?
L
Who designs the reward systems
in those organizations?
E
T
S
22
Some Fundamental Questions
• What is my ranking of career motives?
• How does this compare with my concepts?
• What does the comparison say about how I
might make decisions?
• What would be the impact of letting
concepts dominate motives?
• How could I insure deciding in favor of my
motives?
23
Balancing Your Life:
Life is like a Symphony . . .
•
•
•
•
•
Multiple Aspects
Multiple Rhythms
Different Movements
Experienced all at once
Can be coordinated and beautiful or
disjointed and distressing
© James G. Clawson
24
25
26
27
--AL Aspects of Life
•Physical
•Organizational
•Intellectual
•Political
•Spiritual
•Familial
•Emotional
•Social
•Professional
•Marital
•Financial
•Sexual
•Material
•Parental
28
Physical Rhythm
27!
29
Fundamental Resources of Success
•
•
•
•
Time
Talent
Energy
Agency/Choice
30
Time Resource
168 Hours a Week
31
Balancing Your Life
61-70
51-60
WEEKLY
BALANCE
41-50 years
31-40 years
21-30 years
11-20 years
PATH TO SUCCESS:
0-10 years
"I wish I could stand on a busy
corner, hat in hand, and beg
people to throw me all their
wasted hours."
- Bernard Berenson -
33
Excellence is a
neurotic lifestyle.
Alex Horniman
34