To: Ken Long <email@example.com>
Sent: Monday, December 30, 2013 8:11 PM
Creating a vision
Can you crosswalk those five major activities to and AI approach?
How can AI positively affect each of those?
What can we do to reinforce new behaviors at the managerial level?
Once the speeches are over and the awards have been presented we all go back to our desk to start working, what changed is a result of our intervention?
How do we institutionalize the positive change?
- Abstract Paper – Organizational Change On Managerial Roles In Petroleum Development Of Oman (PDO) (thinkingbookworm.typepad.com)
- Unified: Unity Of Command Patch/Sale/Demo (rockpapershotgun.com)
Making the Invisible Visible: Understanding Leadership Contributions of Asian Minorities in the Workplace
This small quiet book on leadership deserves to become visible so that its message of quiet leadership can be absorbed into our business and political organizations worldwide.
Back up for a moment: SHOULD we MAKE them visible, or is our understanding of leadership in the Western mode, with the “Individual as Hero”, not all there is to the story?
The authors tackle the problems and opportunities of global leadership from an angle that would be seen as nontraditional by Western leaders but which addresses the reality of leadership in daily life as experienced by millions of people around the world.
Coming from a Western in military background, I’ve grown up in a leadership culture that prizes individual heroic approaches to direct action leadership. I’ve never felt like that reflected everything that needs to be said about leadership and that’s the central message of this powerful book.
Thatchenkery and Sugiyama conducted a multi-year study to examine what they call the invisible leadership style that they experienced as members of various Asian communities. What they call invisible leadership can be thought of as a cultural worldview built on the ideas that showmanship is the opposite of leadership, that what matters is teamwork and results in long time horizons that favor growth and development from the inside of the organization and that performance is examined and valued on the basis of what’s good for the team. Invisible leaders get the job done and trust that the results will speak for themselves. They value team performance, and dont expect leaders to be constantly self-promoting and trumpeting from the front.
The authors proceed to explore their sense of this phenomenon by conducting a thoroughly grounded research effort that incorporates quantitative and qualitative data and analysis using surveys, focus groups, interviews and case studies to develop their argument. It is a model of scholarly work that carefully identifies assumptions, limitations and constraints while pointing to areas of consensus and opportunities to apply their insights in the last chapter.
They’ve incorporated scholarship on the impact of culture, motivation theory, multiple models of leadership and globalization in their efforts. They examine the impacts of leadership style and philosophy on promotions, training, recognition and reward systems and considered how invisible leadership is affected by current management practices in developing metrics, management practices and counseling programs.
They carefully examined the very notion of the utility of categorizing leadership under the broad concept of “Asian”, which on the surface seems like it could be useful but which masks the very real richness and diversity that can be found in various communities of practice and social groups populated by people from India, China, Japan, Thailand, Korea etc who are living and working in the United States, United Kingdom and Canada and whose generational demographics and further complexity to the rich mélange that is their personal experience.
The study takes a cross-section of all of these personal demographic factors and adds a further dimension based on work factors like public versus private versus nonprofit institutions. No simple leadership model can do justice to such a complex sociological mixture, despite the loud proclamations of best-selling leadership book titles, and the promises of quick fix, simple formula leadership solutions. The authors findings resonate with Heifetz’s “Leadership Without Easy Answers “, and Deming’s advice to “eliminate slogans”.
The book begins what should be a long and continuing conversation to understand the real-life complexities of modern organizations and to find ways to unleash the power and quality of all our people. It suggests that organizations can begin to apply the insights of invisible leadership by asking the right questions, considering organizational policies about visible leadership, and the payoffs of supporting invisible leaders from both pragmatic and philosophical perspectives.
They carefully examine and debunk three common mental models that have plagued Asians in the United States, the UK and Canada. Asians have been variously seen as a model minority that has supposedly “made it” and shown the way for other ethnicities; as a “middle minority” without the social problems inherent in newly emerging groups but who are not quite yet co-equal with the majority and the experience of Asians as a group that is forever foreign. According to the study, these mental models are broadly perceived by Asians to affect them personally and professionally and get in the way of Asians being seen as individuals with rich personal narratives and unique circumstances.
The study examines the realities of glass ceilings in professional promotion patterns in a broad spectrum of typical organizations, relying on insights from personal interviews and government statistics to make the case. It avoids simplistic formulations and superficial conclusions and does a fantastic job of providing a rich background of context that suggests many avenues of research needed in the future.
The authors suggest that organizing around affinity groups rather than simple ethnic and social groupings can add real value to organizational dynamics. Considering the impacts of quiet leadership at all levels of the organization: strategic, operational and tactical can have powerful implications for policy and vision. They recommend organizations consider breaking with tradition of hiring outside leaders and rather concentrate more on growing their own from the inside as a way to acknowledge the power of tacit, long-term values based growth.
The authors don’t recommend a simple exchange of philosophies (“either-or”) but rather suggest that broader integration of multiple modes and perspectives on leadership will add value and robustness to organizational DNA.
I give this fine book my highest personal and professional recommendation, because it resonates for me on a personal and a professional level. It describes a style and philosophy of leadership that has gotten little to no attention in the scholarly or popular press and which I have witnessed to be enduringly effective. It treats a serious subject seriously and respects the broad diversity of opinion and scholarship that has been conducted in this area and yet finds many points of contention and new sources of information and inspiration. It’s offered in the spirit of scholarship and understanding and suggests new ways in which our global communities and people can be respected and make progress together.
- Implicit Leadership Theories (colleensharen.wordpress.com)
- Leadership Is Not… (bmc24me.wordpress.com)
- Leadership Skills (contemporarymanagement.wordpress.com)
- Good Leadership Habits Start Early (sbkandassociates.com)
- Confusing Leadership and Role Models (colleensharen.wordpress.com)
- Leadership – Lost and Found (bigthink.com)
- 360 Degrees of Influence: Get Everyone to Follow Your Lead on Your Way to the Top (pro2sell.com)
- M.I.A. Leadership (passionate-performance.com)
- Is Your Leadership Limiting Your Organizations Ability to Grow? (customerthink.com)
- Jeffrey Pfeffer ~ Leadership: Does it make a difference? (greeneyezwinkin5.wordpress.com)
If we have decied that our banks are too large to fail, then how about the following idea?
3. The individual takes the risk because they think they wont get stuck (greater fool theory plus tactical liquidity)
4. The bank takes the risk because they know there are greater fools to buy the house, tactically, or because the government (the greatest fool) will bail them out (strategic greater fool theory)
5. when there is tactical failure the individual loses all, the bank gets the cushion of the down payment or the property top resell
6. when there is strategic failure, all the risky individuals are crushed, and banks get bailed out with the money taken from prudent banks and individuals who didnt speculate. This is the moral hazard problem.
7. Even in strategic failure, the banks dont lose, and cant lose, unless the entire world’s financial edifice is removed, but then we have total anarchy and bankers arent worse off than anyone else, plus they can live off the real assets they squirreled away along the wya. No real risk at all.
What we need is a way to put the risk on the banks up front, so that we shift the cost of failure from the prudent banks and individuals.
So, I am thinking that the bank needs to be the appraiser, and quote a price at which they guarantee they will repurchase the house from the borrower at any point in the lifecycle of the loan, at the individual’s demand. They can require a 20% down payment, so that they have a pool of capital to loan to others. They will be conservative in their estimates of value, and will therefore be a brake on speculation.
This prevents individuals from eating all the cost of their own speculation alone. banks wont let them speculate without skin in the game. Speculation will be inhibited. Banks will do a better job of appraising, since they will have to own their decision for the life of the loan. If there is a meltdown in housing prices, individuals, who are least capable of making those kinds of forecasts and judgments, dont get smoked on their loans because they can always demand the bank buy them out at the negotiated price. Now prudent individuals arent stuck with the cost of the bad speculative loans. Then if banks fail for having poorly estimated housing value, prudent banks get to buy their books at a discount.
This would serve to stabilize a conservatively priced housing market and prevent the socialization of costs incurred by the worst risk takers at the expense of the prudent individuals and banks. Virtue will be rewarded
- Banks are (still) key to European stock markets (tradingfloor.com)
- Accounting rules saw RBS in a ‘fools paradise’ (telegraph.co.uk)
- Paul De Grauwe © voxEU.org: Why the ECB refuses to be a Lender of Last Resort (mgptpt.wordpress.com)
- Goldman’s Take On TARGET2 And How The Bundesbank Will Suffer Massive Losses If The Eurozone Fails (zerohedge.com)
- What’s Possible Under the New ECB Policy (modeledbehavior.com)
- What’s wrong with positive money? (stumblingandmumbling.typepad.com)
- Bank break-up law by 2015 – BBC News (bbc.co.uk)
- Peer-to-peer lending challenges tigh-fists banks (blogs.confused.com)
- An Investment in Your Future: Funding Your Undergraduate Education Through Loans, Grants and … (education.com)
- Gainesville Local Bank’s Risky Loans (gatorrealtors.wordpress.com)
- Hayek on the Large Corporation (aka “Breaking up Big Banks?”) (wallstreetpit.com)
- British government backs plan to restructure banks (seattlepi.com)
- Afghan official: Most Kabul Bank loans recoverable (seattletimes.nwsource.com)
- Too Big To Lend? Why Small Businesses Are Getting Denied By Big Banks (huffingtonpost.com)
- Hayek on the Large Corporation (aka “Breaking up Big Banks?”) (thinkmarkets.wordpress.com)
- Do small business insurance customers have a bad relationship with their bank? (premierlinedirect.co.uk)
- Report: Failed UK bank due to lax regulation (americablog.com)
- Can too much capital be risky? (jrvarma.wordpress.com)
- Banks will be split up, Cable confirms… but reforms still won’t kick in until 2019 (dailymail.co.uk)
- British government backs plan to restructure banks (sfgate.com)
- Boehner Says House GOP Opposes Deal on Payroll Tax – New York Times (nytimes.com)
- Czechs Mourn ‘Symbol’ Havel as Leaders Gather to Plan Funeral – BusinessWeek (businessweek.com)
- In Egypt’s 3rd Day of Violence, Media Clash Over Cause – New York Times (nytimes.com)
- Danger Lurks in the Shadows (economistsview.typepad.com)
- Israel Frees Palestinians In 2nd Stage of Exchange – New York Times (nytimes.com)
- Handyman Charged in Elevator Arson Death – Wall Street Journal (online.wsj.com)
Focused coaching for a price that’s a real value if you know the dollar value of your time.
My personal experience with doctoral writing was that you have to learn how to get out of your own way when it comes to writing. if you listen to the voice of criticism inside your own head, you end up trying to pre-answer all your emerging objections in the same sentence. You end up with a Byzantine sentence structure that is perfectly understandable to you but which is impenetrable to the casual reader
- Dissertation Writing (blastyourproject.wordpress.com)
- Specialist Dissertations (ukdissertations.wordpress.com)
- To Do: Dissertation (tododissertation.wordpress.com)
- How Can a Dissertation Boot Camp Be like Flying? (successfulwritingtips.com)
- Business dissertation help from top dissertation writers (ukdissertations.wordpress.com)
- To Do: Dissertation Available as Kindle Ebook (tododissertation.wordpress.com)
- Dissertation: Excerpt (chenoafawn.wordpress.com)
- How to write a management dissertation (ukdissertations.wordpress.com)
- Kauffman Foundation Announces 2008 Entrepreneurship Dissertation Fellowships (kauffman.org)