Organizational Design Thinking for Transformational Leadership
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Created in collaboration with Dr. Carol Sawyer at the University of La Verne and Jon R. Wallace, Siena Heights and Lake Michigan College for the 2011 Organization Design Forum Annual Conference.
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Organizational Design Thinking for Transformational Leadership
- 1. Developing Design Thinking for Transformational Leadership Theory and Practice Bridged
- 2. Dr. Carol Sawyer University of LaVerne Jon R. Wallace Lake Michigan College
- 3. Outcomes Understand aspects of Design Thinking Practice rich questions Experience transferable activities Connect with transformational leadership
- 4. Not as it is, but as it could be . . . Leadership never occurs in a vacuum. Organizational culture change improving results and profitability requireengaged followers whose hearts have been moved by a vision communicated and demonstrated by those in power. (Deal, 1982; Avolio 1999; Senge, Kleiner, Roberts, Ross, & Smith, 1994; Senge, Kleiner, Roberts, Ross, Roth & Smith, 1994, Kouzes & Posner, 2007).
- 6. Your Personal Knowledge System STANCE TOOLS Guide Guide Inform Inform EXPERIENCE Martin, 2009
- 7. City Hiring Processes as Is
- 8. City Hiring Processes Should
- 9. Your Personal Knowledge System STANCE TOOLS Guide Guide Inform Inform EXPERIENCE Martin, 2009
- 11. Design Thinkerâs Personal Knowledge System STANCE My world is reliably oriented. My world rewards existing stage refinement. Nonetheless . . . I seek to balance reliability with validity. I seek to advance the stage of knowledge Martin, 2009
- 12. Design Thinkerâs Personal Knowledge System STANCE TOOLS My world is reliably oriented. My world rewards existing stage refinement. Nonetheless . . . I seek to balance reliability with validity. I seek to advance the stage of knowledge Observation. Imagination. Configuration Martin, 2009
- 13. Design Thinkerâs Personal Knowledge System STANCE TOOLS My world is reliably oriented. My world rewards existing stage refinement. Nonetheless . . . I seek to balance reliability with validity. I seek to advance the stage of knowledge Observation. Imagination. Configuration Martin, 2009
- 14. Design Thinkerâs Personal Knowledge System STANCE TOOLS My world is reliably oriented. My world rewards existing stage refinement. Nonetheless . . . I seek to balance reliability with validity. I seek to advance the stage of knowledge Observation. Imagination. Configuration Deepen mystery and Nurture Originality EXPERIENCE Martin, 2009
- 15. Design Thinking A cognitive approach to problem engagement embodying a specific mindset Martin, 2009
- 16. Knowledge Funnel Martin, 2009
- 18. Community Impact Measurable Outcomes Counting Paperclips
- 23. Honesty & Integrity Understanding & Serving Others Quality of Work Rewarding & Supporting Relationships Creating Balance
- 24. Broad Interests Enjoyment of the Activity Itself Recognition From Oneâs Field Challenge Faith Rewarding & Supportive Relationships Courage Risk Taking Fame Success Searching for Knowledge Creating Balance in Oneâs Life Hard Work and Commitment Self-Examination Self-Criticism Creativity Pioneering Honesty and Integrity Social Concern Curiosity Independence Solitude Contemplation Efficient Work Habits Openness Spirituality Power Influence Professional Accomplishment Quality (of work) Understanding Serving Others Wealth Material Well-Being Teaching Mentoring Personal Growth and Learning Professional Conduct Vision
- 28. ODT and Transformational Leadership
- 29. Hotel & Restaurant 18 months (Nov â09 â May 10) of customer surveys revealed: A 2.76/4.00 rating for the organization by guests. A 2.61/4.00 for housekeeping. A 2.00/4.00 for the facility.
- 32. Hotel & Restaurant Employee Promise I will greet every guest & co-worker with smiling warmth & sincerity. I will be proactive in providing the highest levels of service & quality immediately to guests & co-workers. I will maintain the highest levels of integrity & respect for others.
- 33. Hotel & Restaurant 3 Month Results
- 34. Developing Design Thinking for Transformational Leadership Remember Share Do
- 36. He had found A bridge, With a sign: "Please use this bridge to cross." He wondered aloud How many times In his life He had wandered On the bank Of a river of change, And not seen Such an obvious sign, Nor put his Foot upon the bridge Before him. (Brown, 2007, 156)
- 37. I have not failed. Iâve just found 10,000 ways that didnât work. Thomas Alva Edison
Hinweis der Redaktion
- Handed over the fence multiple stakeholders
- Accelerated decision making process
- What would you call this?
- Slide may go away
- Change to alansâs
- The effect of strategic planning, culture. Detailed assignment, organization/structure. Networked nature of our organization rather than the independent nature of how firms used to see each other. How do we get the desired outcomes in a much more networked way.
- Design is a continual conversation.
- Itâs not just about the work and
- Table Talk
- Itâs about knowledge transfer and sustainability
- If time create a mind map instead of a grid
- If we get the mind focused in the right direction.