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Our summary of Goleman’s six leadership styles Coercive


imageOur summary of Goleman’s six leadership styles   Coercive Authoritative Affiliative Democratic Pace-setting Coaching Short defination Telling people what to do when Persuading and attracting people with an engaging vision Building relationships with people through use of positive feedback Asking the team what they ... [full story]


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20th century organizations and 21st century organizations Structure


image20th century organizations and 21st century organizations   Structure Systems Culture Leadership of change 20th century organizations • bureaucratic; • multileveled; • organized with the expectation that senior management will manage; • characterized by policies and procedures that create many complicated internal interdependencies. • depend ... [full story]


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3M


image3M 3M celebrated its 100th year in 2002, touting “A Century of Innovation.” New products are a hallmark of 3M, and it introduces hundreds of products in dozens of sectors each year. 3M’s ability to leverage and combine multiple technologies to ... [full story]


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3M


image3M Encouraging people to explore different databases is an issue for 3M. According to Barbara Peterson (director of library and information services), some people will look around out of curiosity, but much of this exploration of other repositories happens in a ... [full story]


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A Company Knowledge Management Problem Identified


imageA Company Knowledge Management Problem Identified One of the main problems for the company was that, while there were some systems already in operation, there was evidence that these were not functioning as ideally intended and that there was further scope ... [full story]


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A Model Of Knowledge-Enabled Learning and Innovation


imageA Model Of Knowledge-Enabled Learning and Innovation As the study team analyzed the knowledge-enabling strategies and approaches of the partners, what emerged was a picture of definable knowledge and learning approaches used to enable innovation. Figure 1 depicts a model of ... [full story]


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A visible and congruent leadership and management style


imageA visible and congruent leadership and management style At all levels, but notably at middle and front line, there were requests for clearer, bolder and consistent leadership. This was seen as particularly being the challenge for political leaders and senior officers ... [full story]


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Academy of Program and Project Leadership


imageAcademy of Program and Project Leadership The establishment of the Academy of Program and Project Leadership in 1997 underscored the importance that NASA places on project management excellence and development. Academy of Program and Project Leadership provides professional development to teams ... [full story]


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Acceptance


imageAcceptance Kubler-Ross saw many people move out of their depression and enter a fifth stage of acceptance. Perhaps we might add the word ‘quiet’ to acceptance, because this is not necessarily a happy stage, but it is a stage where people ... [full story]


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ACHIEVING PROCESS CHANGE


imageACHIEVING PROCESS CHANGE IT-based change is about process change. It involves people doing different things in different ways with different inputs and different outputs. New or improved IT systems are brought in to either increase efficiency or to allow innovation to ... [full story]


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Achieving results


imageAchieving results Key questions in achieving results in an organizational context, as shown in Figure 1.5, are: Self concept and values: what are my core values and how do they dovetail with those of my organization? Beliefs and attitudes: what are my limiting ... [full story]


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Act as role models


imageAct as role models Managers need to act as role models. They will need to model the new values but also support individuals and teams through a period of upheaval. This can be done through using some of the strategies outlined ... [full story]


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Addressing Structural Barriers


imageAddressing Structural Barriers New ideas and solutions can emerge from bridging functions and disciplines. At Boeing Rocketdyne, the first step to break down boundaries was to address some of the structural barriers that create silos. For example, each process was ... [full story]


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Addressing team change during restructuring Forming


imageAddressing team change during restructuring   Forming Storming   Task (orientation) People (dependency) Task (organization) People (conflict) Team purpose Establish purpose of change and team objectives in relation to change Ensure understanding and commitment from team around change purpose on an intellectual and ... [full story]


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Advancing Learning and Training Functions


imageAdvancing Learning and Training Functions Jet Propulsion Laboratory leverages learning and training functions including mentoring, coaching, and e-learning to support knowledge sharing and innovation. In the areas of training and mentoring, the Academy of Program and Project Leadership hosts classes, team-targeted ... [full story]


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Advancing Learning and Training Functions


imageAdvancing Learning and Training Functions Boeing Rocketdyne uses learning and training functions in support of knowledge sharing; there are very few instances where it has been used to support innovation. This process starts with the individual performance development process, which strives ... [full story]


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Advantages and limitations of different types of organization structure Structure


imageAdvantages and limitations of different types of organization structure Structure Entrepreneurial Functional Divisional by product, geography or both Matrix Main features Organized around one central figure. Totally centralized; no division of responsibility Organized around tasks to be carried out. Centralized. Divisions likely to be ... [full story]


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Aligning Messages, Rewards, and Recognition


imageAligning Messages, Rewards, and Recognition No discussion of creating a knowledge-sharing culture would be complete with- out addressing the role of senior management communications and rewards and recognition. The messages sent by an organization’s leaders influence how organization members view ... [full story]


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Aligning Rewards and Recognition 3M


imageAligning Rewards and Recognition 3M One of 3M’s criteria for promotion in the R&D arena is knowledge sharing, demonstrated by participation and leadership in the Tech Forum, writing and publication, speeches, and mentoring. Knowledge sharing and creation is a promotion criterion ... [full story]


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Aligning the Message 3M


imageAligning the Message 3M 3M’s leaders have consistently espoused the value of innovation throughout its history and sometimes link it to knowledge. Innovation is the transformation of knowledge into money. —Geoff Nicholson, retired vice president, International Technical Operations Innovation is the key ... [full story]


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Always link to organizational vision, mission and objectives


imageAlways link to organizational vision, mission and objectives Culture change as an isolated objective is meaningless. Organizations should only involve themselves in culture change if the current culture does not adequately support the achievement of strategic objectives. Start from the business ... [full story]


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Anger


imageAnger When people allow themselves to acknowledge what is happening they enter the second stage, typically that of anger. They begin to ask themselves questions like, ‘Why me?’, ‘How could such a thing happen to someone like me? If only it ... [full story]


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APPLYING THE CHANGE THEORY: GUIDELINES FOR LEADERS


imageAPPLYING THE CHANGE THEORY: GUIDELINES FOR LEADERS Which elements of the theory discussed in earlier chapters can be used to inform those leading merger and acquisition activity? We make links with ideas about individual, team and organizational change to help leaders ... [full story]


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APQC’s Input-to-Output Model


imageAPQC’s Input-to-Output Model Another measurement framework for developing KM metrics is APQC’s input- to-output model (Figure 8). Figure 8: APQC’s Input-to-output Model The model illustrates how to trace KM activities (input and process) to impacts (outputs) and related measures (outcomes). The ... [full story]


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Architecture Framework


imageArchitecture Framework Millennium’s G2P platform enables creating and sustaining the most critical knowledge bases, provides visibility to information across the enterprise and markets, drives value creation from underlying information assets, supports the flexibility required by the business model, and enables Millennium ... [full story]


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Attend to stakeholder issues


imageAttend to stakeholder issues When you want culture to change you have to put yourself into the shoes of the stakeholders. Address the issues of the people who need to change by involving them as much as possible. Change brought in ... [full story]


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Bargaining


imageBargaining When they have exhausted themselves by attacking others (or themselves) people may still want to wrest back some control of the situation or of their fate. Kubler-Ross saw bargaining as a stage that people would enter now. For those who themselves ... [full story]


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Barriers to Developing a Knowledge-Sharing Culture


imageBarriers to Developing a Knowledge-Sharing Culture The organisation was acutely aware of the importance of KM and had invested a great deal of time and resources in improving their systems and approaches to ensure that they improved their performance through an ... [full story]


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Barriers to Success


imageBarriers to Success During the site visit, Boeing Rocketdyne also shared examples of what did not work in leveraging knowledge to foster communication through innovation and knowledge sharing. Cultural change is a large barrier to success. Changing culture requires years of ... [full story]


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Bass: proof that visionary leadership works!


imageBass: proof that visionary leadership works! Bass (in Bryman, 1992) developed the notion of transformation leadership, which many managers find meaningful and helpful. He distinguished between transactional leadership and transformational leadership (see box), and identified through extensive research that charismatic and ... [full story]


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Beckhard and Harris, change formula: organism


imageBeckhard and Harris, change formula: organism Beckhard and Harris (1987) developed their change formula from some original work by Gelicher. The change formula is a concise way of capturing the process of change, and identifying the factors that need to be ... [full story]


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Belbin’s team types


imageBelbin’s team types What people characteristics need to be present for a team to function effectively? Meredith Belbin (1981) has been researching this question for a number of years. The purpose of his research was to see whether high and low ... [full story]



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