Conversations With Boyatzis - Thje Agility Trap

Transcript

2. “It starts with the observation that change, e.g., learning, innovation, is necessary for survival.” “If we don't keep adapting, we atrophy, and the challenge is that change is hard involves the exercise of emotional self- control.” CHANGE = SURVIVAL
3. If you set specific goals, you'll improve your change. ….“discovered, I was wrong, that in fact specific goal setting closes the mind to new ideas and people ….you're very focused, so again, it can help you get something done but is it the right thing that you're getting done, and if you prematurely focus, you're missing all this other stuff.” Https://www.youtube.com/watch?V=XVCcdjhKzRI&t=783s
4. Narrowing of the Focus “…narrowing of the focus will result at the organizational level in you missing: • what's going on • what's going on with your competitors • changes in Technologies • even at other levels in your family” Https://www.youtube.com/watch?V=XVCcdjhKzRI&t=783s
5. How to Build the Relationship “What we have found is that at the beginning and during the middle of a whole change or learning process, you want to focus on the vision, not the goals; you want to focus on the purpose, the meaning, the big picture not the specific goals.” Https://www.youtube.com/watch?V=XVCcdjhKzRI&t=783s
6. …Leadership Relationships Https://www.youtube.com/watch?V=XVCcdjhKzRI&t=783s
7. Emergent of Moments of Discovery: The Process and Principles of ICT
8. Positive and Negative Emotional Attractors
9. HBR's November/December 2024 article, "How To Avoid the Agility Trap"
10. Organizational Strategy: Focusing on the Purpose, The The Meaning, The Big Picture Picture Embracing Strategic Constancy
11. Jeff Bezos, the founder of Amazon, once once made an interesting observation... observation... “I very frequently get the question: ‘What’s going to change going to change in the next 10 years?’… I almost never get never get the question: ‘What’s not going to change in the change in the next 10 years?
12. Agility Definition: Is the ability to quickly react to rapid change rooted in the rooted in the belief that organizations must constantly constantly respond to technological advances, new new market dynamics, shifting consumer preferences, preferences, and other external developments
13. The consequences for those that try that try to are stark…..
14. Erosion of competitive advantages Attempting to adapt to every perceived shift or threat can spread organizational resources thin and weaken the focus on core competencies.
15. Organizational chaos When a company changes direction, it’s imperative that the operating model—the organization’s structure, processes, personnel, and culture—be realigned with the new goals.
16. Strategic myopia A preoccupation with adaptation can foster ashort- term focus.
17. So what can firms do to avoid these problems? Bezos’s philosophy for Amazon underscores the importance of understanding and catering to fundamental consumer needs, e.g., low prices, fast delivery, vast selection, that are consistent over time, rather than getting caught up in the transient trends that businesses often chase
18. [Bezos...] By focusing on the strategic constants, Amazon can confidently invest in infrastructure, technology, and processes that cater to unchanging customer desires, ensuring that any investment made today will continue to contribute to the company’s success for many years to come
19. This is a classic example of “strategic constancy” Requiring a firm to maintain a steadfast focus on a long-term vision even as it navigates a dynamic business environment Recognizing the enduring aspects of a company’s business model—its core values, customer relationships, brand identity, and key competencies—and remaining committed to them despite external pressures.
20. How to Create a Strategically Constant Company
21. Step 1: Adopt future-back thinking: This approach entails envisioning a desired future state or outcome and then working backward to the present to determine what actions will be required to realize that future.
22. Step 2: Identify strategic constants Once companies have envisioned the future, they must solidify their understanding of the persistent forces driving growth in their industry
23. Step 3: Match constants to capabilities This step demands a careful evaluation of a company’s intrinsic strengths and the prevailing dynamics of its industry.
24. Step 4: Adapt around the constants
25. Implementing strategic constancy...is not without its challenges... Culturally, a company must embrace the chosen focus. Leaders play a critical role in championing it, ensuring that every major strategic decision reinforces the constancy principle and that the organization is designed to provide the right support and resources.
27. Principle 1: The first phase of Intentional Change Theory (ICT) is the driver of sustained, desired change— the Ideal Self, or personal vision and at the collective levels, a shared vision.
28. There are at least four different ways of dealing with or preparing for the future: 1. One is the tradition-based model, using the past and present as the descriptive context for the future. 2. The forecasting model, which attempts to predict the future based on the most likely trends from the recent past and present. 3. Another approach is a developmental model that incorporates what is often called metacognition or learning how to learn. 4. *Aspirational— how we would wish or love to be in the future *While all models can be useful, ICT focuses on the aspirational model to create a desired, comprehensive (i.e., holistic), and compelling future.
29. Principle 2: Being in the PEA allows a person or human system to be open to new ideas, scanning their environment, other people, and emotions. Principle 3: Sustained, desired change in humans and human systems is most often discontinuous and nonlinear.
30. Principle 4: The second phase of ICT is the realization of the Real Self. At the individual level, this is one’s strengths and weaknesses relative to their Ideal Self. In human collectives, it is the norms, values, and culture of the specific human system that are strengths or weaknesses relative to a shared vision.
31. Principle 5: The third phase of ICT is articulation of a learning agenda and plan to use one’s strengths to move closer to the Ideal Self, while possibly working on developing one to two weaknesses. Collectively, it is a shared learning agenda and plan. For best progress and sustainable effort, the weaknesses chosen should be closest to the tipping point of becoming strengths
32. Principle 6: The fourth phase of ICT is the sequence of repeated experimentation with the new feelings, thoughts, attitudes, or behavior, and then moving into repeated practice to the point of mastery (beyond the point of comfort).
33. Principle 7: The fifth phase of ICT is the establishment and maintenance of resonant relationships • Relationships are the context for our lives and work because humans are social animals • People enjoy interacting with others, everyone needs to interact, to laugh or solve problems, to come up with ideas, and to feel safe. • Maintaining our relationships appears to be a function of managing proximity (physical and emotional closeness), as well as frequency of contact.
34. Dreams, Shared Vision, and Purpose Principle 1: The first phase of ICT is the driver of sustained, desired change— the Ideal Self, or personal vision and at the collective levels, a shared vision. Principle 2: Being in the PEA allows a person or human system to be open to new ideas, scanning their environment, other people, and emotions. Principle 3: Sustained, desired change in humans and human systems is most often discontinuous and nonlinear. Principle 4: The second phase of ICT is the realization of the Real Self. At the individual level, this is one’s strengths and weaknesses relative to their Ideal Self. In human collectives, it is the norms, values, and culture of the specific human system that are strengths or weaknesses relative to a shared vision. Principle 5: The third phase of ICT is articulation of a learning agenda and plan to use one’s strengths to move closer to the Ideal Self, while possibly working on developing one to two weaknesses. Collectively, it is a shared learning agenda and plan. For best progress and sustainable effort, the weaknesses chosen should be closest to the tipping point of becoming strengths Principle 6: The fourth phase of ICT is the sequence of repeated experimentation with the new feelings, thoughts, attitudes, or behavior, and then moving into repeated practice to the point of mastery (beyond the point of comfort). Principle 7: The fifth phase of ICT is the establishment and maintenance of resonant relationships Principle 8: As a fractal theory, ICT describes sustained, desired change at all levels of human endeavor from individual to dyads, teams, organizations, communities, countries, and global processes. Principle 9: Resonant leadership relationships facilitate moving information and emotions within and across levels of human systems facilitating sustained, desired change. Principle 10: Social identity groups facilitate the enduring quality of sustained, desired change by helping or hindering progress toward one’s Ideal Self (vision) or a group’s shared vision, and moving information and emotions within and across levels of human systems to facilitate sustained, desired change.
36. Because prospection has been linked to elements of the DMN (Seligman, et al., 2013) and the recognition that these two neural networks suppress each other, forecasting or planning details will likely inhibit the ability to consider the possibilities and dream, and create an Ideal Self.
37. The first phase of ICT is the driver of sustained, desired change— the Ideal Self, or personal vision and at the collective levels, a shared vision. The second phase of ICT is the realization of the Real Self. At the individual level, this is one’s strengths and weaknesses relative to their Ideal Self. In human collectives, it is the norms, values, and culture of the specific human system that are strengths or weaknesses relative to a shared vision. The third phase of ICT is articulation of a learning agenda and plan to use one’s strengths to move closer to the Ideal Self, while possibly working on developing one to two weaknesses. Collectively, it is a shared learning agenda and plan The fourth phase of ICT is the sequence of repeated experimentation with the new feelings, thoughts, attitudes, or behavior, and then moving into repeated practice to the point of mastery (beyond the point of comfort). The fifth phase of ICT is the establishment and maintenance of resonant relationships