Like Dr. Chidiac, I share the hope that ROG “supports OD practitioners in their continued quest for emergent and relational approaches as a way of ethically addressing the growing complexity and uncertainty of organizational life”.
It definitely supports and guides me in my work.
In the spirit of Gestalt, don’t take my word for it. Try it out for yourself. Make your own experience.
A long time ago in a galaxy not so far away…Shell Oil, the Catholic Church and the Red Army represented an organizational reality that was fairly predictable – one where executives, priests and party chiefs could set objectives and manage in a way to get ...
You can’t be everything for everybody. Some reports will find you too directive, others not enough. However, you can listen to feedback and adjust your style when needed.
In everything you do, seek to understand first and act second. There is no right way to lead your team or group. It is as unique as every individual in it. Therefore, your paradoxes and the balance you need to find for each of them will look differently than mine.
In parts 1 and 2 I have presented 7 which I consider most relevant to people managers working right now. Apply the relevant tips and examples as needed.
Modern leadership is full of paradoxes. To be an effective leader and people manager you have to be aware of the big ones. In part 1, I’ve presented seven that I think are highly relevant for these times. However, you need to look at your specific situation and decide which of them are most relevant to you.
I’ve also shown you how The Paradoxical Theory of Change is a key first step to mastering the leadership landscape.
In part 2, we will look at specific situations, outcomes and actions you can take on your path to mastering more.
Change comes about as a result of accepting what is, rather than a striving to be different (Beisser 1970). This was the key idea I presented in the LinkedIn Pulse article, "3 Powerful Steps to Embrace the Change Paradox". For any team leader or man ...
