The Attitude Bar: Now serving Kool-Aid, coffee, and cocktails
Korporate kool aid workshop
-
Upload
menterprise-solutions-mes -
Category
Business
-
view
179 -
download
0
Transcript of Korporate kool aid workshop
![Page 1: Korporate kool aid workshop](https://reader035.fdocuments.us/reader035/viewer/2022081502/554c6818b4c905f76f8b4aaa/html5/thumbnails/1.jpg)
What’s your Korporate Kool-Aid?What’s your Korporate Kool-Aid?
November 4, 2010
OR
![Page 2: Korporate kool aid workshop](https://reader035.fdocuments.us/reader035/viewer/2022081502/554c6818b4c905f76f8b4aaa/html5/thumbnails/2.jpg)
AgendaAgenda Introductions T Rhiel Culture, Change and the Emotionally
Intelligent (EI) Leader T Rhiel Case Study S
Allinson Snacks and Networking All
![Page 3: Korporate kool aid workshop](https://reader035.fdocuments.us/reader035/viewer/2022081502/554c6818b4c905f76f8b4aaa/html5/thumbnails/3.jpg)
Setting the StageSetting the Stage
Did You Know? http://www.youtube.com/watch?v=cL9Wu2k
WwSY
![Page 4: Korporate kool aid workshop](https://reader035.fdocuments.us/reader035/viewer/2022081502/554c6818b4c905f76f8b4aaa/html5/thumbnails/4.jpg)
Defining the TermsDefining the Terms
Culture Change Management Leadership and EI
(Emotional Intelligence)
![Page 5: Korporate kool aid workshop](https://reader035.fdocuments.us/reader035/viewer/2022081502/554c6818b4c905f76f8b4aaa/html5/thumbnails/5.jpg)
Drinking Your Kool-AidDrinking Your Kool-Aid
“The Hard stuff is easy and the Soft stuff is hard” Culture, Change and Emotionally Intelligent
Leadership are always present always active – even if you’re not paying attention
Culture – will help determine your ability to manage change
Knowing how to proactively manage change can make you resilient
…It all begins and ends with Leadership
![Page 6: Korporate kool aid workshop](https://reader035.fdocuments.us/reader035/viewer/2022081502/554c6818b4c905f76f8b4aaa/html5/thumbnails/6.jpg)
Culture in OrganizationsCulture in Organizations
Question – How often do you and others think about your culture?
![Page 7: Korporate kool aid workshop](https://reader035.fdocuments.us/reader035/viewer/2022081502/554c6818b4c905f76f8b4aaa/html5/thumbnails/7.jpg)
CultureCulture Every business
develops a culture based on: The products it
manufactures or sells
The services it delivers
Competitors and the competitive environment
Reaction to threats and external stress
The regulatory environment
Corporate culture is comprised of:
Attitudes
Values
Experiences
Beliefs
Values
Myths
![Page 8: Korporate kool aid workshop](https://reader035.fdocuments.us/reader035/viewer/2022081502/554c6818b4c905f76f8b4aaa/html5/thumbnails/8.jpg)
Artifacts
Espoused Values
Schein’s Culture ModelSchein’s Culture ModelSchein’s Culture ModelSchein’s Culture Model
Visible organizational structures, processes, norms
Strategies, goals, and philosophies that are justifications for things being as they are
Unconscious, taken-for-granted beliefs, perceptions, thoughts, and feelings; the ultimate source of values and action
Basic Underlying Assumptions
Visible Visible and and KnownKnown
Invisible Invisible and and UnspokenUnspoken
![Page 9: Korporate kool aid workshop](https://reader035.fdocuments.us/reader035/viewer/2022081502/554c6818b4c905f76f8b4aaa/html5/thumbnails/9.jpg)
“Culture” is all the unspoken assumptions a group holds about the world and how it works
Most of the time, you’re not even aware that you’re being influenced by it!
In other words …In other words …
![Page 10: Korporate kool aid workshop](https://reader035.fdocuments.us/reader035/viewer/2022081502/554c6818b4c905f76f8b4aaa/html5/thumbnails/10.jpg)
Culture is so strong that people will deny, minimize, ridicule, or dismiss the reality of what they see or experience if it conflicts with their core culture assumptions.
This is where culture gets its real power!
“Culture eats strategy for Breakfast”“Culture eats strategy for Breakfast”
Culture
![Page 11: Korporate kool aid workshop](https://reader035.fdocuments.us/reader035/viewer/2022081502/554c6818b4c905f76f8b4aaa/html5/thumbnails/11.jpg)
Culture change can be done, but it is a long term (minimum 3-5 years) process
All aspects of the organization must be addressed and aligned with the desired culture: Structure (the organization’s architecture) Symbols (images that reinforce the culture) Systems (e.g., appraisal system, selection systems) Staff (selection, development of human resources) Strategy (behavioral manifestations of organization's vision) Style of leaders (attitudes, examples set by top leaders) Skills of managers (competencies of individuals who carry out the
change process.)
Can culture be changed?Can culture be changed?
![Page 12: Korporate kool aid workshop](https://reader035.fdocuments.us/reader035/viewer/2022081502/554c6818b4c905f76f8b4aaa/html5/thumbnails/12.jpg)
What examples do you have of “toxic” cultures you may have experienced?
Toxic CulturesToxic Cultures
![Page 13: Korporate kool aid workshop](https://reader035.fdocuments.us/reader035/viewer/2022081502/554c6818b4c905f76f8b4aaa/html5/thumbnails/13.jpg)
Each organization is perfectly designed to get the results it gets
![Page 14: Korporate kool aid workshop](https://reader035.fdocuments.us/reader035/viewer/2022081502/554c6818b4c905f76f8b4aaa/html5/thumbnails/14.jpg)
MENTAL MODELSMENTAL MODELS
![Page 15: Korporate kool aid workshop](https://reader035.fdocuments.us/reader035/viewer/2022081502/554c6818b4c905f76f8b4aaa/html5/thumbnails/15.jpg)
Mental ModelsMental Models
Have you heard the term “Mental Models?”
![Page 16: Korporate kool aid workshop](https://reader035.fdocuments.us/reader035/viewer/2022081502/554c6818b4c905f76f8b4aaa/html5/thumbnails/16.jpg)
The Dog, the House and the FlagThe Dog, the House and the Flag
Visualize… Your perfect house Describe the flag of the greatest nation on earth
![Page 17: Korporate kool aid workshop](https://reader035.fdocuments.us/reader035/viewer/2022081502/554c6818b4c905f76f8b4aaa/html5/thumbnails/17.jpg)
Mental ModelsMental Models
… are the images, assumptions and stories that we carry in our minds of ourselves, other people, institutions and every aspect of the world.
They determine what we see By definition are flawed in some way Below level of awareness
usually untested
![Page 18: Korporate kool aid workshop](https://reader035.fdocuments.us/reader035/viewer/2022081502/554c6818b4c905f76f8b4aaa/html5/thumbnails/18.jpg)
Our beliefs are the truth The truth is obvious (to us) Our beliefs are based on real data The data we select are the real data Robert Bly and our large brown bags
![Page 19: Korporate kool aid workshop](https://reader035.fdocuments.us/reader035/viewer/2022081502/554c6818b4c905f76f8b4aaa/html5/thumbnails/19.jpg)
GM’s Mental ModelsGM’s Mental Models GM is in the business of making money, not cars Cars are primarily status symbols. Styling,
therefore, is more important than quality The American car market is isolated from the rest of
the world Workers do not have an important impact on
productivity or product quality Everyone connected with the system has no need
for more than a fragmented, compartmentalized understanding of the business
![Page 20: Korporate kool aid workshop](https://reader035.fdocuments.us/reader035/viewer/2022081502/554c6818b4c905f76f8b4aaa/html5/thumbnails/20.jpg)
Ladder of InferenceLadder of InferenceL
eaps
of
abst
ract
ion
Ref
lexi
ve L
oop
I take Actions based on my beliefs
I adopt Beliefs about the world
I draw Conclusions
I make Assumptions based on the meanings I add
I add Meanings (cultural & personal)
I select Data from what I observe
Observable data and experiences
![Page 21: Korporate kool aid workshop](https://reader035.fdocuments.us/reader035/viewer/2022081502/554c6818b4c905f76f8b4aaa/html5/thumbnails/21.jpg)
Ladder of InferenceLadder of Inference
We can’t count on Ken. He is unreliable.
Ken always comes in late.
Ken knew exactly when the meeting was to start. He deliberately came in late.
The meeting was called for 9 a.m. and Ken arrived at 9:30. He didn’t say why he was late.
![Page 22: Korporate kool aid workshop](https://reader035.fdocuments.us/reader035/viewer/2022081502/554c6818b4c905f76f8b4aaa/html5/thumbnails/22.jpg)
Change ManagementChange Management
![Page 23: Korporate kool aid workshop](https://reader035.fdocuments.us/reader035/viewer/2022081502/554c6818b4c905f76f8b4aaa/html5/thumbnails/23.jpg)
Examples of Change You are Facing or Have EncounteredExamples of Change You are Facing or Have Encountered
![Page 24: Korporate kool aid workshop](https://reader035.fdocuments.us/reader035/viewer/2022081502/554c6818b4c905f76f8b4aaa/html5/thumbnails/24.jpg)
Economic ImpactEconomic Impact
Managing change impacts the bottom line – period!
Not managing change effectively costs money, time, resources, and productivity
![Page 25: Korporate kool aid workshop](https://reader035.fdocuments.us/reader035/viewer/2022081502/554c6818b4c905f76f8b4aaa/html5/thumbnails/25.jpg)
Why do Change Management?Why do Change Management?
Introduction
of change
With Change Management: Productivity Increase
Without Change Management: Productivity Decrease
Introduction of change
Time
Time
Pro
du
ctiv
ity
Pro
du
ctiv
ity
![Page 26: Korporate kool aid workshop](https://reader035.fdocuments.us/reader035/viewer/2022081502/554c6818b4c905f76f8b4aaa/html5/thumbnails/26.jpg)
Black HolesBlack Holes
Result -- people learn to ignore management directives
Organization loses confidence in leadership when management can’t fulfill the promise of their directives
Cost for corporate black holes can be enormous
![Page 27: Korporate kool aid workshop](https://reader035.fdocuments.us/reader035/viewer/2022081502/554c6818b4c905f76f8b4aaa/html5/thumbnails/27.jpg)
When change is managed poorly people feelWhen change is managed poorly people feel
How do you feel when you go through change?
Anxiety Stress Lack of control over their lives Uncertain about the future Not vested in the process or results
![Page 28: Korporate kool aid workshop](https://reader035.fdocuments.us/reader035/viewer/2022081502/554c6818b4c905f76f8b4aaa/html5/thumbnails/28.jpg)
Organizational Change: Two OptionsOrganizational Change: Two Options
Beliefs Behaviors Assumptions
Current Culture
Attempts to introduce changes that are generally consistent with the current culture usually are successful
Attempts to introduce changes that are radically different than the existing culture usually are not successful
![Page 29: Korporate kool aid workshop](https://reader035.fdocuments.us/reader035/viewer/2022081502/554c6818b4c905f76f8b4aaa/html5/thumbnails/29.jpg)
ResistanceResistance Perception of change determines whether
resistance occurs One person sees the change as a small
wrinkle Another regards the change as a complete
transformation Open resistance is healthy
Don’t fight resistance, acknowledge it The 20 60 20 rule
![Page 30: Korporate kool aid workshop](https://reader035.fdocuments.us/reader035/viewer/2022081502/554c6818b4c905f76f8b4aaa/html5/thumbnails/30.jpg)
The cost of changeThe cost of change
Beforechange
Beginningof change
Duringchange
Afterchange
Money
Time
![Page 31: Korporate kool aid workshop](https://reader035.fdocuments.us/reader035/viewer/2022081502/554c6818b4c905f76f8b4aaa/html5/thumbnails/31.jpg)
WORKING WITH EMOTIONAL INTELLIGENCE - EIWORKING WITH EMOTIONAL INTELLIGENCE - EI
![Page 32: Korporate kool aid workshop](https://reader035.fdocuments.us/reader035/viewer/2022081502/554c6818b4c905f76f8b4aaa/html5/thumbnails/32.jpg)
Emotional IntelligenceEmotional Intelligence
“Anyone can become angry – that is easy. But to be angry with the right person, to the right degree, at the right time, for the right purpose, and in the right way – this is not easy.” Aristotle
![Page 33: Korporate kool aid workshop](https://reader035.fdocuments.us/reader035/viewer/2022081502/554c6818b4c905f76f8b4aaa/html5/thumbnails/33.jpg)
EI vs. IQEI vs. IQ
Who wins? ….and why? Where does IQ win?
![Page 34: Korporate kool aid workshop](https://reader035.fdocuments.us/reader035/viewer/2022081502/554c6818b4c905f76f8b4aaa/html5/thumbnails/34.jpg)
Programmed ResponsesProgrammed Responses
Reinforcing, here they come again – Mental Models
Passions can overwhelm reason Death
![Page 35: Korporate kool aid workshop](https://reader035.fdocuments.us/reader035/viewer/2022081502/554c6818b4c905f76f8b4aaa/html5/thumbnails/35.jpg)
Developing EI Means Developing Your Leadership StyleDeveloping EI Means Developing Your Leadership Style How do you develop it?
It all starts with deep, deep understanding of yourself
Your strengths, weaknesses areas of growth Blind spots A life long commitment to learning
![Page 36: Korporate kool aid workshop](https://reader035.fdocuments.us/reader035/viewer/2022081502/554c6818b4c905f76f8b4aaa/html5/thumbnails/36.jpg)
Bringing it all TogetherBringing it all Together
As a leader your style will impact The culture of your organization and the type of
culture you will ultimately develop How well your organization manages change Your willingness to continually develop your
leadership style
![Page 37: Korporate kool aid workshop](https://reader035.fdocuments.us/reader035/viewer/2022081502/554c6818b4c905f76f8b4aaa/html5/thumbnails/37.jpg)
Business ResultsBusiness Results
OR
![Page 38: Korporate kool aid workshop](https://reader035.fdocuments.us/reader035/viewer/2022081502/554c6818b4c905f76f8b4aaa/html5/thumbnails/38.jpg)
Case StudyCase Study
Culture Change Management Emotional Intelligent Leadership
Reality Hits
![Page 39: Korporate kool aid workshop](https://reader035.fdocuments.us/reader035/viewer/2022081502/554c6818b4c905f76f8b4aaa/html5/thumbnails/39.jpg)
Q&AQ&A
![Page 40: Korporate kool aid workshop](https://reader035.fdocuments.us/reader035/viewer/2022081502/554c6818b4c905f76f8b4aaa/html5/thumbnails/40.jpg)
CloseClose
Call to Action Networking