Organizations and Individuals That Have Invented New Tools for New Times

transcript

1Glocal Vantage Inc.

Leadership in the Interactive AgeLeadership in the Interactive AgeOrganizations and Individuals That Have

Invented New Tools for New Times

Part 8

Paul Schumann

TopicsTopics

Reviewing Leadership In the Interactive Age

Ingenuity and Technology: The Power Team

Hearing From Today’s Leaders A Seven Step Program for Building Your

Leadership Skills in the Interactive Age

Reviewing Leadership In the Interactive Reviewing Leadership In the Interactive AgeAge

Leadership and Technology: Is Your Mental Map Ready?

Personal Ingenuity and Emerging Technologies

Knowledge and the Ethics of Technology

Sources for InteractionSources for Interaction

Library of Congress– “Thomas Network”– http://thomas.loc/gov– (202)707-5522

IEEE– Chris J. Brantley– c.brantley@ieee.org– (202)785-0017

Reviewing Leadership In the Interactive Reviewing Leadership In the Interactive AgeAge

Integrating Technologies in the Age of Interaction

Leading in the Age of Interaction: Tools That Recreate

Leadership is a State of Mind, Not a Position

Leadership, Ingenuity, and Technology: Accelerators of Innovation

Building Your Leadership Skills in the Interactive AgeBuilding Your Leadership Skills in the Interactive Age

Apply All Your Perceptual Tools– Intellectual– Responsive– Intuitive

Utilize Your Innate Ingenuity– Knowing– Being– Creating

Building Your Leadership Skills in the Interactive AgeBuilding Your Leadership Skills in the Interactive Age

Enjoy the Adventure Accept All Gifts Encourage the Heroic Within Be Affluent

Ingenuity and Personal GrowthIngenuity and Personal Growth

The Perceptual Tools of Ingenuity– Intellectual– Responsive– Intuitive

The “Star Trek” ModelThe “Star Trek” Model

McCoySpock

Scotty

KirkIntellectual Intuitive

Responsive

Integrated

The Historical Application of PerceptionThe Historical Application of Perception

Hunter/Gatherer

Agricultural

Industrial

Interactive

Information

Intellectual

Responsive

Intuitive

Ingenuity and Personal GrowthIngenuity and Personal Growth

The Perceptual Tools of Ingenuity– Intellectual– Responsive– Intuitive

Integration Plan Transformation Creative Action

Creative Action Plan - Creative Action Plan - IndividualIndividual

Integration Integration

Transformation

Perceive Perceive

Define Define Define

Problem/Goal Proposal

Action

Creative Action Plan - Individual

Integration IntegrationTransformation

Perceive PerceiveDefine Define Define

Problem/Goal ProposalAction

IntellectualEvaluation

ResponsiveReaction

IntuitiveUnderstanding

IntellectualEvaluation

ResponsiveReaction

IntuitiveUnderstanding

Creative Action Plan - Team

Synthesis Synthesis

Transformation

Perceive Perceive

Define Define Define

Problem/Goal Proposal

Action

Conversation Conversation

You Are Here!You Are Here!

Social

Political

Economic Demographic

Competitive

Scientific

TechnologicalStakeholders

Capability

Capacity

You Are Here!You Are Here!

“In the past, I was able to focus on excellence in the job itself, and in career planning and advancement. Now, my thoughts are more of fear and insecurity, which aside from the obvious added stress, detract from the ability to do as good a job on the work itself. Instead of wondering how to best achieve the next level on the career ladder, I wonder what I can do to best assure I have a job at all.”

You Are Here!

“We work in flatter organizations and we no longer have implicit guarantee of lifetime employment. The nature of the employer/employee contract has changed. We have jobs only so long as we add value.”

You Are Here!

“I think the workforce and the workplace will become increasingly split between management and worker. The computer enables much of the work to be done with lower individual skill. Pressure is on management to perform. Hence I see growing conflict between the workers and management in ‘traditional’ corporate structures.”

You Are Here!

“Management is just beginning to recognize how important employees are to the success of their business. The knowledge worker and the learning organization are concepts that arebeginning to gain acceptance even though current management are still encumbered with yesterday’s baggage to accept wholeheartedly.”

You Are Here!

“Change requires a willingness to change. That willingness is not universal.”

You Are Here!

“Smaller entities will likely be highly competitive and more successful than large. Large organizations had historic advantages -- money, capital, etc. Now small entities have advantages of flexibility, adaptability, etc. Competition will be fierce.”

You Are Here!

“I think that the successful companies in ten years time will be the ones that provide the most conducive environment for their knowledge workers to most fully take advantage of their talents.”

You Are Here!

“Teams can now be far apart and work together. They no longer need to exist in the same physical location. This will allow teams to be much more diverse. My suspicion is that this will lead to both great success and failure.”

You Are Here!

“Leadership has become more a “democratic’ process. With the rightsizing of organizations and the effort to ‘empower’ employees, leadership has to be demonstrated rather than defined.”

You Are Here!

“The leaders must have vision; intelligence to understand where they are (a reality sense); the courage to implement change, plans, and follow-through; and do it ethically.”

You Are Here!

“Leadership is beginning to recognize that we are in transition between the older view that the worker has to be driven to contribute, to one that accepts that Man’s nature is to wish to contribute.”

You Are Here!

“We make a living by what we receive, but we make a life by what we give.”

You Are Here!

“Why we work? I think that it comes back to the fact that we would like to contribute; to make things change for the better; to help others. Does that seem too corny?”

Personal TransformationPersonal Transformation

Knowing Yourself Interacting With Others Intimacy and Vulnerability

Personal TransformationPersonal Transformation

Yourself Others

Intimacy

Responsiveness

Introspection

Reflection

The Johari WindowThe Johari Window

Known UnknownO

n Public Blind to Self

Hidden From Others Unconscious

Source: Grant

Leaders Need to Learn IntrospectionLeaders Need to Learn Introspection

The Ability and Willingness of Individual Employees to Change is the Key Factor Limiting an Organization’s Ability to Reinvent Itself

Forceful Leadership Can Only Accomplish So Much

The Shift From Machine Age Bureaucracy to Flexible, Self-managed Teams Requires That Lots of Ordinary Managers and Workers be Psychologically Prepared to Push the Transformation Themselves

Source: Fortune, 8/22/94

Leaders Need to Learn Leaders Need to Learn Introspection Introspection

Change is Personal, and It Starts at the Top

Leaders Must Transform Themselves Reflection and Introspection is Key

Source: Fortune 8/22/94

IntrospectionIntrospection

Objectivity Learning Self Confidence Responsibility Tolerance for Ambiguity and Paradox

Introspection Introspection

Action Balance in Life Creativity and Intuition Egolessness

Your Seven Step ProgramYour Seven Step Program

Identify the Chains That Bind You– Expectations– Motivations– Patterns of Behavior

Identify Specific Goals Assess Your Resistance to and Tolerance

for Change

Your Seven Step ProgramYour Seven Step Program

Identify Areas for Growth Action Point Yourself Toward the Unknown Connect Yourself to Others on the Path Continually Recreate Your Mental Map

Developing Your Leadership PotentialDeveloping Your Leadership Potential

Growth

Unknown

Interaction

Re-creation

Habits

Change

Glocal Vantage, Inc.Glocal Vantage, Inc.

Paul Schumann PO Box 161475, Austin, TX 78716 paul.schumann@glocalvantage.com Glocal vantage: http://www.glocalvantage.com Insights – Intelligence – Innovation

Collaborative: http://incollaboration.ning.com Twitter: innovant2003

Attribution: http://creativecommons.org/licenses/by/3.0/

Organizations and Individuals That Have Invented New Tools for New Times

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