Leading Blog
MARCH 5, 2020
Quinn on the connection between changing a system and understanding it: “Kurt Lewin argued that we cannot really begin to understand a system until we try to change it. As soon as a change agent introduces a variation to that system, he or she will quickly learn about the scripts that are holding that system together.
The Practical Leader
SEPTEMBER 13, 2023
In his article on “Crafting Strategy,” McGill University professor and management author, Henry Mintzberg, provides a good example of innovation and organizational learning in high-performing, agile organizations: “Out in the field, a salesman visits a customer. There seem to be two key reasons.
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Leading Blog
AUGUST 6, 2014
“As the teacher and the students commit to a common purpose and form high-quality relationships, they become a system that has emergent possibilities. We need some way to manage the mess. In a co-creative, collaborative environment, students hold each other accountable, leadership is shared, and new perspectives emerge.
Deming Institute
JANUARY 25, 2018
For example, with respect to employees, the aim might be to provide for them good management, opportunities for training and education for further growth, plus other contributors to joy in work and quality of life. Quinn calls them tribes, and they are essentially groups of people who form purpose-based organizations.
The Practical Leader
OCTOBER 17, 2012
” - Laura Morgan Roberts, Gretchen Spreitzer, Jane Dutton, Robert Quinn, Emily Heaphy, and Brianna Barker, “How to Play to Your Strengths,” Harvard Business Review. ————————————-.
Harvard Business Review
DECEMBER 7, 2011
Her mentors had told her to trust the system, to be patient, to wait for the right opportunity. The role came with a mandate to build ties and learn the intricacies of the global business overseas while working toward something even bigger and better: a senior-level line management position abroad. Betsy had been interviewing with Tom.
Harvard Business Review
SEPTEMBER 12, 2014
Your company might not be as extreme as Jack Welch’s GE, which famously relied on forced rankings to cull weaker managers (a system still in use by more than half of Fortune 500 firms as of 2012), but chances are your company has given you a number that puts you in a specific spot on the employee continuum. So now the U.S.
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