Tag Archives: Culture Change

Lean Manufacturing

The key to lean is Action Research. Giving credit to Kurt Lewin, those on the front lines continually assessed the current situation, created actions towards a desired state, implemented, evaluated and recycled the process. Americans frequently ‘bought’ the product at … Continue reading

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T-Group as Cutting Edge Post #5:

Implications for OD Practice The first major implication from what I have written above is that team and even some leadership development, not just T-group training, needs to be done with intact groups. This minimizes the problem of transfer of … Continue reading

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T-group as Cutting Edge: Today? Really?

An edited version of the following appears in a recent edition of the ODPractitioner The author, Robert P Crosby, is trained by the founders of Organization Development (OD). His first “Training-group” (T-group) was in 1953 followed by “Train-the-Trainers” with Lippitt, … Continue reading

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Leaders Lead…and Manage

It’s often said that leaders lead and managers manage. From my perspective, if a leader doesn’t “manage”…if they don’t organize the system to pull off their vision by essentially clarifying who’s going to do what by when and then holding … Continue reading

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Leaders must add “structure”

I colleague recently asked: “I invite you to share more of your structure-based approaches that you have used to convert or help each type (theory X and theory Y). I would like to learn more.” To which I replied: The … Continue reading

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Examples of Work Culture Shifts

From: Finding fault and Blame  To: “Make it work” – Take responsibility From: Language of “I’ll try”  To: “I’ll do it” From: Low trust and morale  To: High trust and morale From: Low concern for safety  … Continue reading

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Navigating Tuckman’s Stages: Leading Groups from Forming to High Performing Post #5

Continued from an earlier blog entry: Stage Three – Active Norming As an active leader, if you have followed our guidance, you have already established “norms” by now of inclusion, dispersed participation, and of calmly and intentionally surfacing differences. There … Continue reading

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Leadership and Culture by Robert P. Crosby

The use of too much authority or the absence of authority are equally disastrous. The culture created by authoritarianism is well known. The culture encouraged by a vacuum of leadership is one of confusion, delay, and unproductive anxiety leading to … Continue reading

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Leadership – the first chapter from my new yet to be published book

Excerpted from “Leadership can be Learned” Chapter One: Leadership Take clear stands and stay connected – the essence of leadership. The task of being an effective authority figure remains the same, whether your role impacts many (President, VP, CEO, etc.) or … Continue reading

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Leadership is the “root cause”

I’m fresh back from a ten day journey through London, Krakow, Budapest and Bucharest. What I saw and heard in my business conversations convinces me more that I’m on the right track thinking about the systemic influence of leadership behavior. … Continue reading

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