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
