Management Archives - Page 3 of 7

Category: Management

Emotional Antidote Map: Identify and Mitigate Negative Emotions

In my last post, The Business Case for an Authentic Workplace, I talked about the economic value in seeing the whole person – including their emotions. But what do we do when people actually have emotions? In this post, I present a model that helps identify our emotions and provides guidance.

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The Business Case for an Authentic Workplace

People are messy: they have personalities and emotions. In this post we explore how we can embrace people’s messiness for advantage rather than have it act as a drag. Default Business Model is Mixed Engagement A recent study from Carnegie Mellon Training shows that there are very mixed levels of engagement from workers.

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Change Initiative Forces in an Organization

How Change Initiatives Damage Organizations and Fail

A simple (and misunderstood) way people think of their change initiative like this: Their organization is just sitting there, ready to change in wonderful ways. We just have to tell people how great our new initiative is and they will be lining up to learn more and make things happen. Right? Unfortunately, organizations are complex.

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Organizational Transformation Checklist

In this post I am sharing workshop results on how to understand the readiness of the leadership to undertake organizational transformation.

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Leader Growing a Different Culture in the Hierarchy

How to Build a Culture Bubble

This post is about how one can create a bubble of a new culture inside of an existing organization. For example, this may be used by a group interested in developing an innovation and learning culture inside a typical bureaucratic organization. This post is a continuation of my earlier post on how to Build Culture Adapters to Avoid Agile Failure.

Comparison of High Performacne Organizational Cultures

Diverse Paths to High-Performance Organizational Culture

There is no single path or prescription for high-performance organizational culture. Increasingly companies are abandoning the traditional “modern management” practices developed for manufacturing and are moving to post-modern approaches that reflect the changing face of work and the needs of knowledge workers.

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Key Benefits of High Performance Cultures

Workshop on Characteristics of High-Performance Organizations

At Agile Tour Toronto last November, I conducted a workshop to get crowd-sourced research into high-performance organizational cultures. The purpose of this workshop was two-fold. First, to understand similarities and differences between organizational cultures. Second, to see if case-studies of high-performance cultures would resonate with Agile-oriented people.

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Lululemon, Example of Breakthrough Organizational Culture

Lululemon – A Stellar Example of Break-Through Organizational Culture

Christine Day, the CEO of Lululemon, gave a compelling account at the Toronto Board of Trade of how Lululemon uses culture as a core competitive advantage. It is woven into the fabric of every interaction and decision, not a bunch of meaningless posters on the wall.

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Relationship between Relatedness, Responsibility, and Accountability

Relatedness trumps Responsibility, Accountability

Relatedness is the heart of high-performing teams and organizations. As stated in the Agile Manifesto, focus on “Individuals and Interactions” is essential. How we relate to ourselves and others is central to creating and maintaining effective and valuable systems. There are many mental frames that are used to discuss organizational culture and performance.

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Tactical, Strategic, Cultural Diagram for Organizational Change

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Emotional Antidote Map: Identify and Mitigate Negative Emotions

The Business Case for an Authentic Workplace

How Change Initiatives Damage Organizations and Fail

Organizational Transformation Checklist

How to Build a Culture Bubble

Diverse Paths to High-Performance Organizational Culture

Workshop on Characteristics of High-Performance Organizations

Lululemon – A Stellar Example of Break-Through Organizational Culture

Relatedness trumps Responsibility, Accountability

Tactics, Strategy, & Culture – A Model for Thinking about Organizational Change

What is a Team?

An Influencer’s Playbook

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