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How One Person Can Change the Conscience of an Organization

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https://hbr.org/2019/12/how-one-person-can-change-the-conscience-of-an-organization

hbr.org

How One Person Can Change the Conscience of an Organization
Executive Summary While corporate transformations are almost universally assumed to be top-down processes, in reality, middle managers, and first-line supervisors can make significant change when they have the right mindset. Dr. Tadataka Yamada was one of dozens of executives the authors spoke to over the last several years to learn how one can succeed in making positive change in large organizations.

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The Conscience of an Organization

Certain organizations have the capacity to transform themselves, if the leader who is in charge, has the vision and the will for it.

It's not very often that short-term profitability and a se...

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The Power of One

A leader with clarity of conscience and a readiness to speak up can make a difference, and contribute to the greater good of humanity.

Cultural change can be made possible even if a middle...

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Sequential skill development

Taking challenges continuously, big or small, contributes to your 'challenge taking' skill-building, preparing you for bigger milestones in the future.

The skills that are built,...

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Sustained Focus 

Normally, these though may appear in a leader's mind:

  • This work is going to take months maybe years, so it's better to postpone it for a later time.
  • This plan, though h...

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Helping the underprivileged

If a transformation helps the underprivileged, it becomes all the more imperative.

If a leader's vision is contributing to benefiting the poor or making a positive impact on the environment, ...

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Making a difference

Corporate transformations can happen from middle managers, and even first-line supervisors, if their vision is combined with determination and helped by the right mindset, leading to support of the...

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SIMILAR ARTICLES & IDEAS:

Leo Tolstoy

“Everyone thinks of changing the world, but no one thinks of changing himself.”

Leo Tolstoy

About change

Organizations don’t change. People change. Many companies move to change systems and structures and create new policies and processes but fail to address the underlying mind-sets and capabilities of the people who will execute it.

A new strategy will fall short of its potential if they fail to address the mental attitude because people on the ground tend to continue to behave as they did before.

Looking both ways

Companies that only look outward in the process of organizational change, and dismiss individual learning and adaptation make two common mistakes:

  • They focus solely on business outcomes and fail to appreciate that people will have to adapt to implement it.
  • They focus too much on developing skills. 

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Diversity & Inclusion

Diversity & Inclusion

There is a significant relationship between competitive profit gains and diversity.

Companies with gender, ethnic and racial diversity are at least 15 percent more likely to experience...

5 Lessons for Managing D&I

  • Recognize the Shift in Global Understanding of D&I.  Diverse thinkers come from a variety of different backgrounds.
  • Build an Inclusive Environment. All people are encouraged to draw upon their unique experiences, perspectives and backgrounds to advance business goals.
  • Use Multiple Practices and Measures.  Have solutions in place to monitor and retain a talented and diverse workforce.
  • Ensure Leaders Model Diversity and Inclusion. It sets the tone for the rest of the organization to follow suit.
  • Recognize the Connection Between Innovation and D&I. Diversity and inclusion increase innovation and reduce business risk.

Cognitive Diversity

The concept of cognitive diversity focuses on diversity of thinking and is composed of four dimensions:

  • Perspectives. People represent situations in different ways
  • Interpretations. Through diverse interpretations, teams can discover multiple resolutions.
  • Heuristics. People resolve issues in different ways.
  • Predictive models. Some analyze, and others look for a story. Both are useful for discovering workplace solutions.

Epidemic vs. pandemic

An epidemic is a broad term used to describe any problem that is actively spreading and has grown out of control.

The pandemic rel...

Disease Event Classification

Epidemiology is the branch of medicine that handles the following:

  • Incidence: the occurrence of a disease over a specified period.
  • Prevalence: how many people are affected within a population.
  • Control of diseases: an appropriate public health response.

Two measurable factors mostly define the level of disease occurrence:

  • The pattern and speed by which a disease moves.
  • The size of the susceptible population.

The terms an epidemiologist use

  • Sporadic refers to a disease that occurs infrequently or irregularly.
  • Cluster refers to a disease that occurs in larger numbers even though the actual number or cause may be uncertain.
  • Endemic refers to the constant presence and/or general prevalence of a disease in a geographic population.
  • Hyperendemic refers to persistent, high levels of disease well above what is seen in other populations.
  • Epidemic refers to a sudden increase in the number of cases of a disease above what is normally expected.
  • Outbreak is the same as an epidemic but is often used to describe a more limited geographic event.
  • Pandemic refers to an epidemic that has spread over several countries or continents, usually affecting a large number of people.

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