are four in individual leadership! Making a Lasting Difference, - PowerPoint PPT Presentation

‘ Unless, or until, an environmental upheaval is both real and recognised, the drift of any species is to specialise or refine its winning formula… (in organisations) more and more energy is dedicated to tweaking a strategy that maintains the status quo.’ Surfing the edge of chaos Richard Pascale, Mark Millemann Linda Gioja

There’s no ‘I’ in team…but there are four in individual leadership!

Making a Lasting Difference, Graeme Reekie

The risks involved in staying the same are greater than the risks of changing Making a Lasting Difference, Sustaining non-profit organisations and their impact Graeme Reekie

‘When change within a business is slower than that without, you’re in real trouble. We can’t predict the future but we can learn to react a lot faster.’ Jack Welch

‘The practical means of applying the principles of complexity are at hand. Resistance to implementation is found less in the workforce than among executives and managers.’ Surfing the edge of chaos Richard Pascale, Mark Millemann Linda Gioja

‘Living systems usually respond to disequilibrium threats by attempting to restore stability.’ Surfing the edge of chaos Richard Pascale, Mark Millemann Linda Gioja

The key to self- organisation is the tension between discipline and freedom. Surfing the edge of chaos Richard Pascale, Mark Millemann Linda Gioja

‘Unless there are more pathways or options than are required to operate efficiently, there is no resilience to changing circumstances’ Embracing complexity – strategic perspectives for an age of turbulence Jean G Bolton, Peter M Allen and Cliff Bowman

‘Nothing is self- sustaining.’ Making a Lasting Difference, Sustaining non-profit organisations and their impact Graeme Reekie

Design, don’t engineer Surfing the edge of chaos Richard Pascale, Mark Millemann Linda Gioja

Discover, don’t dictate Surfing the edge of chaos Richard Pascale, Mark Millemann Linda Gioja

Decipher, don’t presuppose Surfing the edge of chaos Richard Pascale, Mark Millemann Linda Gioja

Explore and Exploit develop new current ones capabilities Ambidextrous organisations Embracing complexity – strategic perspectives for an age of turbulence Jean G Bolton, Peter M Allen and Cliff Bowman

‘In too many organisations, the strategy process only seems to produce documents, and does not produce belief and commitment to a way forward.’ Embracing complexity – strategic perspectives for an age of turbulence Jean G Bolton, Peter M Allen and Cliff Bowman

‘Aim at creating other leaders – not followers.’ Quality Involvement Flow – The systemic organization Domenico Lepore, Angela Montgomery, Giovanni Siepe