Theory U features concepts intended to help leaders and managers in the public and private sector break through unproductive patterns of behavior. This includes not listening to their staff and clients’ and producing ineffective patterns of decision making. Otto Sharmer’s diagrams and practices include accessible illustration on paths in listening, for example, reinforced through the book, as a key focus on the left side of the U:
In my case, I used a sheet of flipchart paper to list three major categories. Then do a quick brainstorm to list all your present business work via post-it notes, or use a spreadsheet. It is then easy to review your activities by grouping them in categories or simply the use the big three:Continue reading “Write Your Business Plan in Pencil and consider a Vision Board”
Consultants are strategy and a strategy. This post reminded me it was time to integrate as Reveln social media, org. dev. consulting, & leader coaching integrate further via the next generation Reveln website launched May 2010. For example, this post is from my mini-blog Posterous site – the framework will be joined by a promised post on performance & participative organizations supporting strategic agility, my last regular Wordpress entry. My very current list of mini-blogs is at the end of this entry including Reveln Consulting with over 13,000 site views as of April-May, 2010. Posterous is a happening mini-blog service. I’m glad to demonstrate how beautifully it works on the upgraded Reveln website. Thanks Mat Piccinato & Ross Johnson for the website support!
What is Strategic Agility? There’s ample evidence that, no matter how much analysis and planning is done, strategic planning is inherently flawed, quickly out of date, and rendered ineffective due to slow and incomplete execution. This post gives examples as well as an overview of three consultant perspectives highlighting principles of strategic agility and execution including tactical choices for competitive advantage.
Budget decisions define organizations, sometimes in new ways. Peter Drucker once stated, “Only three things happen naturally in organizations – friction, confusion and underperformance. Everything else requires leaderhip.” Questions that may arise during budget reductions are compared to the classic 7S structure model along with examples. Paul Harvey’s passing is also noted with a quote. –DN
An original longer article citing two approaches: Talent Management Choices: Who is the Star, the Individual or the Organization? Used to launch my first blog at the University of Michigan. Still relevant in helping you build an appropriate talent management choice today. Also see my October 2010 post entitled: The Pervasive Talent and Blank Slate Myths Meet Potential and Capacity Coaching.
Considerations in hiring a facilitator: the benefits of having someone assist you. Choices of facilitation approaches include “pair of hands,” “collaborator” and “expert.” These approaches also apply to consulting. Collaboration is the process consultation approach used most often by Reveln Consulting, assisted by highly experienced facilitation techniques and tools. (See the clients and tools page.) For other approaches, ask Deb about her consulting network of colleagues.