Leadership
Leadership I
Leadership I
Fichier Détails
| Cartes-fiches | 97 |
|---|---|
| Langue | Deutsch |
| Catégorie | Gestion d'entreprise |
| Niveau | Université |
| Crée / Actualisé | 24.01.2023 / 24.01.2023 |
| Lien de web |
https://card2brain.ch/box/20230124_leadership
|
| Intégrer |
<iframe src="https://card2brain.ch/box/20230124_leadership/embed" width="780" height="150" scrolling="no" frameborder="0"></iframe>
|
Types of inertia
There are two types of Inertia:
Structural Inertia: fixed structures that hinder change
Cultural Inertia: z.B. “we always did it like that” à don’t want to change something that worked in the past
Reasons for inertia
- Elements of the management system are Strategy, Relationships and Culture --> Successful companies normally develop a strong, robust and resilient management system
- But in case of Inertia: Strategies become blinders, relationships become handcuffs and culture becomes a corset
--> Inertia Trap => potential consequence of success
Vitalizing Management System
1. Vision & Strategy
Vision & Strategy: needs to be properly communicated and internalized by employees, strategy should be consistent and not be changed too often, but it needs some adaption from time to time, discovering weak signals: z.B Hilti does monitor competitors closely
Vitalizing Management System - Structure / Leadership
- Structure/ Leadership: often Top Management relies too much on themselves, managers often aren’t interested in encouraging their successors because they feel threatened, Customer touch points: contact with customers can energize companies, satisfied customers motivate employees and thus the whole organization
Vitalizing Management System - Culture
Feedback Cultur, talk about the brutal facts
--> Feedback on WHAT and HOW
Ambidexterity
Ambidexterity = the ability of an organization to efficiently manage their current business needs while being open to change and new requirements --> Exploitation & Exploration
Implementation approaches for ambidexterity
- Structural Ambidexterity
- Contextual Ambidexterity
- Temporal Ambidexterity
Structural Ambidexterity
Structural Ambidexterity:
Company creates separate organizational units dedicated exclusively to one activity, i.e., one unit focuses on exploration, while another unit devotes full attention to exploitation à difficult to manage integration of those units and many companies don’t have the resources for those extra units
Contextual Ambidexterity
Contextual Ambidexterity: Employees within a department decide independently when to explore, when to exploit, ambidextrous behavior should be achieved on an individual level --> Hilti: Sherpas: designated to design workshops, they find topics that might need exploration, constant questioning of status quo by all employees on all levels à not used by many companies, theoretical concept
Temporal Ambidexterity
Temporal Ambidexterity: Temporary strategy in which the alternation between explorative and exploitative modes occur. The modes follow each other in sequence and do not coexist à Hilti: with the Culture Team Camps they explore and discuss important topics, the aim of these workshops is to find explorative projects that they can employ afterwards, exploration not only on product level but also on organizational, cultural and external level à most prominent strategy
Management pitfalls due to change
- Not establishing a great enough sense of urgency
- Not creating a powerful enough guiding coalition
- Lacking a vision
- Under-communicating the vision by a factor of ten
- Not removing obstacles to the new vision
- Not systematically planning for creating short-term wins
- Declaring victory too soon
- Not anchoring changes in the corporate culture
Advanced Chance Theory
(4 stepping stools)
- Emotional rational strategy (unterste Stufe)
- Power-coersive strategy
- Normative-reeducative Strategy
- Advanced change theory
Advanced Change Theory - Empirical rational strategy
Method: Telling others to change
Objective: Align the change target with established facts
Limitation: Narrow, cognitive view, fails to incorporate the affective & normative domains
Advanced change theory: Power-coercive strategy
Method: Leveraging others to change
Objective: Align change target with established authorities
Limitations: Can evoke anger resistance
Advanced change theory: Normative-reeducative strategy
Method: Engaging other in conceptualizing change
Objective: Alignment of actors in a "win-win" dialog
Limitations: Neglects need for own change
Advanced change theory (Method, objective)
Method: Modeling personal transformation
Objective: Alignment with changing reality
--> Doesn't not reject but include aspects of each strategy!
Leading advanced change
Empower to self to be aligned with a vision for the common good
- Seek to create an emeregent system --> new social reality (learn, adapt, grow)
- Recognize hypocrisy & self-deception --> Willingness of leader to identify & reduce own integrity gaps to model exemplary behavior
- Value clarification & alignment of behaviors --> Discard assumptions / ineffective strategies to close integrity gaps
- Free Oneself from External Sanctions --> Question the status quo
- Develop vision for the Common Good --> Freeing oneself from external constraints & allow new possibilities for the community to be discoveres (stakeholders are more willing to change if they act for what they believe in)
- Take action to the edge of chaos --> Enact new order (integrating opposites through adaption to changing reality --> emergence of new self)
Attracting others to change
7. Reverence (consideration / respect) for others involved --> Build trust that change will spill over rather than forcing change
8. Inspire others to enact their best selves --> encourage stakeholder to strive for higher goals by setting an courageous example
9. Model Counterintuitive, paradoxical behavior --> Problems are solved by asking questions / engaging in frame-breaking behavior that disrupts existing routinge & assumptions
