Living Dynamic Initiatives

Leadership

§ THE SHIFT HEARD AROUND THE WORLD What is the profound change that is being recognized and responded to world-wide?

Starting with the changes in science that have created a "paradigm shift," the corresponding issues in leadership are explored through the lens of architectural photographs taken in the European countries of Italy and Spain.

§ LEADERSHIP FOR THE NEW MILLENNIUM Organizations are changing, but what impact does that have on leadership? What is the role of leadership in the organization of the future?

With a shift in context the job shifted, the skills are different, even the purpose has changed. This is a look into the future. New competencies are matched by new organizational structures, new kinds of relationships and the continuing need for changing and innovative responses.

§ MANAGING WITH A DIFFERENCE: MEN & WOMEN IN THE WORKPLACE Just how different are men and women? What are those differences and how can we take advantage of them?

Moving beyond harassment issues to explore the power and potency found in partnership. Mutual appreciation and understanding can create a fertile field for innovation and discovery.

§ WOMEN'S LEADERSHIP ADVANTAGE The whole approach to using sexual harassment training to increase the effectiveness of men and women working together doesn't work.

New times call for new measures and women offer new ways of working together in spades! The authentic voice working women brings new skills, new ways of seeing and understanding and new ways of designing organizations.

§ SYSTEMS THINKING; REVOLUTION OR EVOLUTION? OK, so Senge said it was great, but I still don't get it!

Examples and tools to better understand the application and benefits of applied systems thinking. The three kinds of systems; mechanical, biological, and social and their differences, including the tools useful in each will be explained. As one of the new management capabilities this presentation presents the rationale for exploring systems thinking in greater depth.

§ THE PRACTICAL ETHICS We are all good people, how can we do "bad" things?

After delineating the dynamics of an ethical organization, we will explore the various contexts and frameworks that provide clarity and strengthen the organizations ability to respond with integrity. A tool for clarifying ethical issues will be demonstrated and you will get a chance to evaluate your organization or department.
 

Motivation

§ LET'S GET THOSE FOLKS OFF THEIR DUFFS Getting people to grab hold and act like owners is no easy task, but it's doable.

The secrets all managers need to know to get the best out of their people: the 7 simple tricks of motivation. Proved strategies to unleash the hidden power in every employee.
 

§ UNDERSTANDING DIFFERENCES The legal approach to differences forces compliance, but doesn't help us use those differences strategically.

An introductory overview of different methods for understanding and working well with differences. The methods that are included are: the Myers Briggs Type Indicator, the Enneagram, Human Dynamics, and the Spectrum of Human Needs.

§ MINIMIZE RESISTANCE - MAXIMIZE IMPROVEMENT If we hate change so much why do spend so much money on the newest and latest gadget?

A look at some of the issues organizations confront when attempting change and what to do about them. The sources of resistance and the benefits of resistance and well as the reduction of resistance will be explored.

§ EFFECTIVE CHANGE We're going to have to do something and I don't have a clue.

The steps and sequence of effective change will be covered, but discussed in depth will be the issues and constraints on the organization. The different levels of change will be explained and a participative exercise in process redesign will offer possible aha's.
 

Change
 

§ EFFECTIVE CHANGE We're going to have to do something and I don't have a clue.

The steps and sequence of effective change will be covered, but discussed in depth will be the issues and constraints on the organization. The different levels of change will be explained and a participative exercise in process redesign will offer possible aha's.

§ SYSTEMS THINKING; REVOLUTION OR EVOLUTION? OK, so Senge said it was great, but I still don't get it!

Examples and tools to better understand the application and benefits of applied systems thinking. The three kinds of systems; mechanical, biological, and social and their differences, including the tools useful in each will be explained. As one of the new management capabilities this presentation presents the rationale for exploring systems thinking in greater depth.

§ EXPLORING W. EDWARDS DEMING, PH.D. Is Deming's approach to organizational improvement still useful?

A quick walk through Deming's 14 points and the implications for improving your organization. A scorecard will be filled out during the talk that will allow for a "quick and dirty" needs analysis.
 

Strategy

§ THE ROLE OF VALUES IN EFFECTIVE STRATEGY IMPLEMENTATION Vision , Mission , Values what do they mean and how are they different?

Values for the boundaries and context for effective management. During a period of change or growth they form the hidden dynamics which impact the success and challenges that the organization is capable of achieving. "Pictures" of these dynamics will be shown and discussed.
 

§ STRATEGIC IMPERATIVES What strategy is right for you and how do you decide?

A overview of several of the most important and impactfull strategies in use today. Clear descriptions, benefits, challenges and constraints are given for each. Descriptions of the pre-planning needs, the various major approaches and the sub-strategies under each will be shared.
 

§ TOTAL QUALITY - PASSé OR PRESCIENT? When Deming died, did quality? A look at the quality movement today.

Quality made a big splash and seems to be coming back, is it here to stay? A clear description of what it really is, and the issues an organization can expect to have to address. The lessons learned from others failures and wins; the strategies for success; the benefits and challenges, are all food for discussion.
 

§ LEARNING ABOUT LEARNING AS AN ORGANIZATION If I can learn, why can't my organization?

By describing the characteristics of the "learning organization" we will create a mini-gap analysis of our own organization. Then various methods of both generating and sustaining organizational knowledge will be explored.