The lab follows our five-step approach of first understanding the key concepts and then applying those key concepts to your organization followed by an assessment of how well the organization is currently applying those concepts. Then identify your roles and responsibilities as a leader in applying these concepts to your organization and assess how well you are currently doing this as a leader. Finally, what needs to change in how you and the organization apply these concepts? What will you do about it?
While the motivation for change varies widely, there must be enough tension to overcome the inertia of satisfaction with the status quo. What are the external “pushing” forces for change such as competition, technology, regulation, etc.? What are the “pulling” forces of change described in your vision and strategy? What is the vision of the new desired future? Are these forces sufficient to overcome the inertia of the status quo? Finally, how can you leverage these forces to move your organization forward?
The first step in each lab is to understand the key concepts for that lab. What are the concepts, components, and relationships of the lab topic and how they contribute to leadership and organization [re]design for sustainable excellence? Key Concepts covered are based on the associated chapter in the [Re]Create Book. Understand the Forces for Change concepts, components, and relationships and how they contribute to leadership and organization [re]design to achieve sustainable excellence. | Objectives & Activities
The second step in each lab is to apply the key concepts to your organization using the downloadable worksheet(s). Identify key Forces for Change for your particular organization using the downloadable Worksheet(s). | Objectives & Activities
The third step in each lab is to assess how well your organization applies the key concepts to achieve sustainable excellence. Evaluate your forces for change and how well your particular organization applies the Forces for Change to achieve sustainable excellence. | Objectives & Activities
Leader as Organization Architect
The fourth step is to apply the nine collaborative leadership behaviors (style) to the leadership activities associated with the key concepts. Apply collaborative leadership concepts to the organization architect leadership activities associated with identifying and leveraging the Forces for Change. | Objectives & Activities
The last step in each lab is to reflect and [re]create the organization. Apply what you have learned about the key concepts, application, assessment, and leadership in this lab to improve your organization and leadership. Apply what you have learned about the Forces for Change to improve your organization and leadership. | Objectives & Activities
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