This empowering book presents leaders, executives and HR professionals with the psychological models, tools and techniques they need to build a more effective, more enlightened organization. Taking a clear, practical and accessible approach it offers direction for developing fundamental areas of insight, skill and expertise and for seeing more clearly in the changing commercial landscape in which today's businesses operate. Threaded with recent international case studies that highlight the new skills and competencies required by business professionals, this essential book provides a framework…mehr
This empowering book presents leaders, executives and HR professionals with the psychological models, tools and techniques they need to build a more effective, more enlightened organization. Taking a clear, practical and accessible approach it offers direction for developing fundamental areas of insight, skill and expertise and for seeing more clearly in the changing commercial landscape in which today's businesses operate. Threaded with recent international case studies that highlight the new skills and competencies required by business professionals, this essential book provides a framework for navigating the interconnected landscape in which we all increasingly work. The Enlightened Organization is a toolkit that any thinking person working in an organization can use to help them connect more meaningfully with their purpose and role. It will enable you to become the best you can be, and in the process create a more successful organization.
Catherine Berney is Visiting Fellow at Cranfield University School of Management and professional lecturer, FRSA facilitator, mediator and consultant with a background in international finance, law, and organizational psychology. She has nearly 20 years' international experience facilitating organizational and executive learning and development across all business sectors.
Inhaltsangabe
Acknowledgements Introduction PART ONE The issues 01 Complexity and change: Letting go of the illusion of control Complexity Change The challenge of letting go 02 A new reality for organizations: Managing risk and reputation The system The context Building resilience The enlightened organization 03 Leaders and managers taking up their role: New skills and competencies required Old competencies New skills required Roads to Resilience Wake-up call PART TWO The personal and the interpersonal 04 Ways in: Theories of the unconscious as a resource Psychology and the mind Neuroscience and the body Interconnectedness and the heart Integration 05 Ways into self: Me Some tools and techniques The Grounding Steps framework You hold the keys 06 Ways into the other: Me and you A short recap on theory It is not personal The Grounding Steps framework Daily Temperature Reading Open the door 07 Ways into groups: Me, you and others too Belbin and the perfect team Forming, norming, storming, and performing The working group The Grounding Steps framework The power of the group PART THREE System and context 08 The system: Working from the inside out Working from the inside out Systemic thinking The Grounding Steps framework The health of the system and an integral model Incentives and rewards Person in system and role 09 The context: Working from the outside in Nadler and Tuschman Interconnectedness Purpose Ways of seeing A biological perspective Person in system and context and role PART FOUR Governance 10 Governance and the enlightened organization: Directing performance for the longer term The theory applied and a recap on the two-pronged approach Blindness, wilful or otherwise, on the board The enlightened organization The privilege of the role References Index
Acknowledgements Introduction PART ONE The issues 01 Complexity and change: Letting go of the illusion of control Complexity Change The challenge of letting go 02 A new reality for organizations: Managing risk and reputation The system The context Building resilience The enlightened organization 03 Leaders and managers taking up their role: New skills and competencies required Old competencies New skills required Roads to Resilience Wake-up call PART TWO The personal and the interpersonal 04 Ways in: Theories of the unconscious as a resource Psychology and the mind Neuroscience and the body Interconnectedness and the heart Integration 05 Ways into self: Me Some tools and techniques The Grounding Steps framework You hold the keys 06 Ways into the other: Me and you A short recap on theory It is not personal The Grounding Steps framework Daily Temperature Reading Open the door 07 Ways into groups: Me, you and others too Belbin and the perfect team Forming, norming, storming, and performing The working group The Grounding Steps framework The power of the group PART THREE System and context 08 The system: Working from the inside out Working from the inside out Systemic thinking The Grounding Steps framework The health of the system and an integral model Incentives and rewards Person in system and role 09 The context: Working from the outside in Nadler and Tuschman Interconnectedness Purpose Ways of seeing A biological perspective Person in system and context and role PART FOUR Governance 10 Governance and the enlightened organization: Directing performance for the longer term The theory applied and a recap on the two-pronged approach Blindness, wilful or otherwise, on the board The enlightened organization The privilege of the role References Index
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