When an organization is developed & designed for learning. Mangers are “Big Enough”, people work to their full capacity within a system that is actually built upon innovation, autonomy, idea generation, learning teams, & continuous growth. A system that works to drive out fear – to attract trust, we can see rapid growth & financial gains.
Doing more of the same will get you more of the same – no change. Change happens from shifts in effort, perspective and shared assumptions. While being observant about the useful changes that emerge.
Knowing if the problem is worth the effort & if the intervention may enlarge the problem requires skilled-knowledge. Skilled-Knowledge of when a team problem is just part of the teams development or it will affect performance.
This is the fourth year in a row that I have had the honor of working with the University of Rochester Simon School of Business Executive MBA Program.
The people you work with make your business.
Generally used for processing an activity. After you have finished a team building process capturing the learning & application makes the time meaningful. Spin the bottle is an active reviewing process.
Working with teams over several months allows the team to take time to test what worked, how it worked, it what context and with whom it worked; plus the same can be applied to what did not work.
“The games taught me the importance of knowing when to be a leader and when to step down and follow. It was helpful to experience this early on as I know that I will need to apply it to my MBA and career.”
Organizations and people are not gullible because they believe statements that appeal to them or really would like a way to make sense of a complex interactional workplace. The experiment shows that 84% of us have shared concerns, beliefs, needs, and areas where we feel weakness but do not think that others share these challenges.
All behavior traits we attribute to leaders are the same actions of a decent person. Defining in-group behavior characteristics are hyperbolic or a dangerous way for incompetent managers to reinforce their misattribution of success.