tailieunhanh - best practices in leadership development and organization change phần 7

Điều này cung cấp bối cảnh cho phát triển lãnh đạo là điều cần thiết. Phát triển lãnh đạo không phải là về kỹ năng xây dựng, nó là về việc liên lạc với các giá trị và nguyên tắc của bạn và hành động theo những cách phù hợp với những giá trị và nguyên tắc. | MATTEL 275 Figure Impulses and Chaos. The Wall. Like strange attractors the research brand story and product were orbiting on the wall. The group looked back upon their experience and compared the patterns of knowledge they acquired earlier to the learnings and macro-patterns on the wall. They were close but they couldn t make sense of it. Two days later a Platypus gifted the wall with the skeleton of a unique system. Then someone else added an idea then another. Then without warning order emerged. The People. This was a difficult time for the group. They remained connected however their frustration with themselves and each other was obvious. They moved from inclusion to conflict to coherence and back again. They were looking for meaning and they couldn t find it. In the theater every production reaches a point when the performers become stagnant and frustrated. Actors are unable to move to the next level of performance. The director sends them impulses hoping that if they spark one actor the others will respond and rise to the occasion. Unfortunately this happens in its own time. The group finds its own syncopation. Inevitably an individual will raise his or her game and like magic the rest of the group will synchronize. This transformation often happens in the blink of an eye. When you look back and try to identify that liminal moment you can t remember when and how it happened. It just did. A similar experience happened at Platypus. One day they were in a state of chaos where it seemed nothing made sense and a couple of days later coherence. The new brand unfolded before their eyes. At this pivotal scene in the process the group experienced frustration and disorder they were trying to make sense of their efforts. They could see the light at the end of the tunnel but they couldn t get there. The leaders remained supportive trusting the people and the work. They too had to surrender to the chaos it was necessary and essential to the process. Lessons Learned.