The Organizational Development Muse

Jack Bogle - a long-sighted examplar

Posted by Mark L. Vincent

My previous reflection on long-sight generated a number of responses. Some of you who responded spoke of inspiration. Others of you pointed out that long-sightedness pushes a person beyond moral relativism toward something they understand as eternal wisdom or truth, at the very least reflecting a solid, ethical center.
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Topics: process consulting, strategic planning, executive leadership, Convene, Mark L. Vincent, Design Group International, CEO peer-based advising,, organizational development process, leading organizational change, long-sightedness, strategic mapping

Long-sight

Posted by Mark L. Vincent

 
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Topics: process design, process consulting, Process Consultation, Leading at a Higher Level, discernmentarian, nonprofit leadership, servant leadership, Process consultation and design, It begins wtih design, organizational development consulting, Non-Profit Leadership, organizational process, strategic interim leadership, leadership failure, Organizational Transformation, leadership paradox, Organizational Life Cyle, sustainable vision, strategic planning, executive leadership, contextual leadership, stewardship based leadership, triple loop learning, organizational development muse, Convene, blurred communication, Mark L. Vincent, Design Group International, small business development, adaptive leadership, Organizational Management, leadership dynamic, action-reflection, mark vincent, organizational clarity, The Tao of Action-Reflection, steward leadership, leadership theory, leadership definition, leadership clarity, Developing Leaders, Change Management, leadership paradigm, Peer-based advising, leadership excellence, CEO peer-based advising,, executive communication, leadership communication, peer-based executive teams, Executive peer-based advising, long term decision making, leadership wisdom, Leadership intuition, forward-thinking realized, capacity building, selfless leadership, open vs. closed organizational systems, business success, organizational strategy, business design, business models, polarity management, one-page planning, organizational development process, society for process consulting, leadership transition, identifying adaptive change, leading organizational change, process chaplaincy, who what when where why how

Frame, then shhhh.

Posted by Mark L. Vincent

One of the reasons meetings become such wastes of time and money is that leaders, managers, and meeting facilitators repeatedly fail to frame the context. Another is that leaders and managers dominate the conversation and fail to assume a sincere listening posture.

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Topics: nonprofit leadership, organizational development consulting, strategic planning, executive leadership, organizational knot, secrets of productivity, organizational development muse, formal communication, informal communication, Mark L. Vincent, Design Group International, mark vincent, Change Management, Leading meetings, Executive Development, leadership excellence, executive leadership training, executive communication, leadership communication, leadership formation, business communication, business meetings, executive team meetings, long term decision making, group process, leadership wisdom, decluttering the company, relationship capital, executive learning, organizational groove, executive vocation, forward-thinking realized, selfless leadership, Leadership courage, leadership legacy, Managing Change, society for process consulting, corporate culture, process capacity

Do you have 5 years of patience?

Posted by Mark L. Vincent

A question I frequently ask CEOs is whether the ownership/board and C-Suite executives have five years of patience.
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Topics: process design, Organizational Transformation, executive leadership, Mark L. Vincent, Design Group International, Change Management, executive learning, identifying adaptive change, leading organizational change, process chaplaincy

Process vs Product revisited

Posted by Mark L. Vincent

For some time now we’ve been making a distinction between Process and Product when it comes to consulting:

  • Product diagnoses and tells. Process listens and helps.
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Topics: process consulting, process vs. product, Mark L. Vincent, Design Group International, consultant, process vs. sales, society for process consulting, identifying adaptive change

A simpler path to innovation

Posted by Mark L. Vincent

 
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Topics: Mark L. Vincent, Design Group International, steward leadership, executive learning, professional development, corporate culture

Culture Eats Strategy

Posted by Matthew Thomas

By Ron Mahurin, Senior Consultant

This post originally appeared here.

(Yet Strategy – and Process – Still Matter)

There is some debate as to whether the late Peter Drucker actually ever said: “culture will eat strategy for breakfast, every time.” The phrase does not appear in any of the 35+ books he wrote. In any case, the phrase has become an oft-cited expression in the organizational change literature.

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Topics: process consulting

Business and the NFL

Posted by Randal Dick, Ph.D.

By Dr. Randal Dick, Guest Author. Reprinted by permission. Original article here.

With uncertainty and disruption being the new norm in business while planning horizons are getting shorter, business is starting to look like the typical situation on any given Sunday in the NFL. Winning football teams tend to be those most successful at managing the constant barrage of disruptors and the unforeseen. In this article, I’m suggesting that football understands how to succeed in spite of disruption in a way that makes just as dramatic a difference when applied in a business or nonprofit.

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Topics: business success

Management/Leadership Distinction

Posted by Mark L. Vincent

How does one lead without micromanaging, most especially when there is such high risk of liability/failure/ethical compromise?  What distinction can be drawn, really, between that of Management and Leadership, when it comes to function?

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Topics: Process Consultation, executive leadership, Mark L. Vincent, Design Group International, leadership communication, Executive peer-based advising, society for process consulting

Scapegoating

Posted by Mark L. Vincent

Recent work with a client led to developing these thoughts on the act of scapegoating. 

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Topics: process consulting, Process Consultation, adaptive change, pervasive change, Mark L. Vincent, Design Group International, Change Management, group process, society for process consulting