Posts tagged with the category Jorge Taborga
The Leadership Moment
There are probably as many ideas about leadership as there are leaders. Leadership is a subject that has been explored and documented by academia and practitioners alike. Numerous models have emerged and are taught at colleges and organizations across the world. Most aim at identifying the actions of good leaders so that new ones can replicate...
Life Choices and Commitments: A Reinforcing Loop
Our life choices and commitments feed on each other causing them to form a reinforcing loop. This type of loop is the causal relationship of two variables that affect each other in the same direction. If one grows the other does as well. The opposite is also true: the reduction in one variable causes the other to diminish. The choices we make in...
Systems Archetypes and Their Application
Systems archetypes are common and usually reoccurring patterns of behavior in organizations. These patterns almost always result in negative consequences. Systems archetypes were first studied in the 1960s and 1970s by Jay Forrester, Dennis Meadows, Donella Meadows and others in the nascent field of systems thinking. In his popular 1990 book...
Before Spiral Dynamics, There Was ECLET
Don Beck and Chris Cowan, the authors of Spiral Dynamics: Mastering Values, Leadership, and Change worked with Dr. Clare Grave for about 10 years prior to his death in 1986. Spiral dynamics has its roots in the research of Dr. Graves and is one of the most popular practices in value systems in use today by organizational development...
The Organizational Psyche: A Depth Psychology Model
In the 2003 book Mapping the Organizational Psyche: A Jungian Theory of Organizational Dynamics and Change, authors John G. Corlett and Carol S. Pearson model the organizational psyche in two layers: conscious and unconscious. The authors assert that the ego-driven actions and behaviors of those leading the organization manifest activity and...
The Evolution of Systems Thinking
Systems thinking as a method of inquiry deals with complexity from the perspective of the whole, not the parts. Most methods of inquiry follow the traditional path of reductionism as established by our sciences. We have learned to answer life’s difficult questions by dissecting our subjects into parts with the idea that they are...
The Art of Thinking Together
According to William Isaacs, professor, author and co-founder of the Center for Organizational Learning at MIT alongside Peter Senge, dialogue is a vehicle for creative problem identification and solving. However, it is different than what is normally conceived as problem solving. The usual modality to tackle problems is discussion. We are used to...
Kurt Lewin: Lessons from the OD Master
Kurt Lewin was born in what is now Poland on September 9, 1890. He and his family moved to Berlin when he was fifteen. Lewin obtained his doctorate degree in Psychology from the University of Berlin in 1916 and later become a professor. He left Germany in 1930 as Jews were being ousted, first taking a six month assignment at Stanford...
VSM: The Most Valuable Organizational Chart You've Probably Never Heard Of
Among the luminaries of Organizational Development, Stafford Beer’s contributions are many and relevant today. Perhaps it’s not a coincidence that cybernetician was both the least academic of his peer group and one that put his methods into practice on a grand scale. If you’re not familiar with his work, you should be:...
How Sustainable is Your Personal Supply Chain?
Do you know your supply chain? Most people don’t. Most people never think of themselves as consumers, producers, and service providers who use companies and businesses to accomplish their goals. But we are all active members of almost innumerable supply chains, and this has enormous ramifications for the environment. Most supply chains have...
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