What this points out is … 1 LEADING CHANGE © James G. Clawson STRATEGIC.
Transcript of What this points out is … 1 LEADING CHANGE © James G. Clawson STRATEGIC.
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What this points out is …
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LEADING
CHANGE
© James G. Clawson
STRATEGIC
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Break
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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
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Break
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Session 3: Leading Personal ChangeJohn 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?
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LPV 1. Do you SEE what needs to be done?(The Structure of Problems)
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2. WANTS 3. GOTS
4. CONCLUSIONSAbout PROBLEMS OR NOT
1. SOMEBODY
GAPS?
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WANT/GOT GAPSThis 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 WANTS3. Assess what each has GOT4. Use WANT-GOT GAP analysis to find win/win
solutions
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Stakeholder #1: e.g. “My Boss”What he WANTS What he’s GOT
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If you don’t know these, you may have to ask.
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Lenses for Understanding Human Behavior
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Levels of Human ActivityLevels of Human Activity
1. Visible Behavior
2. Conscious Thought
3. VABEs (values, assumptions, beliefs, and expectations)
HABITUAL?
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SEE NOT SEE
Beware your Blind Spots!
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SEE
NOT SEE
OTHERSOTHERS
SELFSELF
PUBLICPUBLIC PRIVATE
BLINDBLINDSPOTSSPOTS
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GENESADD
ADHDBPDOCDEtc.
MEMEsMEMEsVABEsVABEs
The Formative Years …
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TRANSCENDER?K, L, A
Choice Theory Choice Theory (Glasser)
1. IKWRFY2. IHARTTYWRFY3. IHARTPYIYDDWRFY
Key QuestionsKey Questions
1. When I’m cold…
2. When I’m hungry…
3. When I’m wet…
4. When I’m alone and afraid…
Newborn
Two key legacies
Generation to Generation
GENEsGENEs
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The Number One Question in Life
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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?
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VABE based BehaviorThe missing variable
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L3: VABEs EVENTS
L1: BEHAVIOR
L2: CONCLUSIONS
FEELINGS
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CAREER CONCEPTS and MOTIVESDeveloped by Mike Driver and Ken Brousseau @ USC
• Concepts: what you think you should be• Motives: what you want to do and enjoy deep
down
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Powerand
Status
Time
A BLinear
C
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Powerand
Status
Time
Steady State Experts
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Powerand
Status
Time
Spiral
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Powerand
Status
Time
Transitory
+’sSail around the world
Climb MountainsKayak Rivers
Softball …
-’sAlcoholDrugs
GamblingPromiscuity …
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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?
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Value Added?
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LINEAR
STEADY STATE EXPERT
SPIRAL
TRANSITORY
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Implications …
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Who gets to the top of most organizations?
Who designs the reward systems in those organizations?
L
EST
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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?
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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
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--AL Aspects of Life
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•Organizational
•Political
•Familial
•Social
•Marital
•Sexual
•Parental
•Physical
•Intellectual
•Spiritual
•Emotional
•Professional
•Financial
•Material
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Physical Rhythm
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Fundamental Resources of Success
• Time• Talent• Energy• Agency/Choice
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Time Resource
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168 Hours a Week
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Balancing Your Life
0-10 years
11-20 years
21-30 years
31-40 years
41-50 years
51-60
61-70
PATH TO SUCCESS:
WEEKLYBALANCE
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"I wish I could stand on a busy corner, hat in hand, and beg people to throw me all their wasted hours."
- Bernard Berenson -
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Excellence is a neurotic lifestyle.
Alex Horniman
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