Ebook Beyond change management: Advanced strategies for today’s transformational leaders - Part 2
➤ Gửi thông báo lỗi ⚠️ Báo cáo tài liệu vi phạmNội dung chi tiết: Ebook Beyond change management: Advanced strategies for today’s transformational leaders - Part 2
Ebook Beyond change management: Advanced strategies for today’s transformational leaders - Part 2
Section Three A Process Orientation for Leading TransformationChapter 6: Conscious Process ThinkingChapter 7: Change Process Models133ConsciousProcess Ebook Beyond change management: Advanced strategies for today’s transformational leaders - Part 2 s Thinking0S WE HAVE SAID, CHANGE LEADERS MUST become more con-scious of the dynamics of transformation in order to lead it successfully. Leaders must attend to the three critical components of change strategy: content, people, and process. We assume that most leaders are already comfortable and lar Ebook Beyond change management: Advanced strategies for today’s transformational leaders - Part 2 gely competent at addressing the content issues. Consequently, we have focused our discussion on people and process. In Section Two, we attended mostlEbook Beyond change management: Advanced strategies for today’s transformational leaders - Part 2
y to mindset, the essence of people dynamics, to discover its critical role in transformation. In this section, we explore process dynamics.The term "Section Three A Process Orientation for Leading TransformationChapter 6: Conscious Process ThinkingChapter 7: Change Process Models133ConsciousProcess Ebook Beyond change management: Advanced strategies for today’s transformational leaders - Part 2 we keep returning to the word because it most precisely describes what we mean when we refer to conscious process thinking, the subject of this chapter.We will begin this chapter by differentiating our use of the term from other uses. Then, we introduce "conscious process thinking" and contrast it w Ebook Beyond change management: Advanced strategies for today’s transformational leaders - Part 2 ith the more common "project thinking." We will describe its similarities to and differences from the135136Beyond Change Managementmore recent breakthEbook Beyond change management: Advanced strategies for today’s transformational leaders - Part 2
rough to "systems thinking," and we will also discuss the tools that each of these thinking orientations use as they relate to change leadership. On tSection Three A Process Orientation for Leading TransformationChapter 6: Conscious Process ThinkingChapter 7: Change Process Models133ConsciousProcess Ebook Beyond change management: Advanced strategies for today’s transformational leaders - Part 2 formational change processes differently. We conclude by describing why we believe that a facil-itative change leadership style is optimal for most of today's change leaders.These discussions will set the stage for the next chapter, where we discuss change process models in general and introduce the Ebook Beyond change management: Advanced strategies for today’s transformational leaders - Part 2 specific change process model that we have refined over the past two decades, the nine-phase Change Process Model for Leading Conscious TransformatioEbook Beyond change management: Advanced strategies for today’s transformational leaders - Part 2
n.Differentiating Among Uses of the Word “Process”The term "process" has many different meanings in the field of organization development and current Section Three A Process Orientation for Leading TransformationChapter 6: Conscious Process ThinkingChapter 7: Change Process Models133ConsciousProcess Ebook Beyond change management: Advanced strategies for today’s transformational leaders - Part 2 se various meanings to ensure that we convey our specific meaning clearly, without confusing you. Below is our view of the other uses. We encourage you to note your particular meaning(s) of the word "process" from those listed below.Group Process. The team-building description of how groups of peopl Ebook Beyond change management: Advanced strategies for today’s transformational leaders - Part 2 e operate together, relate to one another, and interact (the group's "way of being").Process Consultation and Observation. The organization developmenEbook Beyond change management: Advanced strategies for today’s transformational leaders - Part 2
t practice of "objectively" observing what goes on when groups of people work together, then devising positive ways to influence their interactions, eSection Three A Process Orientation for Leading TransformationChapter 6: Conscious Process ThinkingChapter 7: Change Process Models133ConsciousProcess Ebook Beyond change management: Advanced strategies for today’s transformational leaders - Part 2 a desired outcome; observing and guiding the dynamics that occur during the rollout of the plan and course correcting to enable the outcome to emerge; leading without controlling.Process Improvement. The quality movement's practice of defining the action steps required to achieve an end and then re Ebook Beyond change management: Advanced strategies for today’s transformational leaders - Part 2 fining those steps to achieve the outcome more effectively and efficiently.Conscious Process Thinking137Business Process or End-to-End Process. "MacroEbook Beyond change management: Advanced strategies for today’s transformational leaders - Part 2
" processes of the business that cross functional boundaries and outline everything that needs to occur to produce a unified result; such processes arSection Three A Process Orientation for Leading TransformationChapter 6: Conscious Process ThinkingChapter 7: Change Process Models133ConsciousProcess Ebook Beyond change management: Advanced strategies for today’s transformational leaders - Part 2 on processes.Processing Information. The thinking and discussing a person or group does to understand, reflect on, make meaning of, or learn about something that has happened or that is needed from them. The information being processed may be about internal or external realities. Examples include de Ebook Beyond change management: Advanced strategies for today’s transformational leaders - Part 2 briefing an event, an interaction, or one's emotions.Personal Process. What an individual goes through as he or she grows emotionally or spiritually,Ebook Beyond change management: Advanced strategies for today’s transformational leaders - Part 2
becomes more aware, and learns from life's experiences; selfreflection; consciously learning from and course correcting one's life experiences, mindseSection Three A Process Orientation for Leading TransformationChapter 6: Conscious Process ThinkingChapter 7: Change Process Models133ConsciousProcess Ebook Beyond change management: Advanced strategies for today’s transformational leaders - Part 2 ture of organizations. You may currently define process in one or more of the ways above. That is fine; all are useful distinctions. However, to receive the full benefit of our next discussion, you may need to put aside, at least temporarily, these or other definitions of process.Our Definition of P Ebook Beyond change management: Advanced strategies for today’s transformational leaders - Part 2 rocessWebster offers two relevant definitions of process: (1) "progress, advance; something going on; proceeding"; and (2) "a natural phenomenon markeEbook Beyond change management: Advanced strategies for today’s transformational leaders - Part 2
d by gradual changes that lead toward a particular result; a series of actions or operations conducing to an end." The first definition is purely actiSection Three A Process Orientation for Leading TransformationChapter 6: Conscious Process ThinkingChapter 7: Change Process Models133ConsciousProcess Ebook Beyond change management: Advanced strategies for today’s transformational leaders - Part 2 ural or intentional unfolding of continuous events toward a desired outcome." Given the insights of the Emerging Mindset, we understand that open systems continually self-organize to higher levels of order. Through the insights of the Industrial Mindset, we know that closed systems decay. Either way Ebook Beyond change management: Advanced strategies for today’s transformational leaders - Part 2 , process has a direction. Or, as Arthur Young (1976) would say, process has purpose.While process is purposeful action toward a result, the EmergingEbook Beyond change management: Advanced strategies for today’s transformational leaders - Part 2
Mindset suggests that these results are temporary and unstable. Once results are achieved,138Beyond Change Managementprocess moves on to the next resuSection Three A Process Orientation for Leading TransformationChapter 6: Conscious Process ThinkingChapter 7: Change Process Models133ConsciousProcess Ebook Beyond change management: Advanced strategies for today’s transformational leaders - Part 2 imensional process in perpetual motion, an endless weave of processes intermingling with other processes, "the continuous dance of energy" (Capra, 1983, p. 91).In this process orientation, change is the norm. All results, structures, events, and forms are simply snapshots of a continually evolving p Ebook Beyond change management: Advanced strategies for today’s transformational leaders - Part 2 rocess. Their appearance of being fixed is an illusion, just a "freeze frame" of a moment in time. Take your organization's structure, for example. ToEbook Beyond change management: Advanced strategies for today’s transformational leaders - Part 2
day it may seem fixed and firmly established. Yet last year it was likely different, and next year it will likely change again. If you widen your timeSection Three A Process Orientation for Leading TransformationChapter 6: Conscious Process ThinkingChapter 7: Change Process Models133ConsciousProcess Ebook Beyond change management: Advanced strategies for today’s transformational leaders - Part 2 decentralization, local and global focus, business lines and functional services, standardization and autonomy, all the while evolving (one hopes) to a higher order ability to serve the needs of your changing marketplace and customers. As commonly stated, the only constant in organizations (and life Ebook Beyond change management: Advanced strategies for today’s transformational leaders - Part 2 ) is change itself. Even "fixed" structures are in dynamic flux.✓The Different Levels of ProcessSection Three A Process Orientation for Leading TransformationChapter 6: Conscious Process ThinkingChapter 7: Change Process Models133ConsciousProcessSection Three A Process Orientation for Leading TransformationChapter 6: Conscious Process ThinkingChapter 7: Change Process Models133ConsciousProcessGọi ngay
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