Posted on September 05, 2010 by Ronald T. Brown, Ph.D.
** Since conflict in healthy functioning teams is inevitable (and is indeed a
positive characteristic of high quality decision-making),
it is important that leaders manage conflict rather than try to eliminate it. So how can a leader accomplish this?
A leader must realize that conflict is a
normal part of highly effective decision making. B. Aubrey Fisher, the late Professor of Communications at Utah University, n
oted four distinct phases of the group decision-making process - each characterized by a different pattern of interaction:
1) The Orientation Phase –
This phase is characterized by people getting acquainted, clarifying, and tentatively expressing vague thoughts concerning the issue being discussed. This stage is a period of forming thoughts, not rocking the boat, and getting orientated with the issue.
2) The Conflict Phase –
The second phase of group decision-making is characterized by open debate. In the first phase, members only tentatively express their opinions, which are typically ambiguous.
Now, in the "conflict" phase, many team members will appear to have their minds already made up. Group members will express much less ambiguous attitudes, and express them more tenaciously. They will also seek to provide evidence to substantiate their beliefs - and often times, a full-fledged debate within the group will occur - with various coalitions forming around the differing opinions being offered.
3) The Emergence Phase – If the group handles the conflict phase in a healthy manner,
in time the process will move into the "emergence" phase, where a solution the whole group can support starts to form. Coalitions who have opposed various proposals start to weaken as a solution the whole group can support begins to emerge. Opposition to the proposal will still be expressed, but this opposition starts to dissipate as attidudes about the issue are modified.
4) The Reinforcement Phase – As group members begin reach a consensus on the decision, dissent all but vanishes. Pervading this final phase is a spirit of unity. All members seem to agree and strive to show this agreement by positively reinforcing one another. Group members are jovial, loud, laughing, and verbally backslapping each other.
** Group members feel confident the process has provided the best solution.
** Leaders should not fear conflict in the group decision-making process, but work to lead it well - so that its fruits can be richly harvested!
Posted on September 01, 2010 by Ronald T. Brown, Ph.D.
The Harvard Business Review provide a list of the “Ten Fatal Flaws That Derail Leaders” as follows:
1. Lack energy and enthusiasm
2. Accept their own mediocre performance
3. Lack clear vision and direction
4. Have poor judgment
5. Don’t collaborate
6. Don’t walk the talk
7. Resist new ideas
8. Don’t learn from mistakes
9. Lack interpersonal skills
10. Fail to develop others
This makes a great “stop doing list” for leaders. Which one or two (or three…) potential flaws do you need admit, and start working on?
Posted on August 24, 2010 by Ronald T. Brown, Ph.D.
Great leaders take the time to define, or explain, three things:
1. Define what it is. The purpose of an explanation is to describe the issue, the initiative, or the problem. For example, if you are pushing for cost reductions, explain why they are necessary and what they will entail.
2. Define what it isn’t. Here is where the leader moves into the “never assume mode.” Be clear to define the what is not expected, or what is not to be completed. For example, if you are asking for reductions - explain you are looking for reductions in costs, not people. Be explicit. Leave no room for assumptions.
3. Define what you want people to do. This is an opportunity to make a call for action. Establishing expectations is critical - and can also be used to challenge people to think and do things in new and innovative ways.
Posted on August 20, 2010 by Ronald T. Brown, Ph.D.
Until the recent advent of “Quantum theory,” a Newtonian mindset ruled much of scientific thinking. In Newton’s world, “space” is an empty vacuum. Yet in the emerging science of Quantum physics, space is not empty – but contains real, yet invisible “fields” which fill and structure our entire universe.
In Quantum theory, the space around you and I is a bustling profusion of forces and energies. One can think of the Quantum universe as an “ocean” where penetrating creative forces connect everything to everything else – no matter how far separated by
time
or
distance
.
** When applying Quantum theory to organizations and leadership, new perspectives start to emerge. The “
Newtonian
” style Leader tends to “give” their vision, and other directives, to their company – then the job of employees is to quickly arrive at the leader’s preferred vision and destination. Sometimes the leader will use fear to get everyone to the destination; other times, they may use various incentives – hoping that will do the trick.
The “
Quantum
” Leader understands there is an invisible geometry of fields filling the space of their organization. They know these fields are very powerful, and serve as a prevailing force influencing behavioral and organizational outcomes. Though some leaders may label these fields their “organizational culture,” this is not completely accurate. Though culture may reflect some of these forces, science is discovering that these forces run much deeper than mere cultural issues.
The Quantum Leader realizes these invisible, yet very real fields and forces are constantly “creating reality” – and thus greatly impact everything their employees are doing. These fields are primarily being “constructed” by the emotions, beliefs, and intentions of each manager and employee in the organization. (For more information on Quantum Physics, see information below.)
Therefore, the Quantum Leader creates and nourishes the context where everyone (not just executives or managers) are “field creators” – through ongoing conversations and actions that continuously reinforce the preferred attitudes, beliefs, behaviors, and intentions of employees.
Since in Quantum Theory space is never “empty,” visionary leaders know their organizational space needs to be proactively filled with coherent vision, values, belief, positive intentions, and integrity.
Challenge
: If this Quantum stuff sounds like hocus pocus to you – then increase your understanding of the creative power of this emerging science through your reading. You can start by reviewing information on Wikipedia – then go from there…
Posted on August 14, 2010 by Ronald T. Brown, Ph.D.
The culture within an organization is most powerfully influenced and enforced by the leader of that organization. In fact, it is often said “the culture is the shadow of the leader” - and therefore it is the responsibility of the leader to fully be aware of what type of “shadow” they are casting.
How is an organization’s culture embedded and transmitted by leaders? In his book, “Organizational Culture and Leadership”, Edgar Schein provide some clues.
Primary ways culture is embedded by a leader:
* What leaders pay attention to, measure, and expect on a daily/regular basis from their employees
* How leaders respond to critical incidents, conflict and organizational crises
* What types of questions leaders ask
* What is deliberately role modeled, taught, and coached
* How leaders allocate resources, rewards and status
* How leaders select, promote and terminate individuals
Secondary ways culture is established and reinforcement by a leader:
* How the organization is structured and designed
* Systems and procedures used for daily activity and processes - How things are expected to get done.
* Unwritten rites and rituals within the organization
* Design of physical space, facades, and buildings - including the dress code
* The type of stories told about people and events that have impacted the organization
* Formal statements of organizational philosophy, values, and vision
As leaders, we are responsible for the culture within our teams and organizations. We cannot blame others - or blame the past - but must take responsibility to create the type of culture that is healthy - and one that facilitates ingenuity and creative growth.
*Reflecting on the above lists, what type of shadow is your leadership casting?
Posted on August 11, 2010 by Ronald T. Brown, Ph.D.
There are at least five key benefits of clarifying, and then living out one’s Purpose - or Calling in life:
1) Discovering your purpose gives deeper meaning to life. We were all created to live out a unique and meaningful purpose – and knowing that purpose will enable/empower you to bear with almost anything life throws your way. Hellen Keller wrote, “Many people have a wrong idea of what constitutes true happiness. It is not attained through self-gratification, but through fidelity to a worthy purpose.”
2) A well-defined purpose simplifies life. A well-defined purpose becomes the standard to evaluate which activities are essential and which are not - by asking, “Will this activity help fulfill my purposes in life?” A worthy purpose simplifies.
Without a clear purpose, you have no foundation on which to base decisions, allocate your time, and use your resources. Instead, you will tend to make choices based on circumstances, pressures, and/or your mood at that moment.
3) A meaningful purpose provides focus. It is human nature to get distracted by trivial issues. If you want your life to have impact, focus it on your unique Calling – and never confuse mere “activity” with productivity. You can be very busy, yet still aimlessly wonder through your day, week, and life. A clear purpose will concentrate your effort and energy on that which is most important.
In addition, without a defined purpose, you will be temped to keep changing direction/jobs/relationships/churches, or other circumstances – hoping the next change will help find the meaning your life seems to lack.
4) Knowing your purpose motivates. Purpose produces passion, for nothing energizes an individual like a clear purpose. On the other hand, passion will dissipate when one is uncertain… It is usually
meaningless
work - not overwork - that wears us down, saps our strength, and robs our joy. George Bernard Shaw wrote, “This is the true joy of life: the being used up for a purpose recognized by yourself as a mighty one.”
5) Your purpose will help define your lasting legacy. Many people spend their lives trying to create a lasting legacy. Living out your God given purpose will greatly shape what your lasting legacy will be. Choose your legacy by living out your unique Calling.
** So how can does one define their Calling/Purpose in life?
For at start, take a couple of hours and go off to some beach, park, or quiet corner restaurant booth and dig deep into your heart and write down your thoughts to the following questions:
• When am I most naturally myself? What people, places, and activities allow me to feel most fully myself?
• What is my greatest talent? What have I always been good at doing?
• What do I love to do? How can I get paid for doing what I love to do?
• Who are my most inspiring role models? Why is this so?
• How do I enjoy being of service to others?
• What is my heart’s deepest desire?
• What needs do I care about the most?
• What makes me feel most fulfilled?
• What have I felt called to do?
• What legacy would I like to leave?
* Some thoughts above revised from “The Purpose Driven Life” by Rick Warren.
Posted on August 06, 2010 by Ronald T. Brown, Ph.D.
“Behind every impossible achievement is a dreamer of impossible dreams.” – Robert K. Greenleaf, noted father of “Servant Leadership” Theory
There is a part in each of us, deep inside our spirit, that searches to be apart of something truly significant – that craves big goals and noteworthy accomplishments. The men and woman who make a significant and lasting difference are (almost always) those embrace this inner urge with serious thought and focus. Who choose to look farther ahead than they have to, and then link those long-term goals to their daily actions.
But when a person embraces a compelling “long-term” goal, should that goal then be set in stone – never to change? Is it a sign of weakness to adjust it as one moves forward? The obvious answer is “no.” While we need to courageously move in the direction of our goals and dreams, we need to give them freedom to morph into something different, deeper, or more – as you move toward the destination.
Though your goals may morph along the way, they should at all times stretch you. They should make you feel uncomfortable – for this is a sign you are on to something. Therefore, do not be afraid to go after a goal that seems unlikely, or even unattainable, for this “stretch factor” will force you to grow… Will force you to change how you listen, invent, imagine, test new approaches, learn, and expand your capacities.
So… when you find yourself saying:
“Wouldn’t it be amazing if I could…”
“When I imagine making the greatest contribution to life, or loved ones, it would be…”
** Let the answers to these questions propel you into your future! Allow them to enable you to accomplish what others believe is impossible!
Posted on August 02, 2010 by Ronald T. Brown, Ph.D.
The “2010 Global IBM CEO Study” is one of the largest one-on-one interview studies - surveying 1,541 CEOs, general managers and senior public sector leaders from 60 countries and across 33 industries.
One of the primary findings of the survey was
:
* Creativity is the most important leadership quality, according to CEOs. Standouts practice and encourage experimentation and innovation throughout their organizations. Creative leaders expect to make deeper business model changes to realize their strategies. To succeed, they take more calculated risks, find new ideas and keep innovating in how they lead and communicate.
Creativity is essential when uncertainty is high, and where the future is expected to be a significant departure from what we’ve known in the past. When uncertainty is high you cannot just repeat the successful practices of the past and expect similar results. You will need to find new ways of thinking, new ways of operating and new ways of behaving. The IBM survey puts it this way…
“Creativity is often defined as the ability to bring into existence something new or different, but CEOs elaborated. Creativity is the basis for ‘disruptive innovation and continuous re-invention,’ a Professional Services CEO in the United States told us. In addition this requires bold, breakthrough thinking. Leaders, they said, must be ready to upset the status quo even if it is successful. They must be comfortable with and committed to ongoing experimentation… It’s not that CEOs are just now becoming aware of the importance of creativity - they have long been aware of the need to innovate their products, their processes and their customers’ experiences. But today, creativity itself has been elevated to a leadership style. Traditional approaches to managing organizations need fresh ideas, ideas that are intended to disrupt the status quo.”
Posted on July 29, 2010 by Ronald T. Brown, Ph.D.
“We must not be afraid of dreaming the seemingly impossible if we want the seemingly impossible to become a reality.” – Vaclav Have
Robert H. Goddard, the driving force behind America’s early space programs, is today called “the father of space flight.” But when he first imagined that a rocket could be propelled through outer space, the New York Times ridiculed his dream, saying he lacked even “the knowledge ladled out daily in high schools!” With no atmosphere in outer space, and therefore nothing for an engine to thrust against, the NY Times explained a rocket could not move an inch. That was in 1920.
Goddard stuck to his dream, insisting, “It is difficult to say what is impossible, for the dream of yesterday is the hope of today and the reality of tomorrow.”
In 1969, when the Apollo 11 mission reached the moon, the NY Times reconsidered its earlier scoffing and mocked itself in an editorial that included these words: “Further investigation and experimentation have confirmed the findings of Issac Newton in the 17th century, and it is now definitely established that a rocket can function in a vacuum as well as in an atmosphere. The New York Times regrets the error.”
** Psychologist Abraham Maslow said when we free ourselves from the constraints of ordinary goals and uninformed scoffers, we will find ourselves “roaring off the face of the earth.” That is what happens when we, by faith, step in the direction of our beliefs and goals, rather than allowing ourselves to be distracted by naysayers who are content to live a mediocre life.
** Stay focused, and move in the direction of your dreams. Do not let anyone belittle your dreams out of you – for one day they may owe you an apology for scoffing at your idea as well!
“The only way of discovering the limits of the possible is to venture a little way past them into the impossible.” – Arthur C. Clarke
