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Flowchainsensei
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Many thanks to Jim for broaching this topic in such a positive and constructive fashion. I've decided to eschew articulating how I see things, or how we all got to "here" - at least, until sorely pressed. I'm guessing we all have a different take on where "here" is and our various paths, anyhow. I concur with Jim's general concerns, but will refrain from any analysis of causes, believing that to be less than helpful. My sincere thanks go to all the folks Jim mentions (and others besides) for their inspirational work and dedication to making things in the knowledge-work space better. My hope and wish is that we can find ways to do more of the positive things, moving forward together and finding ways our work can complement each other's, for the betterment of people, businesses and society as a whole. Please allow me to ask a hypothetical (Solution Focus) question: If we each woke up tomorrow morning and found that the disquieting things Jim mentions had, magically, entirely disappeared, what is the first thing you would notice that told you things had indeed changed? - Bob
I'm assuming you've had time to read and digest the Marshall Model by now? http://www.fallingblossoms.com/opinion/content?id=1006 :) HTH - Bob
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In the same way that I don't think many folks expect bankers to solve the problems with the world's banking system, I don't think we should expect management to solve the problems with the world's management system. Targeting CEOs and CIOs/CTOs offers little in the way of traction, imo, even though at first glance it might seem like "common sense". "We can't solve problems by using the same kind of thinking we used when we created them." ~ Einstein "It is difficult to get a man to understand something when his job depends on not understanding it." ~ Upton Sinclair (Applies to management and consultants, both). Note also that Prof. Hamel uses the term "Management 2.0" - some scope for confusion there? Cheers, - Bob @FlowchainSensei
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Great idea! An impossible challenge, or just a very difficult one? "Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has." ~ Margaret Mead I have worked on this thorny question for the best part of fifteen years now. The issues I note include: o People do not see the problem (nor its magnitude) o When people do see the problem they do not feel ownership of it. o When (if) they take ownership of the problem, they do not commit to action on it. (By people, I mean not just managers, but more relevantly, employees - and wider society as a whole, too). My own adopted solution is, as you may know, an education campaign centred around Rightshifting and the Marshall Model. This is founded in coaching theory, and in particular, GROW (cf Sir John Whitmore). o Goals - Encourage people to articular their goals (future effectiveness) o Reality - Invite people to consider where they are now (present effectiveness) o Options - Solicit (and present) options on how to proceed o Will - Ask people to commit to specific actions to realise their goals Lots more info on my blog: http://flowchainsensei.amplify.com HTH - Bob @FlowchainSensei
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Let's assume that at least some of the new hires/appointees are not "interpersonally-challenged" or otherwise lacking in skills necessary for their success. (Surely these are things that an effective hiring/interview process should discover?) What then could account for *ideally-skilled* individuals being deemed "failures within two years"? My work with Rightshifting and transformation leadership convinces me that a major reason for such failures has little or nothing to do with the chops of the new hire, and so much more to do with a mismatch of mindsets (i.e the mindset of the new hire vs the prevailing collective mindset of the organisation). The Marshall Model (white paper) explains this topic in more depth, for those interested enough to dig deeper. HTH - Bob (@FlowchainSensei)
"I think we need that sort of thing at the macro scale now." Amen. Just one thing - for the avoidance of confusion - how would you define "macro scale"? - Bob
Thanks Clarke! All those old, nostalgic (and good) memories from reading the book come flooding back :) Cheers - Bob
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Delighted to see someone else noticing these trends! Although you speak here mainly about the transition from an Analytic mindset to a Synergistic one there are others). Please see The Marshall Model of Organisational Evolution for more details, definitions. - Bob aka @FlowchainSensei
FWIW Myles Downey et al favour the word "player" (as do I) rather than the rather lame "coachee". - Bob
Toggle Commented Aug 17, 2010 on Agile Coaches Dojo Experiments at Agile Coaching
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Rachel, I'd like to start by thanking you for the great facilitation job you did for us all at openvolcano10. I have one observation, but few suggestions as to possible solutions: As both a session leader and a participant I would have felt even more positive about the day with a little feedback on each session. Agile North 2008 had an impromptu "awards" session at the close (or was it at the end of each session?) where sessions (not specifically presenters) were commented-on and voted-on by the attendees. That worked for me. Cheers, Bob
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Apr 21, 2010