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Status:
Available5.0
9 reviews
ISBN-10 : 042925508X
ISBN-13 : 9780429255083
Author: Ralph Jacobson
This book demonstrates how organization leaders who balance several key paradoxes achieve greater growth and sustainability in the long term than those who use financial data alone. It addresses the issues that are the most troublesome to people and the organizations they work for. The author provides deep insight into the root causes of workplace issues and provides practical language and tools to address the paradoxes that seem to block the achievement of success and life satisfactions.
Chapter 1 What’s a Paradox? Why It’s Relevant!
What Am I/Are We Supposed to do?
It’s Not Really a Problem
Is This a Problem or a Paradox?
Whatever Happened to Right and Wrong?
The Paradox Training Advantage
Ralph’s Thoughts
Chapter 2 Organization Paradoxes: Understanding Resistance to Change
It Shouldn’t Be This Hard
What May Not Help?
Common Organization Paradoxes
Organization Paradox Examples
The Drama of the Unbalanced Paradox
Unbalanced Organization Paradoxes
Stage 1: Dissatisfaction and Fear
Stage 2: Advocacy
Stage 3: Suboptimization
Stage 4: Negative Consequences
Exercise: What Paradoxes Are You Dealing With?
Your Leadership Role
Two-Minute Exercise: Your Leadership Role
How Can You Spot a Strategic Paradox?
Why Is The Ladder So Effective?
Five-Minute Exercise: Build Your Ladder
Strategic Paradoxes: How to Create Sustainable Growth
Why Is This Important?
Strategic Paradoxes: What You Can Do Right Now!
Structural Paradoxes: How to Lower the Silos
Overview
It’s a Battle in Here
How to Overcome Structural Paradoxes
Two-Minute Exercise: Balancing Power
Additional Options to Creating More Effective Structures
Hackathon: Example of an Emerging Organization Structure
Exercise: Adapt Your Organization’s Structures
Functional/Division Paradoxes: Why Are We Fighting with Each Other?
The Issue
The Work of Senior Leadership: Balance the Functional Silos
How to Spot a Functional Paradox
5-Minute Exercise: Find the Structural Paradoxes
Ralph’s Thoughts
Chapter 3 Role Paradox: Damned If You Do…Damned If You Don’t
The Paradox of Time: The Struggle to Focus on the Important
The Secret to Improving Productivity AND Employee Engagement
The Three Types of Work
Achieving the Balance
Five-Minute Exercise: Where Are You Spending the Time of Your Work Life?
Living a More Powerful Life
Exercise: Clarifying Your Big Idea—Headline It
Taking the Next Step
Three-Minute Exercise: Balance Your Time
The Paradox of Team
The Setting: The Product Development Team
Paradoxes of Team Time
The Product Development Team
Five-Minute Exercise: Balance Team Time Paradox
Team/Position Paradox: Competing Accountabilities
Three-Minute Exercise: Conflicting Accountabilities
Two-Minute Exercise: What Can You Do?
Ralph’s Thoughts
Chapter 4 Leader Paradoxes: Conflicting Roles/Conflicting Advice
Personal Leader Paradoxes
David’s Leadership Development Plan
Three-Minute Exercise: Your Personal Leadership Paradoxes
Paradoxical Commandments of Leadership
The Paradoxes of Making Decisions
Limitations of Judgment
Addressing Decision-Making Paradoxes
Three-Minute Exercise: Your Major Decisions
The Paradoxes of Building a Corporate Culture
Leading Organization Cultural Change: The Drama
The Underlying Dynamics of David’s Group
Indications of a Drama Triangle
How to Get Off the Drama Triangle
Additional Helpful Hints to Get Off the Drama Triangle
Three-Minute Exercise: Are You on a Drama Triangle?
The Best Leadership Model
Ralph’s Thoughts
Chapter 5 Personal Paradox: Addressing Life’s Universal Challenges
Universal Human Paradoxes
Two-Minute Exercise: Identify Your Personal Paradoxes
The Polarity MapTM
Step 1. Is the issue we face a problem to be solved or a paradox to be balanced?
Step 2. What are the polarities that must be balanced?
Step 3. What do you have to do to manage and balance the paradox actively?
Fifteen-Minute Exercise
When Interests and Values Collide
Closing Thoughts on Personal Paradox
Ralph’s Thoughts
Chapter 6 Addressing Humanity’s Most Pressing Challenges
What We Experience
Antibiotics in Agriculture Processed As Paradox
Example: The Healthcare Paradox
Breaking Down The Silos: Collaboration Between Two Feuding Healthcare Partners
In Conclusion
Ralph’s Thoughts
Chapter 7 The Right Moves: Taking Action
Taking Individual Action to Balance Your Most Critical Paradoxes
Moving from Thinking to Action
Exercise: Take Action
Leadership Actions to Balance Paradox
Time
Taking Leadership Action
Plan
Execute: Balance Polarities
Evaluate Results
The Organization Path to Balancing Paradox: An Example
Phase 1: Plan
Phase 2: Execute
Phase 3: Results
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