11461 Chapters
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Medium 9781782201311

Chapter Four: Cooperation

Robert French Karnac Books ePub

The problem that confronts us today…is how to be one's self and yet in oneness with others, to feel deeply with all human beings and yet retain one's own characteristic qualities.

Goldman, 1917, p. 267

In Experiences in Groups, Bion introduced the strange term “groupishness” to highlight a fundamental aspect of being human. Hinshelwood has described this as one of Bion's “obscure pieces of common sense” (2008, p. 72). Although the word only appears three times in the book, the idea reverberates throughout. On the first occasion, he uses it to describe the individual's “inalienable quality as a herd animal” (Bion, 1961, p. 95) and also to convey the discomfort individuals can experience as a result of this quality. On the second and third occasions, he repeats the same sentence almost word for word in a discussion of the relationship between group and individual psychology: “The individual is a group animal at war, both with the group and with those aspects of his personality that constitute his ‘groupishness.’” (ibid., p. 168; see also p. 131)

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Medium 9781609945282

3 Raising Capital: Maintain Your Fighting Weight

Cohan, Peter S. Berrett-Koehler Publishers ePub

WHEN IT COMES TO hungry start-up strategy, there is often no more compelling trade-off than the one between the hunger to control the start-up’s destiny and the need to pay its bills. Most entrepreneurs postpone as long as possible taking money from outside investors.

And the reason is fairly simple: Taking an investor’s capital means ceding some control of the venture. And since controlling the way they spend their time is often the most important reason that founders start their companies, it can be painful to raise capital. Of course, with capital comes the pleasure of being able to meet a start-up’s financial obligations and to pay for its growth initiatives. But that hunger for control means that capital’s silver lining also has a cloud.

This raises a series of burning issues that start-up CEOs struggle to resolve. There are many answers to these questions and we will explore them through the lens of the companies and experts I interviewed for this book. Here are the key questions and my summary of the key findings from these interviews below:

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Medium 9781626566958

7 Preempt Your Enemies

Barlag, Phillip Berrett-Koehler Publishers ePub

When pursuing change, leaders must often chart a course through turbulent waters. Furthermore, they must stay the course even when the team is scared or angry. During difficult times, anticipating the ways in which those resisting change will block progress and actively undermine their efforts is important. When the Senate suspended Caesar from office in 63 BC, he was able to undermine his enemies by acting in a way they did not expect. He preempted the Senate’s attempt at marginalization and in doing so moved one step closer to implementing his reform agenda.

It is a sound that sends shivers down your spine and makes your hair stand on end. It is terrifying and primal: the cacophony of a mob. Hundreds of voices venting their anger and frustration, united to create a chorus of fear and destruction. The combined rage of a mob was one of the ancient world’s most terrifying sights, and in the hands of an ambitious politician, it could be a truly deadly weapon.

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Medium 9781780644608

35: Development and Governance of a Family Destination in the Alps: The Case of Serfaus-Fiss-Ladis

Richins, H.; Hull, J.S. CABI PDF

35 

Development and Governance of a Family Destination in the Alps:

The Case of Serfaus-Fiss-Ladis

Anita Zehrer,* Frieda Raich, Hubert Siller and Franz Tschiderer

Management Center Innsbruck (MCI), Innsbruck, Austria

­ rientation and the development of the destino ation (Volgger and Pechlaner, 2014; Zehrer et al.,

2014). This research acknowledges the importThe attractiveness and viability of a mountain ance of considering stakeholders in the broadest tourism destination relates to various factors as sense suggested by Freeman (1984), applied to constitutive elements of competitiveness, such a mountain destination setting. as resources, destination management, demand

This chapter presents a single exploratory and situational conditions (Crouch and Ritchie case study of the community-type destination

1999; Bornhorst, et al., 2010; Crouch, 2011).

Serfaus-Fiss-Ladis, located in the Tirolean Alps

This can create significant challenges for comof Austria. The research is based on the exammunities dominated by visitation and with tourination of relevant literature and primary data ism enterprises operating as a key driver for gathered in Serfaus-Fiss-Ladis from destination economic success. stakeholders (i.e. private entrepreneurs in the

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Medium 9780874256222

The Fourteenth Generation’s Fourteen Expectations

Bruce Tulgan HRD Press PDF

Managing GENERATION Y

them, too, because usually their manager wore casual business attire.

All this was part of Don’s plan to deal with an order volume that he’d known would be exceptionally high today.

Rather than let his crew drown in the overwhelm, he wanted to make the work fun and challenging. So there he was, honking the truck’s horn, asking for the whereabouts of the newest inventory, and trying to meet the time and accuracy standards printed on each order.

Don had tied significant bonuses to the crew’s ability to exceed those standards. He also had recently helped redesign the facility’s layout and update the motorized equipment, and so workers were well aware of his commitment to help them beat their goals.

That morning, Don stopped only to coach a new worker on forklift maneuvering, to congratulate his newest supervisor on finishing a fantastic project the day before, and to stock up on the filtered water he had ordered delivered to strategic points throughout the area. Since air conditioning was impossible in such a large space, workers were issued sports bottles and encouraged to take time out to keep themselves hydrated during the heat wave.

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Medium 9781887208031

10. The Rights of Living Persons

Korten, David C. Berrett-Koehler Publishers PDF

Chapter 10

The Rights of Living Persons

The idea that a corporation is endowed with the rights and prerogatives of a free individual is as essential to the acceptance of corporate rule in temporal affairs as was the ideal of the divine right of kings in an earlier day.

—THURMAN ARNOLD1

Too many organizing campaigns accept the corporation’s rules, and wrangle on corporate turf. We lobby congress for limited laws. . . .

We plead with corporations to be socially responsible. . . . How much more strength, time, and hope will we invest in such dead ends?

—RICHARD GROSSMAN

AND

FRANK ADAMS2

human rights secure our freedom to live fully and responsibly within life’s community. We are finding, however, that as corporations have become increasingly successful in claiming these same rights for themselves, they have become increasingly assertive in denying them to living people. For example, as noted in Chapter 9, they use property rights as an instrument to deny the economically weak the most fundamental of all human rights—the right to live—by denying them the right of access to a means of living. The conflict between the person’s right to a means of living and the presumed right of the corporation to the security of its property and profit is perhaps the ultimate confrontation between the natural rights of living people and the rights that the institutions of capitalism have presumed for themselves, but it is only one of many.

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Medium 9780874251746

14 TMS—A Process for Role Clarification

Glenn Parker HRD Press, Inc. PDF

14

PURPOSE:

GROUP SIZE:

TIME:

PHYSICAL

SETTING:

MATERIALS:

PROCESS:

TMS—A Process for

Role Clarification

1.

To clarify the roles played in a team.

2.

To clarify expectations held of other members and themselves.

3.

To understand the process of role adjustment.

No more than 12 members of an intact team.

2 hours

A private room with wall space for posting flipcharts.

1.

Easel, flipcharts, markers, tape or push pins.

2.

Copies of the TMS Questionnaire.

3.

Paper and pens for each team member.

1.

The facilitator presents a lecture on the three elements of the TMS

Model: Task-Oriented Roles, Maintenance-Oriented Roles, and

Self-Oriented Roles.

2.

The facilitator asks the members to complete the TMS questionnaire on themselves only.

3.

The facilitator asks the group for a volunteer.

4.

The facilitator asks the members to complete a TMS questionnaire on the volunteer.

5.

The volunteer then tells team members what he or she thinks the other members of the team have said about him or her.

6.

The volunteer then questions the other team members and records their actual response.

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Medium 9780874257168

34. Ethical Management - Alphabet Soup-ervision

Marlene Caroselli HRD Press, Inc. PDF

34. Ethical Management

Alphabet Soup-ervision

Approximately 25 minutes (more or less, depending on size of class)

OVERVIEW

Everyday acronyms are given new meaning in this exercise and then are related to ethical situations that managers may need to resolve.

PURPOSE

To encourage creative thinking regarding ethical decisions managers may face.

GROUP SIZE

Any size group, divided into subgroups of three or four.

ROOM ARRANGEMENT

If possible, table groups for three or four participants at each.

MATERIALS

Handout 34.1, “Acronymically Yours”

Optional: Bag of candy

PROCEDURE

Introduce the exercise by noting the assertion by author Michael Michalko that geniuses force relationships. And that today, you’re going to ask them to force some relationships that will, ideally, lead to new approaches to old management problems.

1.

2.

Distribute Handout 34.1 and permit sufficient time for completion of it—at least 15 minutes.

3.

Bring closure to the exercise by asking a spokesperson from each group to report on the work they’ve done, noting especially a new solution for a management problem encased in the new acronym meaning.

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Medium 9781576752487

CHAPTER 3 TEN ESSENTIAL CONDITIONS FOR AI SUMMIT SUCCESS

Ludema, James Berrett-Koehler Publishers PDF

OO

CHAPTER 3

TEN ESSENTIAL CONDITIONS

FOR AI SUMMIT SUCCESS

P

eople are often surprised when we tell them that we prefer working with large groups of 200–500 people for most of the organizational change work we do. They wonder how we do it— how we keep order among so many people, how we arrive at consensus, and how we ensure commitment to consistent follow-up.

These are good questions but not the questions we ask ourselves when planning, facilitating, or assessing the success of an AI

Summit. Instead, we ask: How can we create a safe and inviting context for open, authentic conversation? How can we help the large group honor diverse ideas and opinions, bond emotionally, and move together to higher ground? How can we build excitement and trust in a co-created future? In other words, how can we help build an organization’s capacity for ongoing positive change?

With these questions as our guide, we find that there are ten essential conditions for the success of an AI Summit (see Exhibit 3.1).

Certainly, there is much more to a summit than these ten conditions, but we consider them to be an essential starting point.

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Medium 9781576753576

10. Social Scars

de Graaf, John Berrett-Koehler Publishers ePub

Today’s unfettered celebration of wealth and the
things money can buy has created an in-your-
face, “I’m rich and you’re not” attitude that
pigeonholes people as winners or losers, princes
or paupers
.

TREND-SPOTTER GERALD CELENTE

I go to Bloomingdale’s, to the fourth floor,
and I buy 2,000 of the black bras, 2,000 of
the beige, 2,000 of the white. And I ship
them around between the homes and the
boat and that’s the end of it for maybe half
a year when I have to do it all over again
.

IVANA TRUMP

Few Americans saw the pictures from Thailand (we have little interest in foreign news, after all), but they were horrifying. In 1993, a Thai toy factory burned to the ground. Unable to escape, hundreds of female workers perished in the flames and smoke. Their charred bodies lay among the ruins of the building, a firetrap similar to many throughout the developing world where millions of plastic toys are made for American children. Here and there amid the blackened rubble were the Bart Simpson dolls and other toys.

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Medium 9780874252484

9 Mentors and Mentoring

Lois Hart HRD Press, Inc. PDF

Trainer’s Notes

Approximate

Time

Trainer’s Notes

I.

Overview .............................................................................................

A. Introduce the topic: “Mentors are the focus of this activity: who they are, what they do, and how you can be one.”

1 min.

B. Overview: “First, you will share your experiences as a mentee; next, we will review the guidelines for setting up a mentoring relationship; and finally, you will make plans to be a mentor.”

II.

Objectives............................................................................................

“The objectives for this activity are to identify what we learned from a mentor, to identify what a mentor does, to assess the benefits of mentoring, and to outline guidelines for mentoring.”

1 min.

III.

Sharing Our Experiences with Mentors ..........................................

A. Have individuals reflect on the following questions:

15 min.

1. Who was your mentor?

2. What went well?

3. Describe anything that did not go well. What could have been done by you or your mentor to make it better?

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Medium 9781576750278

CHAPTER 2: JUGGERNAUT GLOBALISM AND THE BANKRUPTCY OF ECONOMICS

Henderson, Hazel Berrett-Koehler Publishers ePub

By the mid-1990s, nations had begun disintegrating—balkanized by pressures from within and by the forces of globalization from without. As E. F. Schumacher (1973) had predicted, nation-states were proving too big for smaller, local problems and too small for big, global ones. National leaders were complaining about losing their domestic policy options to “global competition.” Enslaved by the ideas of their defunct economic advisors, they had no one to blame but themselves. National sovereignty had been ceded by conceptual blindness to trillion dollar daily capital flows that even inside players conceded were unstable, as well as “cruel,” “Darwinian,” and “in need of regulation.”1 Former U.S. President George Bush keynoted Business Week’s 1995 Presidents Forum of 150 corporate CEOs on “Twenty-first Century Capitalism.” His title was “New Rules for the Global Economy.” Free-for-all global competition was sliding perilously toward global economic warfare.

Today’s economic and technological globalism, based on nineteenth-century capitalism and the expansionist nationalism of the industrial era—culminating in the Cold War—has been driven by age-old territorialism and patriarchal structures of competition. New structures of cooperation must provide needed balance. Today’s Information Age markets, driven by galloping competition, have spun off into financial cyberspace, divorced from the realities of Main Street, human needs, and nature’s ecosystems. The first casualties: welfare safety nets, as even the Nordic countries and Canada downsized their proud public services. Britain’s Lord Robert Skidelsky noted in The World after Communism (1995) that welfare states serve the essential purpose of underpinning social cohesion, which permits capitalism to get on with its business. Paul Pierson studied the process of downsizing public services, and in Dismantling the Welfare State (1995) he describes how politicians learn to make frequent small cuts—rendering the process imperceptible over time. Alarmed citizens worldwide responded by organizing to protect themselves, their livelihoods, neighborhoods, and local environments from the destabilizing effects of global competition.51

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Medium 9781523094035

2 What Kind of Conversations Are You Having?

Stavros, Jacqueline M.; Torres, Cheri; Cooperrider, David L. Berrett-Koehler Publishers ePub

The moment of questioning is also the moment of choice, which holds the greatest leverage for effective action and positive change.

– Marilee Goldberg

Conversation is a constant in our lives, whether it consists of our internal dialogue or our interactions with people. We all know these conversations affect us, but we may not realize how much influence they have on our well-being and our capacity to thrive. Not sure about that? Have you ever been in a great mood and having a really good day when a short interaction with someone turned the whole thing sour? Or perhaps you were having a lousy day and a simple conversation suddenly brightened your outlook. In their research, Jeff and Laurie Ford, authors of The Four Conversations, actually documented that “the type of conversation you have with the people around you has a profound impact on your experiences, relationships, and accomplishments.”1

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Medium 9781576753798

52. The Cycle of Resolution: Conversational Competence for Sustainable Collaboration

Holman, Peggy Berrett-Koehler Publishers PDF

502

improving methods healthy, productive partnership with a new vision of sustainable collaboration. In the first year following the intervention, 109 “unadoptable” children were placed in permanent families.

Change happened because the conversational process of the Cycle of Resolution forged a shared vision and a high-performance team that enabled the realization of Gail’s vision of

“unadoptable” children with real homes.

Frequently Asked Questions

How Does the Cycle of Resolution Work?

This change model provides a set of principles and conversational protocols that provide a road map for difficult conversations people often avoid. They are reluctant to engage because they do not have a map to navigate through difficult conversations. They do not know how to get into, through, and out of the dialogues. The Cycle of Resolution leads to an “agreement for results” that serves as a map and project manager to desired outcomes. The premise of the method is that:

The effectiveness of any collaboration and any organization reflects the quality of the relationships that constitute the enterprise; and, the relationships reflect the quality of agreements among the participants. The goal of the interventions is sustainable collaboration and a “culture of agreement and resolution” where everyone has the same vision, the same path to get there, and the same tools to keep them on track.

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Medium 9781605096001

Contents

Mohrman, Susan Albers Berrett-Koehler Publishers ePub

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