We live in a time of massive institutional failure, one that requires a new consciousness and a new collective leadership capacity. In this groundbreaking book, Otto Scharmer invites us to see the world in new ways and in so doing discover a revolutionary approach to leadership. What we pay attention to and how we pay attention is key to what we create. What prevents us from attending to situations more effectively is our blind spot, the inner place from which our attention and intention originate. It is blind because we are unaware of how it functions and the enormous influence it has on our perceptions and hence our actions. By moving through Scharmer's U process, we consciously access the blind spot and learn to connect to our authentic Self -- the deepest source of knowledge and inspiration -- in the realm of "presencing," a term coined by Scharmer that combines the concepts of presence and sensing. Here we are able to pay attention in a way that allows us to experience the opening of our minds, our hearts, and our wills. Through this process we shift our awareness, connect with our best future possibility, and gain the ability to realize it. Based on ten years of research and action learning and interviews with over 150 practitioners and thought leaders, Theory U develops and explores a new territory of scientific research, institutional change, and transformational leadership practice. In exploring the complex dynamics of the blind spot, Scharmer shares much from his own personal and professional life and draws from a rich diversity of compelling stories and examples. And he includes dozens of exercises and practices that allow leaders -- and entire organizations -- to participate fully in creating and bringing forth the future that is seeking to emerge through us. "Scharmer's Theory U model of how to open our mind, emotions, and will to moments of discovery and mutual understanding is profound and much needed." (Edgar Schein, Sloan Fellows Professor of Management Emeritus, MIT Sloan School of Management) "Pushes the envelope of current leadership wisdom and invites you to explore the strongest leadership tool there is: yourself." (Ralf Schneider, Head of Global Talent Management, PricewaterhouseCoopers)
Transforming Capitalism addresses the challenges to shareholder capitalism. It explores: fair play in the market place;challenges on systemic, organizational and individual levels; the need to refocus our economic system around community and cooperation; the current challenges and transform capitalism.
Responsiveness - conceived of as an organization's ability to listen, understand and respond to demands put to it by its stakeholders - has become a crucial, yet underresearched concept in strategic change and organization development. Claus Jacobs develops a concept of enactive responsiveness that transcends the traditional stimulus-response metaphor by re-introducing the dialogical and relational dimensions of responsiveness.
This book explores the role of art and spiritual practices in management education. It takes recent developments in cognitive science relating to the metaphorical and embodied nature of cognition as its starting point. Introducing the concept of ‘sensory templates’, Springborg demonstrates how managers unconsciously understand organizational situations and actions as analogous to concrete sensorimotor experiences, such as pushing, pulling, balancing, lifting, moving with friction, connecting and moving various substances. Real-life management and leadership case studies illustrate how changing the sensory templates one uses to understand a particular situation can increase managerial efficiency and bring simple solutions to problems that have troubled managers for years. Sensory Templates and Manager Cognition will be of interest to scholars and students of managerial cognition, leadership and neuroscience, as well as practising managers and management educators.
Within manufacturing, Lean has lead to significant results throughout the world. But what happens when Lean meets Innovation? Is the needed creativity destroyed, or can Lean make the results of the organization even better? In Lean Innovation, Claus Sehested and Henrik Sonnenberg reveal how a managed iteration between creativity and effectiveness can ensure that the visions of top management are realized through the innovation processes. Lean can elevate the innovation processes to a new level where they become a true strategic differentiator. The authors address the key challenges facing leaders of knowledge organizations, and present a number of principles which they can use to bring more leadership into the innovation work. They also discuss methods which can increase result focus and continuous learning in the core innovation processes. The book contains specific and practical examples from five companies who started on a Lean Innovation journey. Innovation Insights from Apple, Google, Toyota, IDEO and others are also included.
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