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Leadership Learning for the Future - Charles Wankel


Year 2014

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INTRODUCTIONTHE "WHY" OF THIS VOLUMEUSING DIVERSITYONE MESSAGE AND MANIFOLD APPROACHES: A GUIDE THROUGH THE CHAPTERSPART I. INNOVATIVE PERSPECTIVES ON LEARNINGCHAPTER 1. ORGANIZATIONAL DEVELOPMENT PERSPECTIVES ON LEARNING IN MANAGEMENT AND ORGANIZATIONDIMENSIONS OF SOCIAL RESPONSIBILITY IN LEADERSHIP AND MANAGEMENTMANAGING THE ORGANIZATION AND IT'S ENVIRONMENTS AS A SURVIVAL UNIT-MULTISTAKEHOLDER MANAGEMENTSOCIAL COMPETENCE AND ORGANIZATIONAL COMPETENCE AS KEY QUALIFICATIONS FOR MANAGERSLEARNING OR EDUCATIONAL BUSINESSUSING THE COMPANY AS A PLACE FOR LEARNINGBUSINESS ETHICS AS AN ORGANIZING PRINCIPLE FOR COMPANIESREFERENCESCHAPTER 2. NEW DEEP LEARNING FOR THE FUTURE IN LEADERSHIP AND SYSTEMIC ORGANIZATIONAL DEVELOPMENT (SOD)INTRODUCTIONINVITATIONS TO NEW DEEP LEARNINGSWhy is Passion so Important for Creating Deep Learning as a Leader?Problem-Orientation Does Not Lead Into the Future ChangeCOCREATING A SPECIFIC ENVIRONMENT FOR FERTILIZED NEW LEARNINGExperiential Learning—Leadership and Team Learning in NatureLeading for the Future Means Proactively Unfolding Employee's PotentialCHANGING MINDSETS WITH SUPPORTIVE LEADERSHIPSYSTEMIC OD—FROM EXPLOITING RESOURCES TO UNFOLDING POTENTIALSCONCLUSIONREFERENCESPART II. NEW FORMS OF LEARNING IN BUSINESS SCHOOLSCHAPTER 3. MANAGEMENT EDUCATION IN AN EPOCH OF CATASTROPHESINTRODUCTIONTHREE LEVELS OF SUSTAINABILITYIDEO AND LIFE-CYCLE CASE STUDY LEARNINGPEDAGOGIC APPLICATIONSMBA Programs Spotlight: Cases in SustainabilityCreate a Life Cycle AnalysisUse the Sustainable Design Process to Develop a New Product or Service ConceptTeaching the BP DisasterAssignment: Reuse, Recycle, ReduceAssignment: Carbon Footprint CalculationHuman Resource Instruction and SustainabilityAssignment: Understanding the Triple Bottom LineAssignment: Learning About ISO Certified CompaniesAssignment: Understanding Manufacturing and Retailer Sustainability StrategiesAssignment: Create and Manage an Event on SustainabilityService LearningUndergraduate Business Programs Have Seen the Future— and It's GreenTHE FUTURE OF SUSTAINABILITY EDUCATION MANAGEMENTREFERENCESCHAPTER 4. THE ORGANIZATION LABORATORY. ORGANIZATION LABORATORY—THE CONCEPTAPPLICATION AT THE UNIVERSITY OF KLAGENFURTFURTHER APPLICATIONSIMPROVING MANAGEMENT AND LEADERSHIP— WHAT CAN BE LEARNED IN THE OLAB?Group-Learning: The Relationship Between the Individual and the GroupRole-Learning: The Relationship Between the Individual and the OrganizationOrganizational Learning: The Relationship Between Groups and the Rest of the OrganizationREFERENCESCHAPTER 5. CASE STUDIES AS LEARNING VEHICLES FOR THE FUTURE FOR CONSULTANTS AND MANAGERSINTRODUCTIONTHEORETICAL ASSUMPTIONS FOR WORK WITH RESEARCH CASE STUDIESMetaperspective as Provocation for Managers and ConsultantsPractitioners as Researchers of Their Own PracticeStorytelling as Living Access to Change and Learning for Oneself and For OthersLearning From the Past for the FutureTHE RESEARCH CASE STUDY: How Managers Become Researchers and Learners for Organizational Learning the MBA Program "Communication and Leadership"THE ACTION RESEARCH CASE STUDY: How Consultants and Managers Evolve Their Interventions The MSC Program: Organization Development (MSOD)CASE STUDIES AS A SOURCE TO LEARN TO RESEARCH FOR ONESELF AND FOR OTHERSCONCLUSIONS: THE LEARNING POTENTIAL OF CASE STUDIESREFERENCESCHAPTER 6. THE 3A APPROACH. INTRODUCTION: INTERACTIVE LEARNING IN THE MIDDLETHE 3A APPROACHIMPLEMENTING THE 3A APPROACHTHE 3A AND DESIGN THINKING IN CAIROACKNOWLEDGMENTREFERENCESCHAPTER 7. PROBLEM-BASED LEARNING. INTRODUCTIONA PRACTICAL EXAMPLE FROM THAILANDCONCLUSIONREFERENCESCHAPTER 8. DON'T WE BELIEVE WHAT WE TEACH? WE PREACH, "THE IMPORTANCE OF GOALS"WE PREACH, "HAVING A CLEAR VISION OF THE OUTCOMES WILL PROVIDE GREATER EFFORT"WE PREACH, "DESIGN AND INNOVATION CAN SUPPORT ORGANIZATION AND INDIVIDUAL LEARNING"International ConsultancyBusiness Plus DesignEducational Experiences Aligned With Desired Learning OutcomesWE PREACH, "CREATE AND LEAD AN ENVIRONMENT THAT WILL LEAD TO SUPERIOR OUTCOMES"What Causes Student Incivility?How Should Faculty Deal With Classroom Incivility?Using High Involvement Classroom Management Strategies in the Age of Incivility: Could We? Should We?WE PREACH, "ALIGN GOALS, WORK DESIGN, AND BEHAVIORS TO CREATE A CULTURE OF ENGAGED PARTICIPANTS FOCUSED TOWARD REACHING ORGANIZATIONAL GOALS"REFERENCESCHAPTER 9. MANAGEMENT EDUCATION FOR A BETTER WORLDQUOTES FROM THE FILMTO CONCLUDE: SOME CONCRETE EXAMPLES OF LEADERSHIP DEVELOPMENT USING ART AND SCIENCEREFERENCESPART III. SPECIAL METHODS OF LEADERSHIP LEARNING INSIDE THE ORGANIZATIONCHAPTER 10. LEARNING INSIDE. TRAINING IS PREPARATION FOR THE EXPECTED. LEARNING IS PREPARATION FOR THE UNEXPECTEDLEARNING VERSUS PERFORMANCELEARNING IS THE ABILITY TO ACQUIRE NEW IDEAS FROM EXPERIENCE AND RETAIN THEM AS MEMORIESTHE TALENT MYTHACHIEVING EXCELLENCE FROM 6.000 TO 10.000 HOURS OF DELIBERATE PRACTICESOMETIMES WE NEED TO INTENTIONALLY FORGET (UNLEARN) TO LEARN SOMETHING NEWFROM DEPENDENT LEARNING TO INDEPENDENT AND INTERDEPENDENT LEARNINGAWARENESS—TRUST—CHOICEKEY LESSONS LEARNED ON LEARNING ON THE JOBCHAPTER 11. DIALOGUE AS SHARED SOCIAL SPACE IN MANAGEMENT AND ORGANIZATIONSINTRODUCTION-CHANGING CONDITIONS CALL FOR NEW COMPETENCIESTHE SIGNIFICANCE OF DECISION-MAKING PROCESSES IN MANAGEMENT AND ORGANIZATIONSWhat Is the Problem With Decision Making in Organizations?Why Is It So Important to Focus on the Decision-Making Process in Its Entirety?DIALOGUE—AN ATTEMPT AT A DESCRIPTION Background and Meaning of DialogueDifferent Perspectives on DialogueDialogue in PracticeAPPLYING DIALOGUE TO MANAGEMENT AND ORGANIZATIONSSelected Examples From the Corporate WorldVoices for Dialogue at a Sociopolitical LevelDialogue in Decision-Making ProcessesTHE FUNCTION OF DIALOGUE—POSSIBILITIES AND LIMITATIONS IN MANAGEMENT AND ORGANIZATIONSPlea for a New Level of Sobriety in the Relationship Between Dialogue and OrganizationsCONCLUSIONSDialogue is Helpful in the Decision Preparation PhaseDialogue Complements Systemic Organizational ConsultingDialogue Assumes a Bridging Function in Organizational Consulting ProjectsREFERENCESCHAPTER 12. DISCOVERING THE POTENTIAL OF "LEARNING JOURNEYS"Social Entre- and Entrepreneurship as Key Competencies for Creating Sustainable Innovation-Oriented OrganizationsCarolin Gebel and Claudia NeusuβSOCIAL ENTRE- AND INTRAPRENEURSHIP AS KEY COMPETENCIES FOR THE FUTUREPresence and Self-AwarenessSystemic Management Competence and Sustainability OrientationDialogue Competence and Fundamental Learning Attitude(Social) Intra- and Entrepreneurship and Value OrientationNetworking and Diversity CompetenceInnovation and Action OrientationLEARNING JOURNEYS AS PRACTICAL TRAINING FOR SOCIAL ENTRE- AND INTRAPRENEURSHIPCharacteristics of Learning JourneysParticipant's Motives, Diversity, and Interdisciplinary BackgroundsExploring the UnknownOUTLOOKREFERENCESCHAPTER 13. INSIGHTS FROM INTERSECTIONSINTRODUCTIONADULT DEVELOPMENT THEORY AND THE LEADERSHIP DEVELOPMENT FRAMEWORKHOW ADULT DEVELOPMENT OCCURSVERTICAL AND HORIZONTAL DEVELOPMENTINCLUDE AND TRANSCEND EARLIER STAGESCENTER OF GRAVITYOVERVIEW OF THE CONVENTIONAL AND POSTCONVENTIONAL ACTION LOGICS OF THE LDFConventional Action LogicsPostconventional Action LogicsINDIVIDUAL AND COLLECTIVE LEADERSHIP DEVELOPMENT IN AN ORGANIZATIONAL SYSTEMKEY COMPLEXITY CONCEPTS USEFUL IN EXPLORING ORGANIZATIONAL TERRAINCASE STUDY: FOR-PROFIT COMMUNITY HOSPITAL IN THE WESTERN UNITED STATESBackgroundLEARNING FROM OPPORTUNITIES IN THE OVERLAPPING HORIZONTAL DEVELOPMENTAL FIELDSSUMMARYREFERENCESCHAPTER 14. POTENTIAL ASSESSMENT AND DEVELOPMENT AS A MANAGEMENT TASKDEVELOPING THE LEADER'S POTENTIAL ASSESSMENT COMPETENCEADRESSING THE ORGANIZATION DESIGNFROM STABLE TASKS TO DYNAMIC ROLESBROADENING THE LEADERSHIP SYSTEM— "DISTRIBUTED LEADERSHIP"FOCUSING ON CAPABILITIES, ATTITUDES AND METACOMPETENCESSEARCHING FOR THE RIGHT METACOMPETENCESPOTENTIAL ASSESSMENT AS A PROCESS FOR UNDERSTANDING ONESELF AND THE ORGANIZATIONAL CULTUREPOTENTIAL ASSESSMENT AS A LEARNING OPPORTUNITY FOR ALL PARTICIPANTS AND THE SPECIAL ROLE OF HR EXPERTSEMPLOYING TESTS AND DIAGNOSTIC JUDGEMENTS AS SOCIAL CONSTRUCTIONREFERENCESCHAPTER 15. LEARNING OPPORTUNITIES WITHIN ASSESSMENT CENTERSASSESSMENT CENTERSBENEFITS FOR THE PARTICIPANTBENEFITS FOR THE MANAGERSKEY FINDINGSBENEFITS FOR THE LEARNING ORGANIZATIONREFERENCESCHAPTER 16. MANAGEMENT BY EMPATHYREFERENCESPART IV. ART MEETS MANAGEMENTCHAPTER 17. WHEN ARTS MEET MANAGEMENTARTS AS A HOPEARTS AND MANAGEMENTARTS INTERVENTIONS AND THEIR POTENTIAL ADDED VALUE FOR MANAGEMENT AND ORGANIZATIONSThe Build-Up of Competence in Art and Skills on an Individual LevelArts Intervention on an Organizational LevelTacit Knowledge and Organizational CultureFuture, Vision, and MeaningCONCLUSION AND PROSPECTSREFERENCESCHAPTER 18. TUNING IN TO ORGANIZATIONAL INNOVATIONTHE DECLINE OF RATIONAL ORGANIZING AND PLANNED ORGANIZATIONAL DESIGNTACIT KNOWLEDGE AND THE IMPROVISATIONAL FIELDIMPROVISATION: MANAGING THE UNEXPECTEDPATTERN MINING WITHIN THE IMPROVISATIONAL FIELD OF ORGANIZATIONSIMPROVISATION TECHNOLOGY IN ORGANIZATIONSIMPROVISATIONAL LEARNINGIMPROVISATION IN MODE 2: A BASIC TOOL FOR MODERN ORGANIZATIONAL DYNAMICSREFERENCESCHAPTER 19. SOCIAL FILMMAKING FOR ORGANIZATIONAL DEVELOPMENTMY SINGLE MOST TOUCHING CUSTOMER FEEDBACKWILL EMPLOYEES SPEAK OUT AND SHARE PRECIOUS INSIGHTSREACHING AN AUDIENCE FOR THE LEARNINGS FROM THE FINANCIAL CRISISPART V. LEADERSHIP LEARNING THROUGH ORGANIZATIONAL CHANGECHAPTER 20. INNOVATION NETWORKCOMPLEXITY CALLS FOR ITS MANAGEMENTSOFT GOVERNANCE AS A WAY OF COMPLEXITY MANAGEMENTWhat Do We Understand By Soft Governance?KEY TERMS OF DIFFERENT MODES OF LEARNINGWhat Do We Understand by Organizational Learning?What Do We Understand by Management Learning?What Do We Understand by Network System Learning?What Do We Understand by Individual Leadership Learning?THE CASE STUDY: SWAROVSKIInitial SituationTARGETS FOR IMPLEMENTING THE SWAROVSKI INNONETWORKSwarovski's Integrated Network StructurePhasesLEARNING ARCHITECTURE OF THE INNONETWORKLESSONS LEARNED ON SYSTEM LEVELSManagement System LearningIndividual LearningNetwork System LearningOrganizational LearningCONCLUSIONSREFERENCESCHAPTER 21. IN-HOUSE PROGRAMS AS INTEGRATED ORGANIZATIONAL SETUPS FOR MANAGEMENT LEARNING IN HEALTH CARE ORGANIZATIONSPURPOSE OF THE CHAPTERCONTEXT: CHANGING REQUIREMENTS DEMAND NEW LEADERSHIP LEARNINGHow Does Austria Organize Public Health?Health-Care Organizations in an Area of Tension Between Conflicting ExpectationsDemands for Managers of Health OrganizationsDemands for Leadership LearningA NEW LEADERSHIP DEVELOPMENT APPROACHIN-HOUSE PROGRAM AS AN INTEGRATED SETUP FOR INDIVIDUAL AND ORGANIZATIONAL MANAGEMENT LEARNINGCONCLUSIONAUTHOR NOTEREFERENCESCHAPTER 22. REFLECTIVE AND COMPETENT LEADERSHIP IN HOSPITALS THROUGH A DIFFERENTIATED CONCEPT OF CONSULTINGPROBLEMS AND CHALLENGES FOR HOSPITALS AND THEIR LEADERSHIPHOW DO LEADERS IN HOSPITALS THINK ABOUT EXTERNAL CONSULTING?THE "CENTER FOR DEVELOPMENT AND COUNSELING" (CDC) IN GESPAGCRITERIA FOR SUCCESS Precise Contracting is Indispensable!PRECISE CONTRACTING AS LEARNING PROCESS FOR LEADERSSUCCESS NEEDS A WELL-ESTABLISHED CONSULTING MANAGEMENTManagement of ConsultingPreparation and EvaluationCONCLUSIONLEARNING BY BEING THE PRINCIPAL OF CONSULTING PROJECTSSteps Into the Future: Intraorganizational CollaborationCHAPTER 23. PROJECTS AS OPPORTUNITY TO DRIVE LASTING ORGANIZATIONAL LEARNINGRECOGNITION OF PROJECTS AS URGENCY CREATORS FOR LEARNINGA HIGH DEGREE OF MANAGEMENT AWARENESS FOR LEARNING THROUGH THE PROJECTOVERCOMING THE BLAMING CULTURE BY LOOKING TO THE ECOSYSTEM'S FUTUREAPPRECIATION OF PROJECTS AS INDEPENDENT LIVING ORGANIZATIONSLEARN TO QUESTION LINE STRUCTURE AND CULTURELEARNING TO LEARN ON AN ORGANIZATIONAL LEVEL FOR A SHARED FUTUREFUNCTIONALLY MANAGING THE ECOSYSTEM 360° ON A METALEVELREFERENCESPART VI. CONFERENCE DESIGN FOLLOWS NEW MINDSETCHAPTER 24. LEARNING THROUGH CONFERENCESHOW IT ALL BEGANInternational Conference: Management Makes the World Go AroundPARADIGM SHIFT IN CONFERENCE DESIGN-IDEAS AND DOUBTSHOW WE DID ITWHAT DID WE LEARN?REFERENCESABOUT THE AUTHORS
 
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