Leadership and the Culture of Simulation.
Would-be change leaders often limit themselves through encountering two subtle barriers that they fail to recognize: They do not go deeply enough into themselves to discover what is truly calling them, and they do not go deeply enough into the organization to discover what it stands for. When people fail to go deeply enough into themselves, they pu
... See morePeter M. Senge • The Fifth Discipline: The Art & Practice of The Learning Organization
Agile leaders need the courage to view issues from different perspectives, to gather data without undue prejudice, to formulate both/and rather than either/or resolutions. Too few organizations make it past what we have labeled “prescriptive agility,” which should be an oxymoron, but unfortunately isn’t. These organizations are as rigid about their
... See moreDavid Robinson • EDGE: Value-Driven Digital Transformation
People worry about culture because they know it sets the agenda for the future.
And who wouldn’t want to be in charge of that?
Wall Street and the City held the crown through economic dominance, regulatory capture, and cultural philanthropy. They faltered in 2008 and never regained their pre-crisis legitimacy. The presumptive heir to the throne, th
... See moreArchetype 1: Gap Between Espoused Values and Behavior How you behave can at times differ from what you say you value and believe about yourself.