PERSONAL MASTERY
Coaching
PERSONAL MASTERY
Coaching
Doing the Work to Improve
XQ’s coaching programs are designed to help executives and company employees reach their highest potential by empowering them to understand the impact behind their behaviors, and how to maximize the value of their driving forces. We help clients in multi-generational, multi-cultural environments create better collaboration and workflows.
COACHING
Strategic Thinking
The aim of this course is to build awareness and understanding of strategic thinking and strategic leadership and its contribution to business performance by reviewing relevant theories, models and concepts. Participants will develop an appreciation of the complexity of relationships and tensions associated with designing and leading corporate strategy. Ultimately we want to create both strategic thinkers and planners who can use creativity and analysis.
Strategic Thinking
Course: Corporate Strategy. Strategic Thinking and Strategic Leadership
COURSE SCOPE & OBJECTIVES
Economic and social forces have accelerated global shifting from episodic to continuous, forcing the need for major change within organizations. Change is essential to an organization if they are going to adapt, grow and remain competitive. Corporate Strategy is essential when change is needed in determining where you are, where you want to be in the future and in what way you will get from here to there. However, statistics show that organizations run into difficulties and obstacles, often failing–a staggering 70% –when implementing new strategies. More important than the strategy itself is the ability to execute it, an important factor influencing today’s management and corporate valuations.
The aim of this course is to build awareness and understanding of strategic thinking and strategic leadership and its contribution to business performance by reviewing relevant theories, models and concepts. Participants will develop an appreciation of the complexity of relationships and tensions associated with designing and leading corporate strategy. Participants will be encouraged to apply strategic principles towards their own organization’s enhanced business performance.
LEARNING OUTCOMES
By completing this course, the participants will be able to:
1. Critically evaluate a variety of theories, models and concepts of strategic thinking and strategic leadership
2. Evaluate the links between corporate strategy, innovation and change in organizations.
3. Critically evaluate the contribution to strategy of leaders at all levels of the organization.
4. Research and monitor external influences and trends concerning strategic formulation.
INDICATIVE CONTENT
1- Strategic thinking and strategic leadership: theory, process and practice.
2- Processes of strategic leadership
3- 21st century product/market strategies
4- The role of the Board in strategy formulation
5- Strategy in complex environments
PROGRAM OUTLINE
Unit 1 – Introduction to Strategy
1.1 What is Strategy?
1.2 Relationship between Purpose, Process, Content and Context
1.2.1 Strategic Context
1.2.2 Strategy Process
1.2.3 Strategy Content
1.3 Strategic Assumptions
1.3.1 Fundamental Tensions
1.3.2 Identifying Strategic Tensions
1.4 Identifying Strategic Leadership and Cultural Perspectives
1.5 Frameworks of Strategic Thinking
1.6 Model of Strategic Thinking
1.6.1 Systems Perspective
1.6.2 ‘Intent-Focus’
1.6.3 Intelligent Opportunism
1.6.4 Thinking in Time
1.6.5 Hypothesis Driven Strategic Thinking
1.7 Alternative Framework for Understanding and Improving Strategic Thinking
1.7.1 Holistic Understanding of the Organization in its Environment
1.7.2 Creativity
1.7.3 A Vision for the Future of the Organization’s Purpose and Values
Unit 2 – Introduction to Strategic Thinking
2.1 What is Strategic Thinking?
2.2 Cognitive Activities and Abilities
2.2.1 Problems; Nature of problems and how they should be addressed; What actions should be taken?
2.3 Cognitive Maps
2.3.1 What Are Cognitive Maps?
2.3.2 Impact on Strategic Thinking
2.4 Logical vs. Creative Thinking in Strategy
2.5 Strategy Problems with cognitive Activities, abilities and maps
2.6 Paradox of Logic and Creativity
2.7 Demands for Logical Thinking
2.8 Demands for Creative Thinking
Unit 3 – From Good To Great
A detailed examination of Jim Collin’s research into high-performance companies’ best practices and recipes for success.
3.1 Build-Up and Break-Through
3.2 Level-5 Leadership
3.3 First “Who” then “What”
3.4 Confronting The Brutal Facts
3.5 Hedgehog Concept
3.6 Culture of Discipline
3.7 Technology Accelerated
Unit 4 – Four Tools for Strategic Analysis
4.1 PESTEL
4.2 SWOT
4.3 Porter’s ‘Five Forces’
4.4 Boston Matrix
Unit 5 – Strategy, Innovation and Change
5.1 Impacts of Strategic Decisions on Organizations
5.2 Grenier’s Model of Organizational Growth
5.3 Introducing New Practices into an Organization
5.3.1 Innovating
5.4 Competitive Advantage through Innovation
5.5 Implications of Innovation on Business Strategy
5.6 Integration of Innovation into Corporate Strategy
Unit 6 – Strategic Leadership
6.1 Introduction to Strategic Leadership
6.2 Essence of Strategic Leadership
6.3 What is Absorptive Capacity?
6.4 What is adaptive Capacity?
6.5 Managerial Wisdom
6.6 Relevance of Strategic Leadership
Unit 7 – Functions of Strategic Leadership
7.1 The “of” and “in” of Organizational Leadership
7.2 Activities of Strategic Leadership
7.3 Programs and Structures that Strategic Leaders can use to achieve Corporate Objectives
7.4 Senior Executives = Strategic Architects
7.5 How important is the Chief Executive on Corporate strategy?
7.6 Executive Teams for Strategy
7.7 Benefits of Executive Teams on Strategy and Implementing Change
7.8 The Importance of Executive Teams and Effective change in the Organization
7.9 The Board of Directors and Strategy
7.10 Directorial Dilemmas of Boards
7.11 Recommendations for Inclusion of Non-Executive Input for Strategy-Making
Unit 8 – “The Balanced Scorecard” Approach To Strategy
8.1 Financial Objectives
8.2 Target Customers
8.3 company Objectives
8.4 How is Success Measured and What is the Value Proposition?
8.5 Business Processes
8.5.1 Product Design
8.5.2 Brand
8.5.3 Market Development
8.5.4 Sales
8.5.5 Service
8.5.6 Operations and Logistics
8.5.7 Organizational Infrastructure
8.5.8 Learning and Growth Factors
8.5.9 Skills and Knowledge of employees
8.5.10 Technology
8.5.11 Climate
8.6 How Strategies are Built around ‘Themes’:
8.6.1 Building Market Position
8.6.2 Increasing Customer Value
8.6.3 Achieving Operational Excellence
8.6.4 The Good Corporate Citizen
8.6.5 The Happiness and Health of Employees
Unit 9 – Strategy Implementation
9.1 Five Processes for Strategy Implementation
9.2 Translating strategy to Operational Terms
9.3 Aligning the Organization to the Strategy
9.4 Making Strategy “Everyone’s everyday Job”
9.5 Make Strategy a continual Process
9.6 Mobilizing change through ‘Ownership’ and ‘Active Involvement’ of the Executive Team-The Single Most Important Factor for Success
9.7 Contributing Factors to Strategic Failures
9.7.1 Ineffective Senior Team
9.7.2 Top-Down and Laissez-Faire Style Leadership
9.7.3 Inadequate Leadership Skills
9.7.4 Poor Coordination
9.7.5 Poor Vertical and Horizontal Communication
9.7.6 Six ‘Core Capabilities’
Unit 10 – Organizing for Success
10.1 The Role of CEO’s in Large Organizations
Essential Reading
*Gerry Johnson, Kevan Scholes, Richard Whittington 2008 Exploring corporate strategy text & cases 8th ed FT/Prentice Hall
*Robert Hooijberg 2007 Being there even when you are not : leading through strategy, structures and systems, Elsevier JAI
*Robert Kaplan and David Norton 2001 The strategy-focused organization: how balanced scorecard companies thrive in the new business environment Harvard Business School Press: Boston
*Michael Beer 2009 High commitment, high performance : how to build a resilient organization for sustained advantage Jossey Bass: San Francisco
*Gary Yukl and Richard Lepsinger 2004 Flexible Leadership Jossey Bass: San Francisco
Recommended Reading
Jim Collins 2001 Good to Great Random House: London
*Paul Elkin 2007 Mastering business planning and strategy : the power and application of strategic thinking Thorogood 2nd ed.
*Harvard Business Review 2002 Harvard business review on advances in strategy, Harvard Business School Press
*Graham J. Hooley, Nigel F. Piercy & Brigitte Nicoulaud 2008 Marketing strategy and competitive positioning FT/Prentice Hall 4. ed.
*Richard Hughes 2005 Becoming a Strategic Leader: your role in your organization’s enduring success Jossey Bass: San Francisco
*Edward E Lawler and C Worley 2006 Built to change: how to achieve sustained organizational effectiveness Jossey-Bass,
H Mintzberg, J Lampel, JB Quinn & S Ghoshal 2003 The Strategy Process Prentice Hall
*Geoff Mulgan 2009 The art of public strategy: mobilizing power and knowledge for the common good OUP
J Thompson & F Martin 2005 Strategic Management Thomson: London 5th ed
COACHING
Strategic Thinking
The aim of this course is to build awareness and understanding of strategic thinking and strategic leadership and its contribution to business performance by reviewing relevant theories, models and concepts. Participants will develop an appreciation of the complexity of relationships and tensions associated with designing and leading corporate strategy.
Strategic Thinking
Course: Corporate Strategy. Strategic Thinking and Strategic Leadership
COURSE SCOPE & OBJECTIVES
Economic and social forces have accelerated global shifting from episodic to continuous, forcing the need for major change within organizations. Change is essential to an organization if they are going to adapt, grow and remain competitive. Corporate Strategy is essential when change is needed in determining where you are, where you want to be in the future and in what way you will get from here to there. However, statistics show that organizations run into difficulties and obstacles, often failing–a staggering 70% –when implementing new strategies. More important than the strategy itself is the ability to execute it, an important factor influencing today’s management and corporate valuations.
The aim of this course is to build awareness and understanding of strategic thinking and strategic leadership and its contribution to business performance by reviewing relevant theories, models and concepts. Participants will develop an appreciation of the complexity of relationships and tensions associated with designing and leading corporate strategy. Participants will be encouraged to apply strategic principles towards their own organization’s enhanced business performance.
LEARNING OUTCOMES
By completing this course, the participants will be able to:
1. Critically evaluate a variety of theories, models and concepts of strategic thinking and strategic leadership
2. Evaluate the links between corporate strategy, innovation and change in organizations.
3. Critically evaluate the contribution to strategy of leaders at all levels of the organization.
4. Research and monitor external influences and trends concerning strategic formulation.
INDICATIVE CONTENT
1- Strategic thinking and strategic leadership: theory, process and practice.
2- Processes of strategic leadership
3- 21st century product/market strategies
4- The role of the Board in strategy formulation
5- Strategy in complex environments
PROGRAM OUTLINE
Unit 1 – Introduction to Strategy
1.1 What is Strategy?
1.2 Relationship between Purpose, Process, Content and Context
1.2.1 Strategic Context
1.2.2 Strategy Process
1.2.3 Strategy Content
1.3 Strategic Assumptions
1.3.1 Fundamental Tensions
1.3.2 Identifying Strategic Tensions
1.4 Identifying Strategic Leadership and Cultural Perspectives
1.5 Frameworks of Strategic Thinking
1.6 Model of Strategic Thinking
1.6.1 Systems Perspective
1.6.2 ‘Intent-Focus’
1.6.3 Intelligent Opportunism
1.6.4 Thinking in Time
1.6.5 Hypothesis Driven Strategic Thinking
1.7 Alternative Framework for Understanding and Improving Strategic Thinking
1.7.1 Holistic Understanding of the Organization in its Environment
1.7.2 Creativity
1.7.3 A Vision for the Future of the Organization’s Purpose and Values
Unit 2 – Introduction to Strategic Thinking
2.1 What is Strategic Thinking?
2.2 Cognitive Activities and Abilities
2.2.1 Problems; Nature of problems and how they should be addressed; What actions should be taken?
2.3 Cognitive Maps
2.3.1 What Are Cognitive Maps?
2.3.2 Impact on Strategic Thinking
2.4 Logical vs. Creative Thinking in Strategy
2.5 Strategy Problems with cognitive Activities, abilities and maps
2.6 Paradox of Logic and Creativity
2.7 Demands for Logical Thinking
2.8 Demands for Creative Thinking
Unit 3 – From Good To Great
A detailed examination of Jim Collin’s research into high-performance companies’ best practices and recipes for success.
3.1 Build-Up and Break-Through
3.2 Level-5 Leadership
3.3 First “Who” then “What”
3.4 Confronting The Brutal Facts
3.5 Hedgehog Concept
3.6 Culture of Discipline
3.7 Technology Accelerated
Unit 4 – Four Tools for Strategic Analysis
4.1 PESTEL
4.2 SWOT
4.3 Porter’s ‘Five Forces’
4.4 Boston Matrix
Unit 5 – Strategy, Innovation and Change
5.1 Impacts of Strategic Decisions on Organizations
5.2 Grenier’s Model of Organizational Growth
5.3 Introducing New Practices into an Organization
5.3.1 Innovating
5.4 Competitive Advantage through Innovation
5.5 Implications of Innovation on Business Strategy
5.6 Integration of Innovation into Corporate Strategy
Unit 6 – Strategic Leadership
6.1 Introduction to Strategic Leadership
6.2 Essence of Strategic Leadership
6.3 What is Absorptive Capacity?
6.4 What is adaptive Capacity?
6.5 Managerial Wisdom
6.6 Relevance of Strategic Leadership
Unit 7 – Functions of Strategic Leadership
7.1 The “of” and “in” of Organizational Leadership
7.2 Activities of Strategic Leadership
7.3 Programs and Structures that Strategic Leaders can use to achieve Corporate Objectives
7.4 Senior Executives = Strategic Architects
7.5 How important is the Chief Executive on Corporate strategy?
7.6 Executive Teams for Strategy
7.7 Benefits of Executive Teams on Strategy and Implementing Change
7.8 The Importance of Executive Teams and Effective change in the Organization
7.9 The Board of Directors and Strategy
7.10 Directorial Dilemmas of Boards
7.11 Recommendations for Inclusion of Non-Executive Input for Strategy-Making
Unit 8 – “The Balanced Scorecard” Approach To Strategy
8.1 Financial Objectives
8.2 Target Customers
8.3 company Objectives
8.4 How is Success Measured and What is the Value Proposition?
8.5 Business Processes
8.5.1 Product Design
8.5.2 Brand
8.5.3 Market Development
8.5.4 Sales
8.5.5 Service
8.5.6 Operations and Logistics
8.5.7 Organizational Infrastructure
8.5.8 Learning and Growth Factors
8.5.9 Skills and Knowledge of employees
8.5.10 Technology
8.5.11 Climate
8.6 How Strategies are Built around ‘Themes’:
8.6.1 Building Market Position
8.6.2 Increasing Customer Value
8.6.3 Achieving Operational Excellence
8.6.4 The Good Corporate Citizen
8.6.5 The Happiness and Health of Employees
Unit 9 – Strategy Implementation
9.1 Five Processes for Strategy Implementation
9.2 Translating strategy to Operational Terms
9.3 Aligning the Organization to the Strategy
9.4 Making Strategy “Everyone’s everyday Job”
9.5 Make Strategy a continual Process
9.6 Mobilizing change through ‘Ownership’ and ‘Active Involvement’ of the Executive Team-The Single Most Important Factor for Success
9.7 Contributing Factors to Strategic Failures
9.7.1 Ineffective Senior Team
9.7.2 Top-Down and Laissez-Faire Style Leadership
9.7.3 Inadequate Leadership Skills
9.7.4 Poor Coordination
9.7.5 Poor Vertical and Horizontal Communication
9.7.6 Six ‘Core Capabilities’
Unit 10 – Organizing for Success
10.1 The Role of CEO’s in Large Organizations
Essential Reading
*Gerry Johnson, Kevan Scholes, Richard Whittington 2008 Exploring corporate strategy text & cases 8th ed FT/Prentice Hall
*Robert Hooijberg 2007 Being there even when you are not : leading through strategy, structures and systems, Elsevier JAI
*Robert Kaplan and David Norton 2001 The strategy-focused organization: how balanced scorecard companies thrive in the new business environment Harvard Business School Press: Boston
*Michael Beer 2009 High commitment, high performance : how to build a resilient organization for sustained advantage Jossey Bass: San Francisco
*Gary Yukl and Richard Lepsinger 2004 Flexible Leadership Jossey Bass: San Francisco
Recommended Reading
Jim Collins 2001 Good to Great Random House: London
*Paul Elkin 2007 Mastering business planning and strategy : the power and application of strategic thinking Thorogood 2nd ed.
*Harvard Business Review 2002 Harvard business review on advances in strategy, Harvard Business School Press
*Graham J. Hooley, Nigel F. Piercy & Brigitte Nicoulaud 2008 Marketing strategy and competitive positioning FT/Prentice Hall 4. ed.
*Richard Hughes 2005 Becoming a Strategic Leader: your role in your organization’s enduring success Jossey Bass: San Francisco
*Edward E Lawler and C Worley 2006 Built to change: how to achieve sustained organizational effectiveness Jossey-Bass,
H Mintzberg, J Lampel, JB Quinn & S Ghoshal 2003 The Strategy Process Prentice Hall
*Geoff Mulgan 2009 The art of public strategy: mobilizing power and knowledge for the common good OUP
J Thompson & F Martin 2005 Strategic Management Thomson: London 5th ed
COACHING
Culture Development
It may be surprising to learn that the average life of a Fortune 100 company is only 40 to 50 years. Why do these rising stars become extinct prematurely? What may also be surprising to learn is that what has made a company successful is often the very reason that they find themselves strategically drifting in a changing environment because of inability to adapt. Adaptation requires change, yet a strong corporate culture will hang on to status quo rather than change. Why? The aim of this program is to review the cultural context of the organization and its impact on leadership.
Culture Development
COURSE: Corporate Culture Program
COURSE SCOPE AND OBJECTIVES
It may be surprising to learn that the average life of a Fortune 100 company is only 40 to 50 years. Why do these rising stars become extinct prematurely? What may also be surprising to learn is that what has made a company successful is often the very reason that they find themselves strategically drifting in a changing environment because of inability to adapt. Adaptation requires change, yet a strong corporate culture will hang on to status quo rather than change. Why?
The aim of this course is to review the cultural context of the organization and its impact on leadership. The politics of organizations and of people working within organizations will be explored in relation to beliefs, values and norms within groups, social systems, personal preferences, styles and behavior. How leaders can shape culture and work across multi-national cultures will be examined.
LEARNING OUTCOMES
By completing this course, the participants will be able to:
1. Reflect critically upon corporate culture and the impact on innovation and change.
2. Identify and reflect upon significant values, beliefs and norms operating within organizations.
3. Analyze overt and covert influences at work in organizations.
4. Evaluate leadership styles which work positively with the complexity of organizational culture and politics.
5. Assess the key organizational values on the process of innovation and change.
INDICATIVE CONTENT
1. Organizational Culture: shared beliefs, values, norms and behaviors
2. Group Processes
3. Organizational Politics
4. Shadow Side-Influences in Organizations
5. Leadership Styles and Culture
6. Leading Cross-Culturally: understanding and cooperation
PROGRAM OUTLINE
Unit 1 – Organizational Culture
1.1 What defines ‘Culture’?
1.2 The ‘Action’ and ‘Multi’ Cultural Models
1.3 Shein’s “Three Levels of Culture’
1.4 The Cultural Paradigm
1.5 Culture and ‘Climate’
1.6 Analyzing a Company’s Culture
1.7 The ‘Globe Project’
1.8 Cultural typologies
1.9 Competing Values Framework
1.9.1 ‘Clan’ Culture
1.9.2 ‘Adhocracy’
1.9.3 ‘Hierarchy’
1.9.4 ‘Market’
1.10 Culture and Performance
Unit 2 – Organizational Culture
2.1 Innovating Cultures
2.2 The Importance of Culture to Innovation
2.3 Aspects of Culture That Aid Innovation
2.4 Innovation Framework
2.5 Innovation and Learning
2.6 A Culture That Supports Learning
2.7 Sub-Cultures and Innovation
Unit 3 – Investigating Organizational Culture
3.1 The ‘Action’ Company and Culture
3.2 Methods of Investigating Organizational Culture
3.3 ‘Globe’s’ Nine Dimensions of Culture
3.4 ‘Value Statements’
3.5 Behaviors and Artifacts
3.5.1 Interpreting Behaviors and Artifacts
3.6 Observations and Questions
3.7 Mapping Culture
3.8 Qualitative Methods
Unit 4 – Organizational Culture and Organizational Politics
4.1 Political Factors Impacting Strategy Development Processes
4.2 Effective Stakeholder Bargaining and Negotiation
4.3 Political Awareness/Understanding
4.4 Integrity
4.5 Four Political Types of Personalities
4.6 Tactics for Winning Support
4.7 Tactics for Getting a New project Off The Ground
4.8 ‘Power Tools’
4.9 Influence Tactics
4.10 Political Tactics
4.11 Awareness of Unethical Tactics
4.12 Politics, Culture and Innovation
Unit 5 – Ethics and Culture
5.1 Defining Ethics
5.2 Unethical Behavior
5.3 Ethical Decision-Making and Behavior
5.4 Moral Behavior
5.5 Moral Judgment
5.5.1 Six Stages of Moral Judgment
5.6 Aspects of Organizational culture That Encourage Members to Act Unethically
5.7 Difficulties in Examining Ethical Leadership Behavior
5.8 Understanding Cultural Behaviors Regarded as Morally Justifiable
5.9 Ethical Difficulties
5.10 Ethical and Unethical Leadership
5.11 How To Create a Culture of Integrity
Unit 6 – Shaping Organizational Culture
6.1 Three sources of an Organization’s Culture
6.2 Primary Embedding Mechanisms
6.3 Secondary Embedding Mechanisms
6.4 Stages of Organizational Development
6.5 Formation of Sub-Cultures
6.6 How Cultures Become Unhealthy
6.7 ‘Hyperculture’
6.8 Manufactured Culture
6.9 Organizational Culture assessment Instrument (OCAI)
6.10 Steps to Making Cultural Changes
6.11 Leadership’s Commitment to change
6.12 Defining the Organization’s Cultural Change
6.13 Task-Focus vs. People-Focus
Unit 7 – Local, Regional, and National Cultures
7.1 National Cultures and Multi-National Organizations
7.2 Practical Approaches to Working with Different National Cultures
7.3 The Relationship Between Culture and Collective Programming of the Mind
7.4 Levels of Mental Programming
7.5 Values That Form Cultural Cores
7.6 Forming Societal Values
7.7 Dimensions of Culture and how Societies Resolve Basic Problems
7.7.1 ‘Power Distance’
7.7.2 Collectivism vs. Individualism
7.5.3 Femininity vs. Masculinity
7.5.4 Uncertainty Avoidance
7.5.5 Long-Term vs. Short-Term Orientation
7.8 Trompenaars and Hampden-Turner’s ’Seven Dimensions’ Cultural Model
7.9 Leading across Cultures
7.10 Collaborative Working across Cultures
7.11 Cultural Clashes
7.12 Leading and Influencing in Cross-Cultural Organizations
7.13 Patterns of Cross-Cultural Communication
7.13.1 Explicit and Implicit Communication Patterns
7.13.2 High-Context and Low-Context Cultures
7.14 Communication Timeliness
7.15 Comparative Cultural Expectations for Leader-Follower Relationships
7.16 Culturally Contingent Leadership Factors
7.17 Leadership ‘Universals’
7.18 Importance of Understanding Cultural Differences
7.19 Three Interactive Fundamental Cultural Components
7.19.1 Cognitive
7.19.2 Motivational
7.19.3 Behavioral
7.20 Empathy and Openness
7.21 Cross-Cultural and Social Intelligence
Reading resources
Core Reading
*EH Schein 2010/2004 Organizational Culture and Leadership Jossey Bass
Strategic Thinking and Strategic Leadership also has some useful ideas about organisational culture:
Gerry Johnson, Richard Whittington and Kevan Scholes 2011 Exploring Strategy: Text and Cases, Pearson Education Ltd: Harlow
or the earlier edition:
*G Johnson, K Scholes and R Whittington 2008 Exploring Corporate Strategy, 8th ed Prentice Hall
Recommended Reading
#Mats Alvesson and Stefan Sveningsson 2008 Changing Organizational Culture, Routledge: London
#Ian Brooks 2009 Organisational Behaviour FT/Prentice Hall: Harlow
#K Cameron and RE Quinn 2006 Diagnosing and Changing Organisational Culture Jossey Bass
#S Cartwright, CL Cooper, PC Earley, et al, (eds). The International Handbook of Organizational Culture and Climate, Wiley: Chichester (# scanned chapter by Ulijn available in Moodle)
Jean Hartley and Layla Branicki 2006 Managing with political awareness, Chartered Management Institute and Warwick University (available to download from www.managers.org.uk)
#G Hofstede 2001 Culture’s Consequences, Sage: Thousand Oaks, CA
*G Hofstede, GJ Hofstede and M Minkov 2010 Cultures and Organizations McGraw Hill: New York
*Linda Holbeche 2006 Understanding change: theory, implementation and success Elsevier Butterworth-Heinemann
# Robert House, PJ Hanges, M Javidan, PW Dorfman and V Gupta (eds) 2004 Culture, leadership, and organizations : the GLOBE study of 62 societies, Sage: London (# scanned chapter by Javidan available on Moodle)
#Richard D Lewis 2006 When Cultures Collide Nicholas Brealey
#Jeffrey B K Liker and Michael Hoseus 2008 Toyota Culture: the Heart and Soul of the Toyota Way, McGraw Hill: New York
#G Morgan 2006 Images of Organization Sage: London
*Laurie Mullins 2010 Management and Organisational Behaviour FT/Prentice Hall
*F Trompenaars 2010 Servant-leadership across cultures: harnessing the strength of the world’s most powerful management philosophyMcGraw-Hill
#Fons Trompenaars and Peter Woolliams 2003 Business Across Cultures, Capstone: Chichester
COACHING
Culture Development
12 Driving Forces (Motivators) unlocks the why behind an individual’s actions, showcasing what drives their behavior. Rooted in Eduard Spranger’s esteemed 1928 research, 12 Driving Forces reveals how each individual is uniquely motivated in both life and work.
Culture Development
COURSE: Corporate Culture Program
COURSE SCOPE AND OBJECTIVES
It may be surprising to learn that the average life of a Fortune 100 company is only 40 to 50 years. Why do these rising stars become extinct prematurely? What may also be surprising to learn is that what has made a company successful is often the very reason that they find themselves strategically drifting in a changing environment because of inability to adapt. Adaptation requires change, yet a strong corporate culture will hang on to status quo rather than change. Why?
The aim of this course is to review the cultural context of the organization and its impact on leadership. The politics of organizations and of people working within organizations will be explored in relation to beliefs, values and norms within groups, social systems, personal preferences, styles and behavior. How leaders can shape culture and work across multi-national cultures will be examined.
LEARNING OUTCOMES
By completing this course, the participants will be able to:
1. Reflect critically upon corporate culture and the impact on innovation and change.
2. Identify and reflect upon significant values, beliefs and norms operating within organizations.
3. Analyze overt and covert influences at work in organizations.
4. Evaluate leadership styles which work positively with the complexity of organizational culture and politics.
5. Assess the key organizational values on the process of innovation and change.
INDICATIVE CONTENT
1. Organizational Culture: shared beliefs, values, norms and behaviors
2. Group Processes
3. Organizational Politics
4. Shadow Side-Influences in Organizations
5. Leadership Styles and Culture
6. Leading Cross-Culturally: understanding and cooperation
PROGRAM OUTLINE
Unit 1 – Organizational Culture
1.1 What defines ‘Culture’?
1.2 The ‘Action’ and ‘Multi’ Cultural Models
1.3 Shein’s “Three Levels of Culture’
1.4 The Cultural Paradigm
1.5 Culture and ‘Climate’
1.6 Analyzing a Company’s Culture
1.7 The ‘Globe Project’
1.8 Cultural typologies
1.9 Competing Values Framework
1.9.1 ‘Clan’ Culture
1.9.2 ‘Adhocracy’
1.9.3 ‘Hierarchy’
1.9.4 ‘Market’
1.10 Culture and Performance
Unit 2 – Organizational Culture
2.1 Innovating Cultures
2.2 The Importance of Culture to Innovation
2.3 Aspects of Culture That Aid Innovation
2.4 Innovation Framework
2.5 Innovation and Learning
2.6 A Culture That Supports Learning
2.7 Sub-Cultures and Innovation
Unit 3 – Investigating Organizational Culture
3.1 The ‘Action’ Company and Culture
3.2 Methods of Investigating Organizational Culture
3.3 ‘Globe’s’ Nine Dimensions of Culture
3.4 ‘Value Statements’
3.5 Behaviors and Artifacts
3.5.1 Interpreting Behaviors and Artifacts
3.6 Observations and Questions
3.7 Mapping Culture
3.8 Qualitative Methods
Unit 4 – Organizational Culture and Organizational Politics
4.1 Political Factors Impacting Strategy Development Processes
4.2 Effective Stakeholder Bargaining and Negotiation
4.3 Political Awareness/Understanding
4.4 Integrity
4.5 Four Political Types of Personalities
4.6 Tactics for Winning Support
4.7 Tactics for Getting a New project Off The Ground
4.8 ‘Power Tools’
4.9 Influence Tactics
4.10 Political Tactics
4.11 Awareness of Unethical Tactics
4.12 Politics, Culture and Innovation
Unit 5 – Ethics and Culture
5.1 Defining Ethics
5.2 Unethical Behavior
5.3 Ethical Decision-Making and Behavior
5.4 Moral Behavior
5.5 Moral Judgment
5.5.1 Six Stages of Moral Judgment
5.6 Aspects of Organizational culture That Encourage Members to Act Unethically
5.7 Difficulties in Examining Ethical Leadership Behavior
5.8 Understanding Cultural Behaviors Regarded as Morally Justifiable
5.9 Ethical Difficulties
5.10 Ethical and Unethical Leadership
5.11 How To Create a Culture of Integrity
Unit 6 – Shaping Organizational Culture
6.1 Three sources of an Organization’s Culture
6.2 Primary Embedding Mechanisms
6.3 Secondary Embedding Mechanisms
6.4 Stages of Organizational Development
6.5 Formation of Sub-Cultures
6.6 How Cultures Become Unhealthy
6.7 ‘Hyperculture’
6.8 Manufactured Culture
6.9 Organizational Culture assessment Instrument (OCAI)
6.10 Steps to Making Cultural Changes
6.11 Leadership’s Commitment to change
6.12 Defining the Organization’s Cultural Change
6.13 Task-Focus vs. People-Focus
Unit 7 – Local, Regional, and National Cultures
7.1 National Cultures and Multi-National Organizations
7.2 Practical Approaches to Working with Different National Cultures
7.3 The Relationship Between Culture and Collective Programming of the Mind
7.4 Levels of Mental Programming
7.5 Values That Form Cultural Cores
7.6 Forming Societal Values
7.7 Dimensions of Culture and how Societies Resolve Basic Problems
7.7.1 ‘Power Distance’
7.7.2 Collectivism vs. Individualism
7.5.3 Femininity vs. Masculinity
7.5.4 Uncertainty Avoidance
7.5.5 Long-Term vs. Short-Term Orientation
7.8 Trompenaars and Hampden-Turner’s ’Seven Dimensions’ Cultural Model
7.9 Leading across Cultures
7.10 Collaborative Working across Cultures
7.11 Cultural Clashes
7.12 Leading and Influencing in Cross-Cultural Organizations
7.13 Patterns of Cross-Cultural Communication
7.13.1 Explicit and Implicit Communication Patterns
7.13.2 High-Context and Low-Context Cultures
7.14 Communication Timeliness
7.15 Comparative Cultural Expectations for Leader-Follower Relationships
7.16 Culturally Contingent Leadership Factors
7.17 Leadership ‘Universals’
7.18 Importance of Understanding Cultural Differences
7.19 Three Interactive Fundamental Cultural Components
7.19.1 Cognitive
7.19.2 Motivational
7.19.3 Behavioral
7.20 Empathy and Openness
7.21 Cross-Cultural and Social Intelligence
Reading resources
Core Reading
*EH Schein 2010/2004 Organizational Culture and Leadership Jossey Bass
Strategic Thinking and Strategic Leadership also has some useful ideas about organisational culture:
Gerry Johnson, Richard Whittington and Kevan Scholes 2011 Exploring Strategy: Text and Cases, Pearson Education Ltd: Harlow
or the earlier edition:
*G Johnson, K Scholes and R Whittington 2008 Exploring Corporate Strategy, 8th ed Prentice Hall
Recommended Reading
#Mats Alvesson and Stefan Sveningsson 2008 Changing Organizational Culture, Routledge: London
#Ian Brooks 2009 Organisational Behaviour FT/Prentice Hall: Harlow
#K Cameron and RE Quinn 2006 Diagnosing and Changing Organisational Culture Jossey Bass
#S Cartwright, CL Cooper, PC Earley, et al, (eds). The International Handbook of Organizational Culture and Climate, Wiley: Chichester (# scanned chapter by Ulijn available in Moodle)
Jean Hartley and Layla Branicki 2006 Managing with political awareness, Chartered Management Institute and Warwick University (available to download from www.managers.org.uk)
#G Hofstede 2001 Culture’s Consequences, Sage: Thousand Oaks, CA
*G Hofstede, GJ Hofstede and M Minkov 2010 Cultures and Organizations McGraw Hill: New York
*Linda Holbeche 2006 Understanding change: theory, implementation and success Elsevier Butterworth-Heinemann
# Robert House, PJ Hanges, M Javidan, PW Dorfman and V Gupta (eds) 2004 Culture, leadership, and organizations : the GLOBE study of 62 societies, Sage: London (# scanned chapter by Javidan available on Moodle)
#Richard D Lewis 2006 When Cultures Collide Nicholas Brealey
#Jeffrey B K Liker and Michael Hoseus 2008 Toyota Culture: the Heart and Soul of the Toyota Way, McGraw Hill: New York
#G Morgan 2006 Images of Organization Sage: London
*Laurie Mullins 2010 Management and Organisational Behaviour FT/Prentice Hall
*F Trompenaars 2010 Servant-leadership across cultures: harnessing the strength of the world’s most powerful management philosophyMcGraw-Hill
#Fons Trompenaars and Peter Woolliams 2003 Business Across Cultures, Capstone: Chichester
COACHING
Leadership Training
There are almost as many definitions of leadership as there are people who have attempted to define the concept. Is it being honest and consistent? Acting with integrity? Being decisive? Inspiring others? Resolving complex problems? It can be all of these things and more. The aim of our Leadership Program is to critically evaluate theories, systems and models of organizations in order to understand how leaders influence social systems. The course will include the opportunity to use diagnostic processes for assessing personal leadership abilities and organizational effectiveness.
Leadership Training
COURSE: Leadership Program
SCOPE & OBJECTIVES
A crisis of leadership exists, not because wisdom does not exist or that today’s problems are not being addressed, but because there is not enough responsiveness in the followers. The importance of a leader’s message can only grow when people respond to it. Leaders worthy of allegiance will be those who are chosen because they have been proven and trusted to serve the people that they lead.
This is why a great leader will first be seen as a servant because that is what he is by nature on the inside. This emerging moral principal is increasingly becoming the main force shaping group relationships and the only feasible organizations of the future.
The aim of our Leadership Program is to critically evaluate theories, systems and models of organizations in order to understand how leaders influence social systems. The course will include the opportunity to use diagnostic processes for assessing personal leadership abilities and organizational effectiveness. Participants will be encouraged to apply these concepts using their own abilities and experience within their leadership role to influence innovation and change.
Learning Outcomes
By completing this course, participants will be able to:
- Understand and critically examine the role of leaders in influencing innovation and change in organizations.
- Identify different contemporary perspectives on organizational leadership.
- Demonstrate an understanding of a range of theories of human motivators, group and team behavior, and team development.
- Reflect critically on leadership behaviors for enhancing individual learning and development.
Indicative Content
- Models of Leadership in Organizations
- Leadership and Motivation
- Leading Teams
- Leadership Capabilities, Competencies and Learning
- Facilitation and Enablement Skills for Leaders
- Ethics and Disciplines for Leadership
PROGRAM OUTLINE
Unit 1 – Introduction to Leadership
1.1 What is Leadership?
1.2 Leadership Traits and Skills
1.3 Personal Qualities and Characteristics of Leaders
1.4 Personality factors
1.5 Emotional Intelligence
Unit 2 – Leadership Styles
2.1 Transforming Leadership vs. Transactional Leadership
2.2 Management vs. Leadership
2.3 Leadership Theory
2.4 Perspectives on Leadership
Unit 3 – Leadership and Delegation
3.1 What to Delegate
3.2 How to Delegate
3.3 Performance, Assessment and Development
3.4 Poor Delegation Methods
3.5 Motivation
3.6 Theories of Motivation
3.7 Process Theories of Motivation
3.8 Equity Theory
3.9 Job characteristics Model
3.10 Empowerment
3.11 Impact of Transformational Leadership on Motivation
Unit 4 – Groups and Teams
4.1 Definitions of Groups and Teams
4.2 Group Behavior
4.3 Establishing Norms for Groups
4.4 Groups and risk Taking
4.5 Ideal Conditions for Group Thinking
4.6 Symptoms of “Groupthink”
4.7 Group development
4.8 Effective Work Groups and Teams
4.9 Characteristics of an effective Team
4.10 Alternative approaches to Groups/Teams
4.11 Team Roles
4.12 Leading Groups and Teams
4.13 Power Distribution
4.14 Conditions for effective Teamwork
4.15 Active Leadership of Teams
4.16 What Good Team Leaders Don’t Do
4.17 Team Building Activities
Unit 5 – Learning to be a Better Leader
5.1 Leading and Developing Others
5.1.1 Personal Qualities
5.1.2 Leading the Organization
5.1.3 Emotional Intelligence
5.2 Competencies at Different Levels
5.3 Issues with Leadership Skills and Competencies
5.4 Leader’s Competencies that Impact Behavior, Team Behavior and Results in Team Performance
5.5 Frameworks Designs for Leaders/Managers for Different Organizational Levels
5.6 Learning Processes
5.6.1 How to learn to be a better Leader
5.6.2 A Process for Developing Competency
5.6.3 The Learning Cycle
5.7 A Closer Look at Transformational Leadership
5.7.1 Components of Transformational Leadership
5.7.2 Components of Transactional Leadership
5.7.3 Vision
5.7.4 Inspirational Communication
5.7.5 Supportive Leadership
5.7.6 Intellectual Stimulation
5.8 Transformational Leadership and Directive or Participative Style
5.9 Ethics and Transformational Leadership
5.10 Transformational Leadership and Charisma
Unit 6 – Emotional Intelligence and Leadership
6.1 What is emotional Intelligence?
7.1.1 E.I. Model
6.2 Dissonant Leadership and its Impact on People
6.3 Social Intelligence
6.4 Other Forms of Intelligence
6.5 Interpersonal Intelligence
6.6 Emotional Intelligence as a Mental Ability
6.7 Self Awareness
6.7.1 Accurate Self-Assessment
6.7.2 Self-Confidence
6.8 Self-Management
6.8.1 Self-Control
6.8.2 Transparency
6.8.3 Adaptability
6.8.4 Achievement
6.9 Social Awareness
6.9.1 Empathy
6.9.2 Organizational Awareness
6.9.3 Service
6.10 Comparative Analysis: Self-Awareness and Social Awareness
6.11 Importance of Emotional Intelligence for Leadership
COACHING
Leadership Training
The aim of our Leadership Program is to critically evaluate theories, systems and models of organizations in order to understand how leaders influence social systems. The course will include the opportunity to use diagnostic processes for assessing personal leadership abilities and organizational effectiveness.
Leadership Training
COURSE: Leadership Program
SCOPE & OBJECTIVES
A crisis of leadership exists, not because wisdom does not exist or that today’s problems are not being addressed, but because there is not enough responsiveness in the followers. The importance of a leader’s message can only grow when people respond to it. Leaders worthy of allegiance will be those who are chosen because they have been proven and trusted to serve the people that they lead.
This is why a great leader will first be seen as a servant because that is what he is by nature on the inside. This emerging moral principal is increasingly becoming the main force shaping group relationships and the only feasible organizations of the future.
The aim of our Leadership Program is to critically evaluate theories, systems and models of organizations in order to understand how leaders influence social systems. The course will include the opportunity to use diagnostic processes for assessing personal leadership abilities and organizational effectiveness. Participants will be encouraged to apply these concepts using their own abilities and experience within their leadership role to influence innovation and change.
Learning Outcomes
By completing this course, participants will be able to:
- Understand and critically examine the role of leaders in influencing innovation and change in organizations.
- Identify different contemporary perspectives on organizational leadership.
- Demonstrate an understanding of a range of theories of human motivators, group and team behavior, and team development.
- Reflect critically on leadership behaviors for enhancing individual learning and development.
Indicative Content
- Models of Leadership in Organizations
- Leadership and Motivation
- Leading Teams
- Leadership Capabilities, Competencies and Learning
- Facilitation and Enablement Skills for Leaders
- Ethics and Disciplines for Leadership
PROGRAM OUTLINE
Unit 1 – Introduction to Leadership
1.1 What is Leadership?
1.2 Leadership Traits and Skills
1.3 Personal Qualities and Characteristics of Leaders
1.4 Personality factors
1.5 Emotional Intelligence
Unit 2 – Leadership Styles
2.1 Transforming Leadership vs. Transactional Leadership
2.2 Management vs. Leadership
2.3 Leadership Theory
2.4 Perspectives on Leadership
Unit 3 – Leadership and Delegation
3.1 What to Delegate
3.2 How to Delegate
3.3 Performance, Assessment and Development
3.4 Poor Delegation Methods
3.5 Motivation
3.6 Theories of Motivation
3.7 Process Theories of Motivation
3.8 Equity Theory
3.9 Job characteristics Model
3.10 Empowerment
3.11 Impact of Transformational Leadership on Motivation
Unit 4 – Groups and Teams
4.1 Definitions of Groups and Teams
4.2 Group Behavior
4.3 Establishing Norms for Groups
4.4 Groups and risk Taking
4.5 Ideal Conditions for Group Thinking
4.6 Symptoms of “Groupthink”
4.7 Group development
4.8 Effective Work Groups and Teams
4.9 Characteristics of an effective Team
4.10 Alternative approaches to Groups/Teams
4.11 Team Roles
4.12 Leading Groups and Teams
4.13 Power Distribution
4.14 Conditions for effective Teamwork
4.15 Active Leadership of Teams
4.16 What Good Team Leaders Don’t Do
4.17 Team Building Activities
Unit 5 – Learning to be a Better Leader
5.1 Leading and Developing Others
5.1.1 Personal Qualities
5.1.2 Leading the Organization
5.1.3 Emotional Intelligence
5.2 Competencies at Different Levels
5.3 Issues with Leadership Skills and Competencies
5.4 Leader’s Competencies that Impact Behavior, Team Behavior and Results in Team Performance
5.5 Frameworks Designs for Leaders/Managers for Different Organizational Levels
5.6 Learning Processes
5.6.1 How to learn to be a better Leader
5.6.2 A Process for Developing Competency
5.6.3 The Learning Cycle
5.7 A Closer Look at Transformational Leadership
5.7.1 Components of Transformational Leadership
5.7.2 Components of Transactional Leadership
5.7.3 Vision
5.7.4 Inspirational Communication
5.7.5 Supportive Leadership
5.7.6 Intellectual Stimulation
5.8 Transformational Leadership and Directive or Participative Style
5.9 Ethics and Transformational Leadership
5.10 Transformational Leadership and Charisma
Unit 6 – Emotional Intelligence and Leadership
6.1 What is emotional Intelligence?
7.1.1 E.I. Model
6.2 Dissonant Leadership and its Impact on People
6.3 Social Intelligence
6.4 Other Forms of Intelligence
6.5 Interpersonal Intelligence
6.6 Emotional Intelligence as a Mental Ability
6.7 Self Awareness
6.7.1 Accurate Self-Assessment
6.7.2 Self-Confidence
6.8 Self-Management
6.8.1 Self-Control
6.8.2 Transparency
6.8.3 Adaptability
6.8.4 Achievement
6.9 Social Awareness
6.9.1 Empathy
6.9.2 Organizational Awareness
6.9.3 Service
6.10 Comparative Analysis: Self-Awareness and Social Awareness
6.11 Importance of Emotional Intelligence for Leadership
COACHING
Change Engagement
The aim of this course is to explore leadership theory and practice as they relate to theories and processes of innovation and change. The change program will include the opportunity to use diagnostic self-assessment processes for assessing leadership style and effectiveness. The end goal is to create a proactive “learning organization” that embraces change, and help leaders understand why its necessary to create horizontal and vertical communication to minimize change anxiety.
Change Engagement
COURSE: Creativity, Innovation & Change Program
COURSE SCOPE & OBJECTIVES
Creativity, innovation and change are independent topics of discussion, yet each cannot be fully comprehended until all three are examined as an integral unit. This is because each is inter-related with and impacts the other. In the ever-changing business climate, status quo is hardly an option. Globalization of rapidly changing markets and fast paced advances in technology have forced modern organizations to constantly be innovating and changing the way they do business.
Successful innovation, usually birthed from a necessity to change, finds new and creative ways to improve how things are done, gains strategic advantage and then repeats the process continually to retain advantage. However, the impact of change on people, especially in the workplace, can pose problems. The challenge of bridging creativity into a change can be more about managing people than managing the change itself. A leadership role in change is paramount since managing change means managing people.
The aim of this course is to explore leadership theory and practice as they relate to theories and processes of innovation and change. The change program will include the opportunity to use diagnostic self-assessment processes for assessing leadership style and effectiveness. Participants will be encouraged to bring their own experience in leadership roles as they participate in discussion, enquiry, critical thinking and reflection. Creativity welcomed.
LEARNING OUTCOMES
By completing this course study, participants will be able to:
1. Critically review and appraise theories of leadership, innovation and change.
2. Apply theoretical models of leading innovation and change with their own experience as leaders
3. Critically review their own performance as a leader
4. Examine their strengths and areas for development
INDICATIVE CONTENT
1. Creativity, Innovation and Change
2. Processes of Innovation and Change
3. Leadership of Innovation and Change
4. Skills for Leading Change
PROGRAM OUTLINE
Unit 1 – Introduction to Leading Innovation and Change
1.1 Defining Creativity
1.2 Defining Invention
1.3 Defining Innovation
1.4 Relationship between Creativity, Innovation, Invention and Change
1.5 Scientific Method of Investigation
1.6 Dimensions of Creativity
1.6.1 Thinking ‘Outside The Box’
1.6.2 Understanding Inside The Box’
1.6.3 Investigating Boundaries
1.6.4 “Hard Work is Not Always the Solution”
1.6.5 Learning to Think Differently
1.6.6 “Why Is Creativity So Hard?”
1.6.7 Some Myths About Creativity
1.6.8 Main Blockers of Creativity
1.6.9 Blockbusters to Creativity
1.7 Developing Creative Style
1.7.1 Adaptive and Innovative Styles
1.7.2 Generating New Ideas
1.8 Rules To Brainstorming
1.8.1 Filtering Ideas
1.9 Barriers To Working Creatively
1.10 Organizational Characteristics that Support Creativity and Innovation
Unit 2 – Leading Innovation
2.1 Defining Innovation
2.2 Two Types of Leadership in Innovation
2.3 Different roles of Leadership in Innovation
2.4 How Senior Executives Can Impact Innovation
2.5 What Encourages Innovation?
2.6 Encouragement from Supervisors
2.7 Organizational Encouragement
2.8 Relationship between Organizational Flexibility and Creativity
2.9 Factors Enhancing Organizational Creativity
2.10 Differences between Routine and Creative Work
2.11 Managing for Creativity vs. Routine Management
2.12 Innovation Framework
Unit 3 – Understanding Innovation and Change
3.1 More Perspectives on Innovation, Invention, Creativity and Change
3.2 Fields for Innovation
3.3 Management Innovation in the 20th Century
3.4 Defining Change
3.5 Different Types of Change
3.6 Transformation vs. ‘Re-alignment’
3.6.1 ‘Adaptation’ vs.’ Re-construction’
3.7 Anticipatory Changes vs. Reactive Changes
3.8 ‘Hard’ Changes vs. ‘Soft’ Changes
3.9 ‘Planned’ Change vs. ‘Emergent’ Change
3.10 Theory ‘E’ and Theory ‘O’ Changes
3.11 The Value of Typologies
Unit 4 – Reaction to Change
4.1 Possible Reactions to a Proposed Change
4.2 Resistance to Change
4.3 Acceptance of Change
4.4 Impact of Organizational Leadership on Initiating Change
4.5 Leadership Perspective on change vs. Followers Perception of Change
4.6 The Change Curve
4.7 Emotions Provoked by Change
4.8 Impact of Emotions to a Proposed Change
4.9 Individual Dispositions to Resist Change
4.10 Reactions to Change
Unit 5 – Leading Change
5.1 Introduction to Theories describing Leadership of Change
5.2 Leading Change: A Key part to a Leader’s Role
5.3 Who Leads change?
5.4 Stages of Change
5.5 Roadmap and Guide through the Change Process
5.6 People Management Issues
5.8 Eight-Stage Approach to Leading Change
5.9 Analysis and Leading Change
5.10 Big Questions about Change
5.11 Stage-Based Model of Change
5.12 Types of activity That Leaders of Change Need to Undertake
5.13 Project Leaders
5.14 Styles of Leading Change
5.15 Simple vs. Complex Changes
5.16 Winning Support of Stakeholders for Change
5.17 Winning Support for Change
5.17.1 Mapping Stakeholders
5.17.2 Assessing Power and Interest
5.17.3 Identifying Key Issues and Interests
5.17.4 Assessing Position Regarding the Change
5.17.5 Assessing Issues for Key Stakeholders
5.17.6 Developing Approaches to Winning Support
5.18 Force Field Analysis
5.18.1 Supporting Factors and Resisting Factors
5.19 Three-Stage Model of Change
Unit 6 – Analyzing the Change Required
6.1 Clarifying the Problem or Opportunity
6.2 Identifying Causes to Difficult Problems
6.3 Relationship between People, Waste and Change
6.4 Impact of Control, Influence, and Environment
Unit 7 – Recognizing the Need for Change
7.1 Recognized vs. Unrecognized Need for Change
7.2 The Trap of Success
7.2.1 Success Syndrome
7.2.2 Impact of Success on Lack of Change
7.3 Monitoring and Control Systems
7.4 Effective Control Systems
7.5 When to Try New Things
7.5.1 Going into New Situations
7.5.2 External Barriers
7.5.3 Lack of Openness
7.5.4 Danger of Blocks from Lack of Openness
7.6 Why Change is overlooked
Unit 8 – Leadership Skills of Leaders of Change
8.1 Need for Political Skills for Change
8.2 Attributes of ‘Agents of Change’
Unit 9 – Making Changes to Systems and Processes
9.1 Total Quality Management (TQM)
9.1.1 The TQM Focus
9.2 Business Process Re-engineering (BPR)
9.3 Process Mapping
9.4 Process Improvement and re-Design
9.5 Monitoring
9.6 The Plan-Do-Study-Act (PDSA) Cycle
9.7 ‘Freakonomics’
9.8 How to Argue a Case Using Statistics
9.9 Successful Change
9.9.1 Innovation as a Form of Successful change
9.9.2 Organizational Readiness
9.9.3 Change Agent and Agency
COACHING
Change Engagement
The aim of this course is to explore leadership theory and practice as they relate to theories and processes of innovation and change. The change program will include the opportunity to use diagnostic self-assessment processes for assessing leadership style and effectiveness.
Change Engagement
COURSE: Creativity, Innovation & Change Program
COURSE SCOPE & OBJECTIVES
Creativity, innovation and change are independent topics of discussion, yet each cannot be fully comprehended until all three are examined as an integral unit. This is because each is inter-related with and impacts the other. In the ever-changing business climate, status quo is hardly an option. Globalization of rapidly changing markets and fast paced advances in technology have forced modern organizations to constantly be innovating and changing the way they do business.
Successful innovation, usually birthed from a necessity to change, finds new and creative ways to improve how things are done, gains strategic advantage and then repeats the process continually to retain advantage. However, the impact of change on people, especially in the workplace, can pose problems. The challenge of bridging creativity into a change can be more about managing people than managing the change itself. A leadership role in change is paramount since managing change means managing people.
The aim of this course is to explore leadership theory and practice as they relate to theories and processes of innovation and change. The change program will include the opportunity to use diagnostic self-assessment processes for assessing leadership style and effectiveness. Participants will be encouraged to bring their own experience in leadership roles as they participate in discussion, enquiry, critical thinking and reflection. Creativity welcomed.
LEARNING OUTCOMES
By completing this course study, participants will be able to:
1. Critically review and appraise theories of leadership, innovation and change.
2. Apply theoretical models of leading innovation and change with their own experience as leaders
3. Critically review their own performance as a leader
4. Examine their strengths and areas for development
INDICATIVE CONTENT
1. Creativity, Innovation and Change
2. Processes of Innovation and Change
3. Leadership of Innovation and Change
4. Skills for Leading Change
PROGRAM OUTLINE
Unit 1 – Introduction to Leading Innovation and Change
1.1 Defining Creativity
1.2 Defining Invention
1.3 Defining Innovation
1.4 Relationship between Creativity, Innovation, Invention and Change
1.5 Scientific Method of Investigation
1.6 Dimensions of Creativity
1.6.1 Thinking ‘Outside The Box’
1.6.2 Understanding Inside The Box’
1.6.3 Investigating Boundaries
1.6.4 “Hard Work is Not Always the Solution”
1.6.5 Learning to Think Differently
1.6.6 “Why Is Creativity So Hard?”
1.6.7 Some Myths About Creativity
1.6.8 Main Blockers of Creativity
1.6.9 Blockbusters to Creativity
1.7 Developing Creative Style
1.7.1 Adaptive and Innovative Styles
1.7.2 Generating New Ideas
1.8 Rules To Brainstorming
1.8.1 Filtering Ideas
1.9 Barriers To Working Creatively
1.10 Organizational Characteristics that Support Creativity and Innovation
Unit 2 – Leading Innovation
2.1 Defining Innovation
2.2 Two Types of Leadership in Innovation
2.3 Different roles of Leadership in Innovation
2.4 How Senior Executives Can Impact Innovation
2.5 What Encourages Innovation?
2.6 Encouragement from Supervisors
2.7 Organizational Encouragement
2.8 Relationship between Organizational Flexibility and Creativity
2.9 Factors Enhancing Organizational Creativity
2.10 Differences between Routine and Creative Work
2.11 Managing for Creativity vs. Routine Management
2.12 Innovation Framework
Unit 3 – Understanding Innovation and Change
3.1 More Perspectives on Innovation, Invention, Creativity and Change
3.2 Fields for Innovation
3.3 Management Innovation in the 20th Century
3.4 Defining Change
3.5 Different Types of Change
3.6 Transformation vs. ‘Re-alignment’
3.6.1 ‘Adaptation’ vs.’ Re-construction’
3.7 Anticipatory Changes vs. Reactive Changes
3.8 ‘Hard’ Changes vs. ‘Soft’ Changes
3.9 ‘Planned’ Change vs. ‘Emergent’ Change
3.10 Theory ‘E’ and Theory ‘O’ Changes
3.11 The Value of Typologies
Unit 4 – Reaction to Change
4.1 Possible Reactions to a Proposed Change
4.2 Resistance to Change
4.3 Acceptance of Change
4.4 Impact of Organizational Leadership on Initiating Change
4.5 Leadership Perspective on change vs. Followers Perception of Change
4.6 The Change Curve
4.7 Emotions Provoked by Change
4.8 Impact of Emotions to a Proposed Change
4.9 Individual Dispositions to Resist Change
4.10 Reactions to Change
Unit 5 – Leading Change
5.1 Introduction to Theories describing Leadership of Change
5.2 Leading Change: A Key part to a Leader’s Role
5.3 Who Leads change?
5.4 Stages of Change
5.5 Roadmap and Guide through the Change Process
5.6 People Management Issues
5.8 Eight-Stage Approach to Leading Change
5.9 Analysis and Leading Change
5.10 Big Questions about Change
5.11 Stage-Based Model of Change
5.12 Types of activity That Leaders of Change Need to Undertake
5.13 Project Leaders
5.14 Styles of Leading Change
5.15 Simple vs. Complex Changes
5.16 Winning Support of Stakeholders for Change
5.17 Winning Support for Change
5.17.1 Mapping Stakeholders
5.17.2 Assessing Power and Interest
5.17.3 Identifying Key Issues and Interests
5.17.4 Assessing Position Regarding the Change
5.17.5 Assessing Issues for Key Stakeholders
5.17.6 Developing Approaches to Winning Support
5.18 Force Field Analysis
5.18.1 Supporting Factors and Resisting Factors
5.19 Three-Stage Model of Change
Unit 6 – Analyzing the Change Required
6.1 Clarifying the Problem or Opportunity
6.2 Identifying Causes to Difficult Problems
6.3 Relationship between People, Waste and Change
6.4 Impact of Control, Influence, and Environment
Unit 7 – Recognizing the Need for Change
7.1 Recognized vs. Unrecognized Need for Change
7.2 The Trap of Success
7.2.1 Success Syndrome
7.2.2 Impact of Success on Lack of Change
7.3 Monitoring and Control Systems
7.4 Effective Control Systems
7.5 When to Try New Things
7.5.1 Going into New Situations
7.5.2 External Barriers
7.5.3 Lack of Openness
7.5.4 Danger of Blocks from Lack of Openness
7.6 Why Change is overlooked
Unit 8 – Leadership Skills of Leaders of Change
8.1 Need for Political Skills for Change
8.2 Attributes of ‘Agents of Change’
Unit 9 – Making Changes to Systems and Processes
9.1 Total Quality Management (TQM)
9.1.1 The TQM Focus
9.2 Business Process Re-engineering (BPR)
9.3 Process Mapping
9.4 Process Improvement and re-Design
9.5 Monitoring
9.6 The Plan-Do-Study-Act (PDSA) Cycle
9.7 ‘Freakonomics’
9.8 How to Argue a Case Using Statistics
9.9 Successful Change
9.9.1 Innovation as a Form of Successful change
9.9.2 Organizational Readiness
9.9.3 Change Agent and Agency
COACHING
One-On-One Executive Coaching
Some of the highest achievers in the world have a coach or mentor guiding them along the way. Whether you’re an Olympic athlete, master musician, or business leader, the benefits of coaching can go a long way. Our executive coaching program takes a holistic approach – it goes way beyond business. Our clients experience what we call “inside-out” change, which is lasting and positively impacts both life and work.
One-On-One Executive Coaching
World View |
| Exercise 1 – Problem with interactions with people under tense situations |
| Exercise 2 – Performing tasks – Single tasking v. multitasking |
| Exercise 3 – Overlooking detailed tasks |
| Exercise 4 – Priority settings – Single versus Multitasking |
| Exercise 5 – Planning |
| Exercise 6 – Dealing with deadlines |
| Exercise 6 – Frustrations at work |
| Exercise 7 – Focusing on people, tasks, or systems |
| Exercise 8 – Significant concerns |
| Exercise 9 – Focusing on people, tasks, or systems |
| Exercise 10 – Sense of accomplishment |
| Exercise 11 – Ultimate factors that make you think that you have arrived |
| Exercise 12 – Personal Strengths |
| Exercise 13 – Personal Weaknesses |
| Exercise 14 – Self-Confidence – Business |
| Exercise 15 – Self-Esteem – Personal |
| Exercise 16 – Superior Performance – Business |
| Exercise 17 – Superior Performance – Personal |
| Exercise 18 – Under-performance – Business |
| Exercise 19 – Under-performance – Personal |
| Exercise # | Title / Topic |
| 1 | How to identify any of the 7 basic emotions when viewing the image and rate from 1 to 10 |
| 2 | Negative self-talk and emotions |
| 3 | Epigenetics and Emotions |
| 4 | Events that impact a person’s life and emotions |
| 5 | Maximum emotional impact |
| 6 | Recent events and emotions |
| 7 | Problem solving and emotions |
| 8 | Complexity and emotions |
| 9 | Responsibilities and emotions |
| 10 | Stress and emotions |
| 11 | Self Appreciation and emotions |
| 12 | Expectations and emotions |
| 13 | People Challenges and emotions |
| 14 | I am statements and emotions |
| 15 | “I am not statements” and emotions |
| 16 | Aversions and emotions |
| 17 | Biggest Challenges and emotions |
| 18 | Changes you must make and emotions |
| 19 | Negative Labels and emotions |
| 20 | Negative Thoughts and emotions |
| 21 | Potentials and emotions |
| 22 | Anger Triggers and emotions |
| 23 | Disowning negativity and emotions |
| 24 | Regrets and emotions |
| 25 | Pride of Ownership and emotions |
| 26 | Fitness Series – Physical Fitness and emotions |
| 27 | Fitness Series – Mental/Cognitive exercise and emotions |
| 28 | Five Pillars of emotional Intelligence |
| 29 | DISC Scores – Natural & Adaptive and emotions |
| 30 | Motivators/Drives and emotions |
| 31 | Talent Insight Wheel and emotions |
| 32 | Acting with honor/dignity and emotions |
| 33 | Change and emotions |
| 34 | Tolerance of Ambiguity and emotions |
| 35 | Tolerance of Ambiguity and emotions II |
| 36 | Forgiveness and emotions |
| 37 | False Accusations and emotions |
| 38 | I WILL” statements and emotions |
| 39 | Feelings of Inadequacy and emotions |
| 40 | Feeling Anxious and emotions |
| 41 | Apathy and emotions |
| 42 | Excitement and emotions |
| 43 | Pessimism and emotions |
| 44 | Abandonment and emotions |
| 45 | Meditation and emotions |
| 46 | Self-Affirmations and emotions |
| 47 | Productivity and emotions |
| 48 | “Have to” v. ‘Choose to” and emotions |
| 49 | Parents and emotions |
| 50 | Being Grateful and Emotions |
COACHING
One-On-One Executive Coaching
Some of the highest achievers in the world have a coach or mentor guiding them along the way. Whether you’re an Olympic athlete, master musician, or business leader, the benefits of coaching can go a long way. Our executive coaching program takes a holistic approach – it goes way beyond business.
One-On-One Executive Coaching
World View |
| Exercise 1 – Problem with interactions with people under tense situations |
| Exercise 2 – Performing tasks – Single tasking v. multitasking |
| Exercise 3 – Overlooking detailed tasks |
| Exercise 4 – Priority settings – Single versus Multitasking |
| Exercise 5 – Planning |
| Exercise 6 – Dealing with deadlines |
| Exercise 6 – Frustrations at work |
| Exercise 7 – Focusing on people, tasks, or systems |
| Exercise 8 – Significant concerns |
| Exercise 9 – Focusing on people, tasks, or systems |
| Exercise 10 – Sense of accomplishment |
| Exercise 11 – Ultimate factors that make you think that you have arrived |
| Exercise 12 – Personal Strengths |
| Exercise 13 – Personal Weaknesses |
| Exercise 14 – Self-Confidence – Business |
| Exercise 15 – Self-Esteem – Personal |
| Exercise 16 – Superior Performance – Business |
| Exercise 17 – Superior Performance – Personal |
| Exercise 18 – Under-performance – Business |
| Exercise 19 – Under-performance – Personal |
| Exercise # | Title / Topic |
| 1 | How to identify any of the 7 basic emotions when viewing the image and rate from 1 to 10 |
| 2 | Negative self-talk and emotions |
| 3 | Epigenetics and Emotions |
| 4 | Events that impact a person’s life and emotions |
| 5 | Maximum emotional impact |
| 6 | Recent events and emotions |
| 7 | Problem solving and emotions |
| 8 | Complexity and emotions |
| 9 | Responsibilities and emotions |
| 10 | Stress and emotions |
| 11 | Self Appreciation and emotions |
| 12 | Expectations and emotions |
| 13 | People Challenges and emotions |
| 14 | I am statements and emotions |
| 15 | “I am not statements” and emotions |
| 16 | Aversions and emotions |
| 17 | Biggest Challenges and emotions |
| 18 | Changes you must make and emotions |
| 19 | Negative Labels and emotions |
| 20 | Negative Thoughts and emotions |
| 21 | Potentials and emotions |
| 22 | Anger Triggers and emotions |
| 23 | Disowning negativity and emotions |
| 24 | Regrets and emotions |
| 25 | Pride of Ownership and emotions |
| 26 | Fitness Series – Physical Fitness and emotions |
| 27 | Fitness Series – Mental/Cognitive exercise and emotions |
| 28 | Five Pillars of emotional Intelligence |
| 29 | DISC Scores – Natural & Adaptive and emotions |
| 30 | Motivators/Drives and emotions |
| 31 | Talent Insight Wheel and emotions |
| 32 | Acting with honor/dignity and emotions |
| 33 | Change and emotions |
| 34 | Tolerance of Ambiguity and emotions |
| 35 | Tolerance of Ambiguity and emotions II |
| 36 | Forgiveness and emotions |
| 37 | False Accusations and emotions |
| 38 | I WILL” statements and emotions |
| 39 | Feelings of Inadequacy and emotions |
| 40 | Feeling Anxious and emotions |
| 41 | Apathy and emotions |
| 42 | Excitement and emotions |
| 43 | Pessimism and emotions |
| 44 | Abandonment and emotions |
| 45 | Meditation and emotions |
| 46 | Self-Affirmations and emotions |
| 47 | Productivity and emotions |
| 48 | “Have to” v. ‘Choose to” and emotions |
| 49 | Parents and emotions |
| 50 | Being Grateful and Emotions |
FREE ASSESSMENT
Find Out Your XQ Factor Now
At XQ Innovation our belief is that success in business is predictable. Our mission is to help organizations of all sizes turn every employee into a star performer. We view every human being in your organization as a human treasure, and unlock the science of the human mind in a way that is easy for anyone to understand. We bring unique strategies to our clients, all through the lens of innovation. Everything we do is focused around the people in your organization.