The Organizational Development Muse

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

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

A new and better builder generation?

Posted by Mark L. Vincent

The generation that built our super highways, university campuses, and hospital complexes also populated and built many church houses, along with large educational wings, church camps, private school and numerous global mission and relief agencies.

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Topics: client centered, it begins with design, nonprofit leadership, Process consultation and design, strategic planning, Mark L. Vincent, Design Group International, consultant, Change Management, group process, millennials in the workforce, Millennials and manufacturing, relationship building, organizational development process

Managing Polarities: the basics

Posted by Mark L. Vincent

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Topics: process consulting, the art of agreement, organizational development consulting, leadership arts, organizational development muse, Mark L. Vincent, Design Group International, organizational decision making, group process, executive learning, polarity management

Discernment, decision rules and fragmentation: frustration for organizational leaders

Posted by Mark L. Vincent

Anyone who leads any type of association where membership/stockholder/board member votes are in play can sympathize with the dilemma faced by leaders of the tiny Gulf States Conference of Mennonite Church USA. You can read the account of their recent losing-and-yet-winning vote here.

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Topics: process consulting, discernmentarian, Art of Agreement, Process consultation and design, organizational development consulting, organizational process, Mark L. Vincent, Design Group International, organizational decision making, group process

Resources for boards and decision-making

Posted by Mark L. Vincent

This past Saturday I was privileged to facilitate some training in group decision-making and design for a variety of organizational boards, many of them Christian Care Communities. I tend to call this type of training the Art of Agreement

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Topics: process consulting, board governance, Art of Agreement, board development, Organizational Leadership, Organizational Development. effective nonprofit ma, Mark L. Vincent, Design Group International, group process

Principles for reasoned conversation. Can such an organizational leader be found?

Posted by Mark L. Vincent

There seems no escape from the deep divides between urban/rural, republican/democrat, left/right and the radically different orientations they take with further fracturing issues such as immigration, gender identity, public education, and health care. Even more, the most articulate about their positions demand loyalty, supress reasoned discourse, discourage further learning and expect any additional evidence to support their pre-determined positions.

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Topics: process design, Art of Agreement, Organizational Leadership, Mark L. Vincent, Design Group International, organizational communication, group process