Tag Archives: Participative Leadership

futility against the flow

Creating New Space in Relationships

Flexibility and forbearance are an uneasy necessity when attempting to grasp the ungraspable.

Over the course of transformative work a good deal of pushing and pulling among people can occur as each tries to grasp the meaning of such vast changes for themselves and their particular group.

Strategic partnerships can be strained in efforts to discern, interpret, and put into action exactly what the new state will yield in terms of changes in service level agreements, performance measures and profit margins.

Suspending judgement in the face of ambiguity is the larger part of creating space in internal relationships and strategic partnerships as they shift and move with transformation. Application of co-creation techniques, exercises in inter-connectedness, and a high level of one-to-one engagement in shaping the new relationship all benefit from the assistance of a professional skilled in matters related to making the paradigm shifts associated with business transformation however it arises.

Connect Key

Starting With Leadership

Most clients begin applying the Transformational Organization Framework by developing a depth of leadership skills specific to transformation.

This serves the multiple purposes : suspending the current culture and organization ‘paradigm’ so that transformative initatives have the space to create an island of the transformed state, equipping the organization with the leadership tools and techniques requried to realize the transformation, clearly defining the role of the transformation leader, and preparing sponsors for their role in the transformation.

Because transformation demands an entirely new way of thinking to be successful, Transformational Leadership methods and practices adapted from the work of James McGregor Burns and Bernard M. Bass are implemented according to the specific circumstances, objectives and environment of the client and an assessment of the current transformational leadership capability within the organization.

View & Download the Leadership-Centric Services Diagram to see how it works.

Empathy in the Workplace is Key to Transformation

One of the key causes of tension and stress in the workplace is intolerance. We are all guilty of this. There are certain things that we find difficult to tolerate.

https://franklinhackettltd.wordpress.com/2015/03/16/why-we-need-more-love-at-work-how-to-show-empathy-towards-colleagues/

TEDTalk

TEDTalk Leadership Leverage for Transformation 2012

Presented at the Transformation Leadership Event September 26th, 2012
TELUS Spark Science Centre, Calgary, Alberta.

Dr. Linda Miller of iMind Transformation talks about transformational leadership and the shifts in thinking required to successfully transform business.

 

Flux and Transformation Organizational Metaphore

Around 500 BC the Greek philosopher Heraclitus noted that, you can not step into the same river , for other waters are continually flowing on.” ” Everything flows and nothing abides; everything gives way and nothing stays fixed…cool things become warm, the warm grows cool; the moist dries, the parched becomes moist….It is in changing that things find repose.

(Morgan, pg.241)

Gareth Morgan proposed 8 ‘metaphors’ to characterise the current state of organizations in 2006.  Some speculation exists as to whether organizations evolve from one metaphor to another.  The article at this link defines the Flux and Transformation metaphor clearly.

http://lewisorgtheory.pbworks.com/w/page/16682135/Flux%20and%20transformation

 

Co-Creation Applied – Are You Ready?

Transformation by Co-Creation

Why would you tap into consumer wisdom before you tap your internal experts for advice about how to transform?

For a number of reasons… not the least of which is that your organization may not be ready for the depth of engagement required to transform. Past attempts to mobilize internal wisdom for innovation may have met with crippling ambivalence, or perhaps the imperative for digging deep enough to bring about transformation lacked clarity or may not have been compelling.

Stated in other terms, engaging your consumers in co-creation activities is in part a strategy for breaking though comfortable competency in the status quo, and the associated beliefs and assumptions held in support of the current organizational paradigm and hard-won past success. Consumer co-creation is a way to acknowledge the reality of the consumers’ increasing ability to influence market trends. Managed co-creation can leverage the commitment of your people to dig deeper and apply their wisdom and expertise in new ways toward transformational objectives.

The practice of co-creation has two primary outcomes:  Seeing Value in a new way, and Creating Space where none existed before.

Your customers are ready to co-create… Are you?

SEEING VALUE

Co-creation efforts are aimed at getting to the heart of your relationship with your customers.  In capturing the essential elements of consumer thinking the organization must move on to seeing the intention and intelligence behind them to begin to define ‘value’ anew.  In every sense of the word, the business’s focus must be shifted to understand the value of the consumer-expressed ideas so that they may be internalized by the leaders and makers of transformation. Only then can the ideas be tested against the current organizational paradigm to see what must change in order to align consumer demand and product/service.  And as importantly, to align consumer-expressed value and the way in which the product/service is delivered.

Once the elements of value are seen and understood they can be used to reshape and reorder; embellish, replace and renew the product/service and the systems, processes and human competencies that support their delivery.

This work is more difficult than it sounds as each level of the organization sees the emerging ‘value’ in a different way and all of the perspectives together form the necessary mix for transformation to occur.  You can start anywhere with co-creation as a practice: with the C-Suite, with the customer, with middle management, with staff.  But for co-creation to yield benefits it must eventually be felt by all of these groups in an aligned way.

 

CREATING SPACE

Ingenuity is a function of pressure, and pressure felt in one corner of the organization but not felt in another will result in little traction. As such, efforts to increase customer engagement through co-creation will fail to translate into ‘transformation’ without a corresponding effort to engage staff in the co-creation journey. Like almost anything else we do to grow business, it is best to take an iterative approach to co-creation, so that internal co-creation informs customer co-creation, which in turn, informs and presses internal co-creators to dig deeper, find a new edge.

With support and management, iterative co-creation work forms a part of an ‘ingenuity engine’ between corporation and customer and, under skilled leadership, ignites a synchronized internal ‘ingenuity engine’ that pumps new thought up and down the organization, continuously opening new space for transformation from staff through middle-management to C-Suite, from C-Suite through middle-management to staff.

 

GETTING READY

Making the internal shifts necessary to spark and sustain co-creation requires a good deal of support.  In-flight translation of consumer-expressed concepts demands the ability to leave behind what feels clear, natural and normal in favor of a murky emerging context that is at once individually owned and shared by all participants: a shared presence in design and development (creation), a shared knowledge generation, and a shared value alignment.

Preparing leaders of transformation and the internal participants in co-creation to take in and bring about understanding of foreign-seeming value expressions and then act upon them a way that creates the space for the value to be realized is the challenge that co-creation presents to the organization. A challenge that, when met, mobilizes the organization to deliver newly defined value in a way that can be readily taken up internally, and capitalizes on the consumer interest generated by co-creation.

 

–          Dr. Linda Miller
© iMind Transformation. All Rights Reserved

Internal Innovation and Co-Creation

 

Innovation has become the name of the game for businesses to compete effectively in an increasingly kinetic, globalized and technology-driven marketplace. To ensure a constant supply of new ideas, today’s corporations know that they cannot rely solely on internal resources or a small circle of consultants anymore. It is now widely recognized that the ability to innovate also comes from the ability to leverage external resources to co-create value.

by Yanning Roth

http://www.innovationexcellence.com/blog/2013/02/24/birth-of-a-new-job-type-arise-co-creation-manager/

 

The Servant Leader and Transformation

Based on research one may conclude that a transformational organization should embrace the leader-follower concept. The leader-follower will be someone who puts their needs last as they seek to humbly serve those around them. A leader-follower understands that they don’t know it all and that deferment through followership is an effective method to getting the job done. Evidence has shown that organizations where the leader-follower methodology is in use will yield individuals who desire investment in their jobs and the organization as a whole. One could argue that a servant-hearted leader-follower will generate the most effective plans and visions for the transformation of their organization.

Leader-Follower Theory and theTransformational Organization