DEEP CHANGE

the logic was thus not only sound and sacred, it was what Chris Argyris would call "____-____". that is, it could never be challenged, discussed, or tested.

"self-sealing"

*A FRAMEWORK FOR PERSONAL CHANGE: THE HERO'S JOURNEY* "______"-- the general framework of future direction that will guide and unite their efforts, a unifying _____ that will allow them to make informed decisions within their own zone of discretion

"vision" vision

a key insight about dynamic ______ can be derived from an observation made by Fred Kofman and Peter Senge. They point out that the self is a form of _____, and its state is entirely dependent on its relationship with the surrounding environment

alignment energy

*TRANSACTIONAL ROLES* _____ role _____ role

analyzer taskmaster

when dealing with authoritarian figures, this paradigm suggests that it is important to _____- maintaining relationships and avoiding career risks

compromise

when conflicts emerge involving power elites, people holding the political transactional paradigm take a diplomatic orientation and resolve controversial issues by using _____. their planning processes are both rational and strategic. their patterns of _____ are strategic

compromise communication

after a while, terror turn to faith. these people "know how to get lost with ______." That is, they know how to learn their way into the new emerging world.

confidence

the publicly espoused _____ is sometimes the weakest of those that make up the organization

constituency

______ is recommend to help us meet and overcome the challenges we face from our powerful defense mechanisms

contemplation

one key to successful leadership is _____ personal change

continuous

most important, during incremental change, we feel we are in _____

control

*FIRST ORDER WITHIN UNIT CHANGE* the target of these initiatives tended to be the work group or department of which the middle manager was a member. Most initiatives involved well-reasoned attempts to improve things such as _____, information sharing, ____, monitoring progress, productivity savings, ____, quality and customer satisfaction

cooperation planning safety

an organization is a collective entity for accomplishing specific tasks. every organization has a group of systems-- a _____ system, a strategic system, a technical system and a ______ system

cultural political

to internalize the transformational paradigm, the _____ must become free of the organizations most powerful expectations, see it from a self authorized perspective, and still care enough to be willing to be punished for doing whatever it takes to save the organization

leader

deep change was necessary to maintain excellence and that risk taking and ____ precipitate any transformation

learning

*ATTAINING PEAK PERFORMANCE* the land of excellence is safely guarded from unworthy intruders. At the gates stand two fearsome sentries- risk and _____. The key to entrance are ____ and courage

learning faith

"travelling naked into the land of uncertainty" allows for another kind of ______, a ______ that helps us forget what we know and discover what we need

learning learning

organizational and personal growth seldom follows a _____ plan. This is an important principle to remember

linear

for most of us, under pressure, the pursuit of task drives out any thought of ______

maintenance

the notion of unconditional confidence, described in Torbert's last sentence, is a hallmark of mastery in all areas of professional endeavor, particularly in the turbulent environment of higher-level _____. It is the equivalent of the "capacity to get lost with _____" mentioned earlier

management confidence

what I find most interesting, however, is that there is another possible transformation that most senior executives, including many CEOs, do not understand. That transformation is the shift from _____ to leader

manager

what is not so widely recognized is that organizational ______ must also make deep change

members

the peace and pay strategy is a form of _____ illness

mental

the most potent lever for change is ______ the change process for other individuals

modeling

under the transformational paradigm, the organization is viewed not just as a technical or political system but also as a _____ system

moral

there are four traps into which an individual or group may fall: illusion, ____, exhaustion and _____. each can lead to slow death-and in some cases a fast death

panic stagnation

to make deep personal change is to develop a new _____, a new self, one that is more effectively aligned with todays _____

paradigm realities

STRATEGY 2- ACTIVE EXIT when people actively pursue this strategy, they are exhibiting more self-responsible conduct than the ____ choice of peace and pay

passive

There are however some problems with the active exit strategy. The various steps are primarily self-_____. Individuals who choose this strategy are in effect contributing to slow death at the _____ level

responsible organizational

an organic organization is one that is _____, acts quickly and in a coordinated way and can _____ and learn to grow

responsive adjust

in an age of continuous change, organizations must match their environments by being more _____, and people must match their organizations by being more ______

responsive responsive

one way to realign the self is to ____ the most important stories in our life

retell

incremental change is usually limited in scope and is often _____

reversible

*ORGANIC VIEW OF EMPOWERMWENT* Empowerment is about R____ G____ T____ T____

risk growth trust teamwork

DEEP CHANGE it does always require, however, that someone must take some significant _____

risks

I define a team as an enthusiastic set of competent people who have clearly defined ____, associated in a common activity, working cohesively in trusting relationships, and exercising _____ discipline and making individual ____ for the good of the team

roles personal sacrifices

_____ diving is a deep-sea diving procedure that enables two to six man diving teams to work at great depths without losing time for decompression

saturation

virtually every dominant coalition, in every organization, has a sacred and ____-____ model

self-sealing

the first premise of the paradigm of technical competence is personal _____

survival

to help convey a vision, a transformational leader will often engage in _____ communication, creating vivid mental images for his followers

symbolic

the individual contributor is frequently a rational and ____ planner

tactical

in pursuing a ______, we naturally follow our existing paradigms, scripts or frameworks. these _____ are the key to our past success

task maps

though the ______ role is the most frequently played, it is unrelated to any of the three dimensions of firm performance

taskmaster

we found that the most frequently played role was that of ______, followed by analyzer (both transactional roles)

taskmaster

the individual contributor views the organization as a system of ____ production

technical

underlying the paradigm of political transaction is the same basic premise found in the paradigm of ____ competence: personal survival or self interest.

technical

*TWO PARADIGMS OF ORGANIZATIONAL LIFE* *INDIVIDUAL CONTRIBUTER* _______ paradigm personal survival *MANAGER* _______ paradigm personal survival

technical transactional

*THREE PARADIGMS OF ORGANIZATIONAL LIFE* *INDIVIDUAL CONTRIBUTOR* _____ paradigm *MANAGER* ______ paradigm *LEADER* ______ paradigm

technical transactional transformational

*THE PROCESS OF SLOW DEATH HAS A NUMBER OF COMMON CHARACTERISTICS* *THE FOUR MOST PROMINENT* 1--P_____ 2--____ of trust 3--Thirst for ____ 4--B_____

1--pervasiveness 2--violation 3--vision 4--burnout

when internal and external alignment is lost, the organization faces a choice: either ____ or take a road to slow _____

adapt death

the transactional paradigm arises from _____ socialization. An organization informally teaches its members this paradigm

administrative

*STRATEGY 2- ACTIVE EXIT When most middle managers are asked how to cope in a proactive way within an organization that is experiencing slow death, they present statements that can be reduced and integrated into the following FOUR STEP STRATEGY 1- follow a ______ medicine regimen and maintain a healthy lifestyle 2-maintain a mental picture that accepts the probability of _____ 3-stay in touch with the market and think creatively about ______ career paths 4-when it becomes most feasible, _____ jobs

1-preventative 2-leaving 3-alternative 4-change

*THE TRANSFORMATIONAL CYCLE* 1- T_____ phase 2- U____ phase 3- R____ phase 4- I_____ phase

1-transformational 2-uncertainty 3-routinization 4-initiation

*FOUR GENERAL COMPETING ROLES ARE PART OF A LARGER MODEL ENCOMPASING FOUR DOMAINS* 1- the O______ 2- the F______ 3- the _____ system 4- the M_____

1- organization 2- future 3- operating 4- market

*FOUR DEMANDS THAT ALL TOP MANAGERS MUST ATTEND* 1- the need for ____ 2- for I_____ 3- for E____ 4- for P____

1- people 2- innovation 3- efficiency 4- performance

to create an empowering environment, we need to exhibit continuous long term dedication and management of four dynamic interrelated organizational processes. 1-_____ alignment 2- clarifications of _____ 3- _____ resolution 4- participation and _____ this kind of effort can be made only by a leader who is ______

1- strategic 2- expectations 3- conflict 4- involvement empowered

*CEOs ARE EXPECTED TO PLAY FOUR GENERAL COMPETING ROLES* 1- _____ setter 2- M_____ 3- A_____ 4- T_____

1- vision 2- motivator 3- analyzer 4- taskmaster

*THREE BARRIERS TO MIDDLE-MANAGEMENT INITIATIVES* 1- _____ Culture 2- Embedded ____ 3- Personal Time ____

1- Bureaucratic 2- Conflict 3- Constraints

*THREE STRATEGIES FOR CONFRONTING SLOW DEATH AT THE PERSONAL LEVEL* STRATEGY 1 -Peace and ___ STRATEGY 2 -____ Exit STRATEGY 3 -____ Change

1- Pay 2- Active 3- Deep

*THE LEVERS OF EMPOWERMENT* Spreitzer's research also identified four organizational conditions that lead to an empowering environment: 1- clear vision and ____ 2- ____ and teamwork 3- discipline and ___ 4- support and a sense of ____ conditions 1, 2 and 4 are indicators of an _____ perspective. Condition 3 reflects a ____ approach

1- challenge 2- openness 3- control 4- security organic mechanistic

*ORGANIZATIONAL PROFILE* 1- the C____ culture 2- the H___ culture 3- the A___ culture 4- the M___ culture

1- clan 2- hierarchy 3- adhocracy 4- market

*THREE LESSONS OF EMPOWERMENT* 1- The D_____ of empowerment 2- The P_____ of empowerment 3- The L_____ of empowerment

1- dimensions 2- payoffs 3- levers

*IN TERMS OF LINKING FIRM PERFORMANCE WITH THE ROLES OF CEOs, WE MEASURED THREE DIMENSIONS* 1-short-term ____ performance as reflected in various accounting measures of current profitability 2- the growth and future positioning of the organization, includes measures of business performance such as _____ share, sales growth and new product ____ 3- assessing organizational effectiveness, we looked at the nonfinancial aspects of performance, such as employee ____, product quality and _____ responsibility

1- financial 2- market development 3- satisfaction social

*FIVE TYPES OF MIDDLE-MANAGEMENT INITIATIVES* Type 1- _____ style changes Type 2- First order within _____ change Type3- First order _____ change Type 4- Second order ____ unit change Type 5- second order Organization _____ change

1- management 2- unit 3- organizational 4- work 5- reframing

*THE DIMENSIONS OF EMPOWERMENT* *Four dimensions of empowerment* 1- a sense of M_____ 2- a sense of C_____ 3- a sense of self-_____ 4- a sense of I_____ these four dimensions define empowerment

1- meaning 2- competence 3- determination 4- impact

*EMPOWERMENT AS A COMPLEX CONCEPT* 1- M____ View of empowerment 2- O____ View of empowerment

1- mechanistic 2- organic

the deep change effort distorts existing patterns of_____ and involves taking _____

action risks

*SOME LESSONS FROM LEAD* ____% were willing to engage in transformational or second order deep change effort at the unit level ____% of their efforts involved participation at the organizational level first order or incremental changes at the organizational level were reported by ___% ___% reporting efforts at the unit level the remaining ___% reported changes in their management style

12 34 16 21 17

like type ____ initiatives, type 5 initiatives transect units or functions and sometimes the entire company

3

*SECOND ORDER ORGANIZATION REFRAMING CHANGE* like type ____ initiatives, these types of changes reflect the reframing of normal operating assumptions and involve an ambiguous problem

4

*SECOND ORDER WORK UNIT CHANGE* in type ___ changes, the problem that needs resolving is ambiguous. Consequently, basic assumptions about the way things are currently done are called into question.

4

the people who has initiated the type ___ changes reported higher scores on health, job satisfaction and personal relationships. Surprising they were the oldest group of participants

5

*THE PRESSURES FOR CONFORMITY* Neil Sendelbach is a gifted designer of education at Ford. He was responsible for the creation and administration of the Ford-University of Michigan: *LEAD* L___ E___ A___ D___

Leadership Education And Development program

the _____ were the first religious group to denounce and renounce slavery

Quakers

credibility is determined by some specific professional standards, such as the principles of _____ or the accomplishment of a measurable goal, such as the ____ of sales

accounting number

to attain excellence, an individual, group, or organization must care enough about an activity to insist that it fully meets and exceeds the demands of the _____,( either internal or external), and this involves a fair amount of risk

audience

personal change is a way to _____ slow death

avoid

deep change differs from incremental change in that it requires new ways of thinking and _____

behaving

the first premise is an implicit but potential driver of _____

behavior

STRATEGY 1- PEACE AND PAY peace and pay means "don't rock the ____" maintain the status quo, "keep your head in a shell," "come in at ____ and go home at five," "don't take any risks" When people do this, they are coping with slow death by _____ slow death.

boat eight choosing

*THE PRESSURES FOR CONFORMITY* ______ culture embedded _____ personal time _____

bureaucratic conflict constraints

the analyzer role, however, is a significant predictor of _____ performance and organizational effectiveness, but it is not related to short term ____ performance

business financial

according to Torbert, the writing exercise had allowed his student to identify an incongruity between his preferred self-image and his actual behavior. This process increases the _____ to perform in uncertain situations. the capacity is tied to _____. The heart of effectiveness, Torbert argues, is building integrity through the constant observation of one's lack of integrity

capacity integrity

it is now widely recognized that to remain competitive in todays global environment, organizations must frequently make deep _____

change

we must reach a point of ultimate despair and frustration before we seriously think about deep _____

change

*MECHANISTIC VIEW OF EMPOWERMENT* Empowerment is about C____ D____ C____ A____

clarity delegation control accountability

an organization is a coalition of ______

coalitions

deep change at the _____ level requires deep change at the personal level. Organizational change cannot occur unless we accept the pain of ____ change

collective personal

the ultimate source of power comes from the _____ to get the job done correctly

competence

while it is very important that people have such competence, ______ tends to be the single most important thing to an individual contributor who holds the paradigm of technical competence

competence

an enlightened and thriving organization contains _____ people whose jobs are not defined or evaluated solely in terms of technical task completion

competent

the highest levels of performance are achieved by CEOs who frequently engage in all four ____ roles

competing

______ change means surrendering control

deep

perhaps the st difficult ting to comprehend about deep change in others has to do with where _____ change actually starts

deep

in an empowering environment people are more likely to take risks, experience success and then feel empowered themselves. We do not, however, empower people. Empowerment cannot be ______

delegated

______ occurs when we are presented with painful information about ourselves, information that suggests that we need to make a deep change

denial

when we practice _____, we work on the wrong solutions or on no solutions at all

denial

warning signals that suggest a need for change, tend to be ______

denied

to survive, organizations need leaders who take risks and who care enough to ____ for the organization-which would kill them for caring

die

*SLOW DEATH: THE ORGANIZATIONAL PHENOMENON* Slow death begins when someone, confronting the _____ of having to make deep organizational change or accepting the status quo, ______ the option for the deep change

dilemma rejects

the operative goals are usually congruent with the interests of the ______ coalition

dominant

*THE TRANSFORMATIONAL CYCLE* one key point that stands out in my observations is that excellence is a ____ process

dynamic

*THE FINAL KEY* the four organizational conditions lead to an empowering environment but not to ______

empowerment

personal change is a reflection of our inner growth and ______

empowerment

in pursuing deep change, we redesign our maps or paradigms and realign ourselves with our surrounding ______

environment

both ____ and change are critical aspects of organizational life. An effective managerial leader must not only understand both but must also understand how to do them _____

equilibrium simultaneously

the change process will continue when there is an ongoing _____, reinvention and _____ of self and the organization

evaluation realignment

_____ is a form of deviance

excellence

______, by definition, requires continued deviance from the norm

excellence

resistance does not subside when a group reaches _____

excellence

all organizations are based on systems of external and internal ______

expectations

personal and organizational excellence demands, _____, reflection, and evaluation, and these things in turn lead to learning and _____

experimentation growth

When we experience failure, it is natural to _____ the problem--to blame some factor that was outside our control

externalize

*EMBEDDED CONFLICT* Conflict occurs in three levels: First, there is often conflict between ____ in the organization. Second, there is often conflict between ____ who see themselves competing for the same position. Finally, many managers encounter conflict among their direct _____ and are not sure how to address the problem.

functions peers subordinates

*BUREAUCRATIC CULTURE* There are many ways in which bureaucratic culture proves to be a barrier to change, including multiple layers of _____, a tradition of top-down change, short term thinking, lack of top-_____ support for change, limited rewards, lack of vision and a emphasis on the status quo

hierarchy management

*MANIFESTATIONS OF THE TRANSFORMATIONAL PARADIGM* I believe organizations are natural _____ of the first two paradigms

incubators

true, excellence cannot be sustained _____

indefinitely

the hero's journey is a story of ______ transformation, a change of identity

individual

only organic ______ can create and organic organization

individuals

the _____ voice is the most potent source of power in the organization

inner

the most dangerous part of the launch and recovery of the bell through the _____

interface

deep change is, in fact, a reasonably common and ongoing experience necessary for _____ development

internal

if the transactional paradigm comes from _____ the organization, the transformational paradigm comes from _____ the organization

internalizing transcending

it is change that is major in scope, discontinuous with the past and generally ______

irreversible

the vision setter role reflects the same relationships. The ____ role is related to all three dimensions of performance and is a particularly strong predictor of organizational effectiveness but is a weak predictor of short term financial performance

motivator

*LOGIC IN THE FOUR THOUGHT-PROVOKING STATEMENTS* once he makes these internal adjustments, his external problems are less of an issue. if his _____, conscience and _____ are aligned, he will perform to his best ability, no matter what the external problem

motives capabilities

the paradigms are not _____ exclusive. each one accepts the previous paradigm(s)

mutually

common usage defines the word____ to mean something untrue. There is another use for the word, however. A ____ is also a story that provides meaning and insight

myth myth

*THE INFLUENCE OF THE IMPLICIT* organizational cultures are not designed; they tend to evolve _____

naturally

*FIRST ORDER ORGANIZATIONAL CHANGE* The primary difference between type 2 and type 3 initiatives is that type 3 initiatives are usually aimed at the _____ level

organization

Making deep change in ourselves is not something we do for the ______; we do it for ourselves

organization

______ and change are not complementary concepts

organization

the process of formalization initially makes the _____ more efficient and effective

organization

______ change always begins with a personal change

organizational

deep change can occur at both the ______ and personal level

organizational

_______ cultures tend to be like Joel Chandler Harris's Tar Baby: Through culture is malleable, it is also very sticky and difficult to deal with. When seemingly rational strategy conflicts with an existing set of implicit ______ rules, little change occurs

organizational governing

this paradigm of technical competence typically arises during professional training and is usually reinforced by the technical _____ that is rewarded in early career positions

orientation

the paradoxical lesson that we can change the world only by changing ______

ourselves

*INTERNALLY DRIVEN CHANGE* organizations are coalitional. the dominant coalition in an organization is seldom interested in making deep change. Hence deep change is often, but not always driven from the ______

outside

*AT SIX O'CLOCK, HE OPENS THE LAST SLIP. IT READS, "WRITE YOUR WORRIES IN THE SAND"* at this point, he sees the logic in the four thought-provoking statements. Getting outside himself, thinking about happiness of the ____, reflecting on the deep structure of the _____, and eventually penetrating his own defenses allows him to reexamine and realign his _____

past present motives

denial is one of several clear _____ towards slow death

paths

incremental change usually does not disrupt our past _____ --it is an extension of the past.

patterns

Empowerment is not granted by the organization. ______ must empower themselves

people

as ______ level falls, stress goes up, and vitality and drive wane

performance

At the ______ level, the key to successful living is continuous personal change

personal

a change in _____ can greatly alter how we see and relate to the world

perspective

in the paradigm of political transaction, the organization is not only a technical system, but also a _____ system

political

the _____ environment in an organization is very difficult for the individual contributor

political

_____ accrues to the person who makes the most effective transactions

power

*EXAMPLES OF TYPE 5 INITIATIVES INCLUDE* Eliminating an entire ____ at a plant, a workforce reduction while increasing customer focus, a major reduction in conflict across two ____, and development of a new bid strategy that allows the company to reenter a lost ____. Clearly these are second order initiatives--system level changes that involve the most _____

process functions market risk

in a new situation, if we cling to our old map, we might become deeply frustrated. at such times, we often become trapped in the logic of task _____

pursuit

*FIRST ORDER WITHIN UNIT CHANGE* changes were more incremental improvements to the status quo, rather than _____ changes that challenged basic assumptions

radical

the term ____ is derived from the Latin word for "root"

radical

to make ____ change, one must move to the root, the origin or archetype

radical

"____ ____ phenomenon." This phenomenon describes a situation where one member of a work group generates more product than everyone else and is pressured to slow down

rate buster

incremental change is usually the result of a _____ analysis and ____ process

rational planning

the active exit strategy is curious in that it is the most proactive process a _____ person can follow

reactive

preparation, _____ and courage are necessary in order to hear the inner voice

reflection

McWhinney and Batista offer the concept of "______" They believe that our deep internal structures are myths or stories that order how we think

remythologizing

*FIRST ORDER ORGANIZATIONAL CHANGE* these changes are similar to the changes in type 2 because they are also attempts to _____ clearly defined problems. they are transactional or first order changes

resolve

ultimately, deep change, whether at the personal or the organizational level, is a _____ process

spiritual

as time goes on, however, these routine patterns move the organization toward decay and _____

stagnation

Vision ____ are now common in most large organizations, vision is not

statements

both orientations, organic and mechanistic, are essential and must be considered when developing the _____ for an empowering environment

structure

*MANAGEMENT STYLE CHANGES* the changes enacted in this category were typically alterations in management style or an increased sensitivity to the needs of _____. Most people described their efforts at building openness, trust, ____ and support

subordinates participation

in the _____ paradigm, we are most concerned about doing what is right for us than we are about doing what is right for the organization. We are more likely to be analyzers and taskmasters.

transactional

the _____ paradigm suggests that an organization is a coalition of political interests

transactional

we found that CEOs more frequently engage in _____ behaviors, like analyzing problems and driving task completion, than in transformational behaviors, like providing vision and ____ people

transactional motivating

this paradigm recognizes that individuals, and coalitions of individuals, who make the most efficient, competitive, and effective _____ gain the most power

transactions

a ______ leader will develop a plan of action, mobilize the workforce, and unleash power by vocalizing the core values of the system. Their source of credibility is their behavioral integrity

transformational

all action systems must expand and grow, or they will contract and fall into a state of decay. To remain healthy and vibrant, a system must continuously circulate through the ______ cycle

transformational

the interface is the area between the deck of the ship and ______ feet below the surface of the water-the wave-affected region. this is the area where the bell is the most ______

twenty five vulnerable

an individual contributor is a person whose technical competence is judged in terms od singular rather than interdependent action. The more unique the individual output, the more powerful the person becomes. The overapplication of the technical paradigm by an individual can lead to a negative state called the ______ of competence

tyranny

we need to understand that every system is continuously evolving. This evolutionary process can be described by the transformational cycle. This cycle has four distinct phases: initiation, ______, transformation and _______. ______ is something that happens as part of this cycle

uncertainty routinization excellence

an ______ issue is one that is important to the group but is too threatening to discuss with the group

undiscussable

success is a function of creative congruence between internal and external realities. It is less likely to occur when there are significant _____ issues in the group

undiscussable

*SECOND ORDER WORK UNIT CHANGE* like type 2 initiatives, these changes tend to be targeted within a middle managers ____ or department. but unlike type 2 initiatives, they are _____ or second order deep changes

unit transformational

in meeting with middle managers in large organizations, the most frequent complaint I hear is " I don't know what the ____ is"

vision

the first assumption of the transformational paradigm is the most radical and the hardest to understand. This paradigm does not assume personal survival but instead _____ realization at any cost

vision

the motivator and _____ setter roles (transformational roles) were less frequently played

vision

*TRANSFORMATIONAL ROLES* _____ setter role _____ role

vision motivator

yet the key to being a successful leader is the ability to integrate and perform the roles of ____ setter, motivator, analyzer and _____. This requires the use of both the transformational and transactional paradigms

vision taskmaster

*THE TRANSITION TO THE TRANSFORMATIONAL PARADIGM* _____ are internally driven leaders. They are able to appreciate but also see beyond technical competence and political exchange. They also exhibit an unusual characteristic-they do not view personal survival as a driving interface. Their main objective is the _____ of their vision

visionaries realization

a _____ leader delves into the core of the organization or group and touches the issues of bread and salt

visionary

to avoid the journey toward slow death, one of the most useful things we can do is to monitor our level of ______

vitality