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Change Management
One of the most repeated axioms is “people resist change” or “are
afraid of change”. It is said so often that it is believed
to be the truth, the whole truth and nothing but the truth.
It is a partial truth, a sometimes truth, and a situational
truth. But it is not always true or more importantly, it does
not have to be true.
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Real Organizational Change
For an organization to change at a deep level and to become
the industry standard for product offerings and product systems
and place of choice for talented people, they must be able
to have a culture that exercises creativity, promotes flexibility
and develops self-accountability. 22
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Why Organizational Climate Surveys May Do More Harm
Than Good
(Executive Summary in At Work Newsletter—in
the “Performance At Work”Column)
Several divisions in both DuPont and Clorox commissioned annual
climate surveys to give them guidance as leaders to improving
the organization. Once they evaluated the effects they were
producing with the survey, however they found far more effective
means of achieving their intentions and getting more ‘bang
for the buck’. 36
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A Theory and Practice Systems of “Systems
Thinking”: With an Executive’s Story of the Power
of “Developmental” and “Evolutionary” Systems
Thinking
(published in Conference Proceedings for
2004 International Conference on Systems Thinking for
Management)
We now recognize and study different types of systems, but
for the most part fail to see the relationship between these
systems—that in fact they form a system and each, based
on its unique potential and nature, has a particular role to
play within the larger system.
23 pgs
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Feedback and Self-Accountability: A Collision Course
The process of providing feedback to peers, subordinates,
even superiors—as in the 360° view or performance
appraisal—became popular as cybernetic systems in computer
applications were better understood. The creators of these
artificial intelligence systems discovered how critical feedback
loops are to correcting and adjusting performance of mechanisms
such as a thermostat in the regulation of a furnace to manage
temperature. 19 pgs
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Psychological Aspects of Language: The epistemology,
ontology, and paradigm of our language
Language is just the medium we use to communicate, right?
Well, yes, but language is not as passive as we have come to
assume. In fact, language is a paradigm generator—guiding
us toward a particular world view, an epistemological framework—determining
what and how we can learn and know our world, and ontological
map—it proscribes what we see as meaningful and significant
to pursue as humans. In short it is constantly—completely
out of our awareness—creating and perpetuating our reality. 30
pgs
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Technology of Large-Scale Systems Change
Change theory is important in the troubled world of today,
no matter on what level of systems we focus. Individuals are
seeking self improvement or a sound mental and emotional state;
families are seeking optimum independence of each member yet
healthy interdependence, and organizations are seeking involvement
of their employees along with better productivity. Expectations
such as these count on our ability to change and the availability
of a technology that can facilitate that change. 91 pgs
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Science Into Technique: A Systems Research and Development
Process for Organizational Science
The work in organizational effectiveness in American industry
today is primarily developed at the level of technique or program.
As a result it has no real linkage to its science and cannot
therefore be creative and evolve its approaches.
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A Self-Organizing Leadership View of Paradigms
For business leaders struggling to introduce fundamental change
into their organizations, it can seem at times as if there
is some invisible, inordinately powerful gravitational force
that works against movement or, if movement does occur, slowly
but inevitably draws things back toward their original conditions. 35 pgs
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Kritis E-Book Publications
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Business & Education: Some Uncommon Sense About Learning
High-performing employees are no different than gifted students, nor are the approaches for creating them. When the “Johnnie Can’t Read” stories began attracting national attention in the United States during the 1970’s, the educational “crisis” was seen to be primarily the problem of professional educators and parents. It was almost another decade before expressions of concern began to creep into the business press. 20 pgs
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Reawakening Spirit in Work, the Workplace, and Workers
(Executive Summary of Spirit at Work Newsletter)
Why is it when although the majority of managers are aspiring to increasing spirit within the organization, they continue to get the opposite? 24 pgs
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Leadership of Motivation: The Ethics and Practicality of Incentives
(Reprint from Leadership in a New Era, New Leader Press, John Renesch editor, June 1994, Book reviewed in Servant Leader Newsletter)
Probably one of the most erroneous notions sold to business leadership today is the idea that incentives are the best medicine for improving low productivity and bottom line return. This e-book offers ethical and faster ways to turn around motivation
than incentives can produce and explains why the incentives do not
work long-term or ubiquitously. 27 pgs
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The Culture Of Continuous Development & Regeneration
Continuous Improvement has become a catch phrase of Western business managers in the last decade of the Twentieth Century. This paper is focused on presenting why continuous improvement is important but not sufficient to the times we face. 31 pgs
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Mother Nature’s Business Philosophy
The earth has been around for some-----million years and it might
be useful to look at some of the principles that the new sciences
are discovering from nature they may offer business leaders some
lessons in a value-adding strategy. 40 pgs
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