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are four in individual leadership! Making a Lasting Difference, - PowerPoint PPT Presentation

Unless, or until, an environmental upheaval is both real and recognised, the drift of any species is to specialise or refine its winning formula (in organisations) more and more energy is dedicated to tweaking a strategy that maintains


  1. ‘ Unless, or until, an environmental upheaval is both real and recognised, the drift of any species is to specialise or refine its winning formula… (in organisations) more and more energy is dedicated to tweaking a strategy that maintains the status quo.’ Surfing the edge of chaos Richard Pascale, Mark Millemann Linda Gioja

  2. There’s no ‘I’ in team…but there are four in individual leadership!

  3. Making a Lasting Difference, Graeme Reekie

  4. The risks involved in staying the same are greater than the risks of changing Making a Lasting Difference, Sustaining non-profit organisations and their impact Graeme Reekie

  5. ‘When change within a business is slower than that without, you’re in real trouble. We can’t predict the future but we can learn to react a lot faster.’ Jack Welch

  6. ‘The practical means of applying the principles of complexity are at hand. Resistance to implementation is found less in the workforce than among executives and managers.’ Surfing the edge of chaos Richard Pascale, Mark Millemann Linda Gioja

  7. ‘Living systems usually respond to disequilibrium threats by attempting to restore stability.’ Surfing the edge of chaos Richard Pascale, Mark Millemann Linda Gioja

  8. The key to self- organisation is the tension between discipline and freedom. Surfing the edge of chaos Richard Pascale, Mark Millemann Linda Gioja

  9. ‘Unless there are more pathways or options than are required to operate efficiently, there is no resilience to changing circumstances’ Embracing complexity – strategic perspectives for an age of turbulence Jean G Bolton, Peter M Allen and Cliff Bowman

  10. ‘Nothing is self- sustaining.’ Making a Lasting Difference, Sustaining non-profit organisations and their impact Graeme Reekie

  11. Design, don’t engineer Surfing the edge of chaos Richard Pascale, Mark Millemann Linda Gioja

  12. Discover, don’t dictate Surfing the edge of chaos Richard Pascale, Mark Millemann Linda Gioja

  13. Decipher, don’t presuppose Surfing the edge of chaos Richard Pascale, Mark Millemann Linda Gioja

  14. Explore and Exploit develop new current ones capabilities Ambidextrous organisations Embracing complexity – strategic perspectives for an age of turbulence Jean G Bolton, Peter M Allen and Cliff Bowman

  15. ‘In too many organisations, the strategy process only seems to produce documents, and does not produce belief and commitment to a way forward.’ Embracing complexity – strategic perspectives for an age of turbulence Jean G Bolton, Peter M Allen and Cliff Bowman

  16. ‘Aim at creating other leaders – not followers.’ Quality Involvement Flow – The systemic organization Domenico Lepore, Angela Montgomery, Giovanni Siepe

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