Leadership Learning for the Future

THE "WHY" OF THIS VOLUME USING DIVERSITY ONE MESSAGE AND MANIFOLD APPROACHES: A GUIDE THROUGH THE CHAPTERS I. INNOVATIVE PERSPECTIVES ON LEARNING ORGANIZATIONAL DEVELOPMENT PERSPECTIVES ON LEARNING IN MANAGEMENT AND ORGANIZATION DIMENSIONS OF SOCIAL RESPONSIBILITY IN LEADERSHIP AND MANAGEMENT MANAGING THE ORGANIZATION AND IT'S ENVIRONMENTS AS A SURVIVAL UNIT-MULTISTAKEHOLDER MANAGEMENT SOCIAL COMPETENCE AND ORGANIZATIONAL COMPETENCE AS KEY QUALIFICATIONS FOR MANAGERS LEARNING OR EDUCATIONAL BUSINESS USING THE COMPANY AS A PLACE FOR LEARNING BUSINESS ETHICS AS AN ORGANIZING PRINCIPLE FOR COMPANIES REFERENCES NEW DEEP LEARNING FOR THE FUTURE IN LEADERSHIP AND SYSTEMIC ORGANIZATIONAL DEVELOPMENT (SOD)INTRODUCTION INVITATIONS TO NEW DEEP LEARNINGS Why is Passion so Important for Creating Deep Learning as a Leader?Problem-Orientation Does Not Lead Into the Future Change COCREATING A SPECIFIC ENVIRONMENT FOR FERTILIZED NEW LEARNING Experiential Learning—Leadership and Team Learning in Nature Leading for the Future Means Proactively Unfolding Employee's Potential CHANGING MINDSETS WITH SUPPORTIVE LEADERSHIP SYSTEMIC OD—FROM EXPLOITING RESOURCES TO UNFOLDING POTENTIALS CONCLUSION REFERENCES II. NEW FORMS OF LEARNING IN BUSINESS SCHOOLS MANAGEMENT EDUCATION IN AN EPOCH OF CATASTROPHES INTRODUCTION THREE LEVELS OF SUSTAINABILITY IDEO AND LIFE-CYCLE CASE STUDY LEARNING PEDAGOGIC APPLICATIONS MBA Programs Spotlight: Cases in Sustainability Create a Life Cycle Analysis Use the Sustainable Design Process to Develop a New Product or Service Concept Teaching the BP Disaster Assignment: Reuse, Recycle, Reduce Assignment: Carbon Footprint Calculation Human Resource Instruction and Sustainability Assignment: Understanding the Triple Bottom Line Assignment: Learning About ISO Certified Companies Assignment: Understanding Manufacturing and Retailer Sustainability Strategies Assignment: Create and Manage an Event on Sustainability Service Learning Undergraduate Business Programs Have Seen the Future— and It's Green THE FUTURE OF SUSTAINABILITY EDUCATION MANAGEMENT REFERENCES THE ORGANIZATION LABORATORY. ORGANIZATION LABORATORY—THE CONCEPT APPLICATION AT THE UNIVERSITY OF KLAGENFURT FURTHER APPLICATIONS IMPROVING MANAGEMENT AND LEADERSHIP— WHAT CAN BE LEARNED IN THE OLAB?Group-Learning: The Relationship Between the Individual and the Group Role-Learning: The Relationship Between the Individual and the Organization Organizational Learning: The Relationship Between Groups and the Rest of the Organization REFERENCES CASE STUDIES AS LEARNING VEHICLES FOR THE FUTURE FOR CONSULTANTS AND MANAGERS INTRODUCTION THEORETICAL ASSUMPTIONS FOR WORK WITH RESEARCH CASE STUDIES Metaperspective as Provocation for Managers and Consultants Practitioners as Researchers of Their Own Practice Storytelling as Living Access to Change and Learning for Oneself and For Others Learning From the Past for the Future THE RESEARCH CASE STUDY: How Managers Become Researchers and Learners for Organizational Learning the MBA Program "Communication and Leadership"THE ACTION RESEARCH CASE STUDY: How Consultants and Managers Evolve Their Interventions The MSC Program: Organization Development (MSOD)CASE STUDIES AS A SOURCE TO LEARN TO RESEARCH FOR ONESELF AND FOR OTHERS CONCLUSIONS: THE LEARNING POTENTIAL OF CASE STUDIES REFERENCES THE 3A APPROACH. INTRODUCTION: INTERACTIVE LEARNING IN THE MIDDLE THE 3A APPROACH IMPLEMENTING THE 3A APPROACH THE 3A AND DESIGN THINKING IN CAIRO ACKNOWLEDGMENT REFERENCES PROBLEM-BASED LEARNING. INTRODUCTION A PRACTICAL EXAMPLE FROM THAILAND CONCLUSION REFERENCES DON'T WE BELIEVE WHAT WE TEACH? WE PREACH, "THE IMPORTANCE OF GOALS"WE PREACH, "HAVING A CLEAR VISION OF THE OUTCOMES WILL PROVIDE GREATER EFFORT"WE PREACH, "DESIGN AND INNOVATION CAN SUPPORT ORGANIZATION AND INDIVIDUAL LEARNING"International Consultancy Business Plus Design Educational Experiences Aligned With Desired Learning Outcomes WE PREACH, "CREATE AND LEAD AN ENVIRONMENT THAT WILL LEAD TO SUPERIOR OUTCOMES"What Causes Student Incivility?How Should Faculty Deal With Classroom Incivility?Using High Involvement Classroom Management Strategies in the Age of Incivility: Could We? Should We?WE PREACH, "ALIGN GOALS, WORK DESIGN, AND BEHAVIORS TO CREATE A CULTURE OF ENGAGED PARTICIPANTS FOCUSED TOWARD REACHING ORGANIZATIONAL GOALS"REFERENCES MANAGEMENT EDUCATION FOR A BETTER WORLD QUOTES FROM THE FILM TO CONCLUDE: SOME CONCRETE EXAMPLES OF LEADERSHIP DEVELOPMENT USING ART AND SCIENCE REFERENCES III. SPECIAL METHODS OF LEADERSHIP LEARNING INSIDE THE ORGANIZATION LEARNING INSIDE. TRAINING IS PREPARATION FOR THE EXPECTED. LEARNING IS PREPARATION FOR THE UNEXPECTED LEARNING VERSUS PERFORMANCE LEARNING IS THE ABILITY TO ACQUIRE NEW IDEAS FROM EXPERIENCE AND RETAIN THEM AS MEMORIES THE TALENT MYTH ACHIEVING EXCELLENCE FROM 6.000 TO 10.000 HOURS OF DELIBERATE PRACTICE SOMETIMES WE NEED TO INTENTIONALLY FORGET (UNLEARN) TO LEARN SOMETHING NEW FROM DEPENDENT LEARNING TO INDEPENDENT AND INTERDEPENDENT LEARNING AWARENESS—TRUST—CHOICE KEY LESSONS LEARNED ON LEARNING ON THE JOB DIALOGUE AS SHARED SOCIAL SPACE IN MANAGEMENT AND ORGANIZATIONS INTRODUCTION-CHANGING CONDITIONS CALL FOR NEW COMPETENCIES THE SIGNIFICANCE OF DECISION-MAKING PROCESSES IN MANAGEMENT AND ORGANIZATIONS What Is the Problem With Decision Making in Organizations?Why Is It So Important to Focus on the Decision-Making Process in Its Entirety?DIALOGUE—AN ATTEMPT AT A DESCRIPTION Background and Meaning of Dialogue Different Perspectives on Dialogue Dialogue in Practice APPLYING DIALOGUE TO MANAGEMENT AND ORGANIZATIONS Selected Examples From the Corporate World Voices for Dialogue at a Sociopolitical Level Dialogue in Decision-Making Processes THE FUNCTION OF DIALOGUE—POSSIBILITIES AND LIMITATIONS IN MANAGEMENT AND ORGANIZATIONS Plea for a New Level of Sobriety in the Relationship Between Dialogue and Organizations CONCLUSIONS Dialogue is Helpful in the Decision Preparation Phase Dialogue Complements Systemic Organizational Consulting Dialogue Assumes a Bridging Function in Organizational Consulting Projects REFERENCES DISCOVERING THE POTENTIAL OF "LEARNING JOURNEYS"Social Entre- and Entrepreneurship as Key Competencies for Creating Sustainable Innovation-Oriented Organizations Carolin Gebel and Claudia Neusuβ SOCIAL ENTRE- AND INTRAPRENEURSHIP AS KEY COMPETENCIES FOR THE FUTURE Presence and Self-Awareness Systemic Management Competence and Sustainability Orientation Dialogue Competence and Fundamental Learning Attitude (Social) Intra- and Entrepreneurship and Value Orientation Networking and Diversity Competence Innovation and Action Orientation LEARNING JOURNEYS AS PRACTICAL TRAINING FOR SOCIAL ENTRE- AND INTRAPRENEURSHIP Characteristics of Learning Journeys Participant's Motives, Diversity, and Interdisciplinary Backgrounds Exploring the Unknown OUTLOOK REFERENCES INSIGHTS FROM INTERSECTIONS INTRODUCTION ADULT DEVELOPMENT THEORY AND THE LEADERSHIP DEVELOPMENT FRAMEWORK HOW ADULT DEVELOPMENT OCCURS VERTICAL AND HORIZONTAL DEVELOPMENT INCLUDE AND TRANSCEND EARLIER STAGES CENTER OF GRAVITY OVERVIEW OF THE CONVENTIONAL AND POSTCONVENTIONAL ACTION LOGICS OF THE LDF Conventional Action Logics Postconventional Action Logics INDIVIDUAL AND COLLECTIVE LEADERSHIP DEVELOPMENT IN AN ORGANIZATIONAL SYSTEM KEY COMPLEXITY CONCEPTS USEFUL IN EXPLORING ORGANIZATIONAL TERRAIN CASE STUDY: FOR-PROFIT COMMUNITY HOSPITAL IN THE WESTERN UNITED STATES Background LEARNING FROM OPPORTUNITIES IN THE OVERLAPPING HORIZONTAL DEVELOPMENTAL FIELDS SUMMARY REFERENCES POTENTIAL ASSESSMENT AND DEVELOPMENT AS A MANAGEMENT TASK DEVELOPING THE LEADER'S POTENTIAL ASSESSMENT COMPETENCE ADRESSING THE ORGANIZATION DESIGN FROM STABLE TASKS TO DYNAMIC ROLES BROADENING THE LEADERSHIP SYSTEM— "DISTRIBUTED LEADERSHIP"FOCUSING ON CAPABILITIES, ATTITUDES AND METACOMPETENCES SEARCHING FOR THE RIGHT METACOMPETENCES POTENTIAL ASSESSMENT AS A PROCESS FOR UNDERSTANDING ONESELF AND THE ORGANIZATIONAL CULTURE POTENTIAL ASSESSMENT AS A LEARNING OPPORTUNITY FOR ALL PARTICIPANTS AND THE SPECIAL ROLE OF HR EXPERTS EMPLOYING TESTS AND DIAGNOSTIC JUDGEMENTS AS SOCIAL CONSTRUCTION REFERENCES LEARNING OPPORTUNITIES WITHIN ASSESSMENT CENTERS ASSESSMENT CENTERS BENEFITS FOR THE PARTICIPANT BENEFITS FOR THE MANAGERS KEY FINDINGS BENEFITS FOR THE LEARNING ORGANIZATION REFERENCES MANAGEMENT BY EMPATHY REFERENCES IV. ART MEETS MANAGEMENT WHEN ARTS MEET MANAGEMENT ARTS AS A HOPE ARTS AND MANAGEMENT ARTS INTERVENTIONS AND THEIR POTENTIAL ADDED VALUE FOR MANAGEMENT AND ORGANIZATIONS The Build-Up of Competence in Art and Skills on an Individual Level Arts Intervention on an Organizational Level Tacit Knowledge and Organizational Culture Future, Vision, and Meaning CONCLUSION AND PROSPECTS REFERENCES TUNING IN TO ORGANIZATIONAL INNOVATION THE DECLINE OF RATIONAL ORGANIZING AND PLANNED ORGANIZATIONAL DESIGN TACIT KNOWLEDGE AND THE IMPROVISATIONAL FIELD IMPROVISATION: MANAGING THE UNEXPECTED PATTERN MINING WITHIN THE IMPROVISATIONAL FIELD OF ORGANIZATIONS IMPROVISATION TECHNOLOGY IN ORGANIZATIONS IMPROVISATIONAL LEARNING IMPROVISATION IN MODE 2: A BASIC TOOL FOR MODERN ORGANIZATIONAL DYNAMICS REFERENCES SOCIAL FILMMAKING FOR ORGANIZATIONAL DEVELOPMENT MY SINGLE MOST TOUCHING CUSTOMER FEEDBACK WILL EMPLOYEES SPEAK OUT AND SHARE PRECIOUS INSIGHTS REACHING AN AUDIENCE FOR THE LEARNINGS FROM THE FINANCIAL CRISIS V. LEADERSHIP LEARNING THROUGH ORGANIZATIONAL CHANGE INNOVATION NETWORK COMPLEXITY CALLS FOR ITS MANAGEMENT SOFT GOVERNANCE AS A WAY OF COMPLEXITY MANAGEMENT What Do We Understand By Soft Governance?KEY TERMS OF DIFFERENT MODES OF LEARNING What Do We Understand by Organizational Learning?What Do We Understand by Management Learning?What Do We Understand by Network System Learning?What Do We Understand by Individual Leadership Learning?THE CASE STUDY: SWAROVSKI Initial Situation TARGETS FOR IMPLEMENTING THE SWAROVSKI INNONETWORK Swarovski's Integrated Network Structure Phases LEARNING ARCHITECTURE OF THE INNONETWORK LESSONS LEARNED ON SYSTEM LEVELS Management System Learning Individual Learning Network System Learning Organizational Learning CONCLUSIONS REFERENCES IN-HOUSE PROGRAMS AS INTEGRATED ORGANIZATIONAL SETUPS FOR MANAGEMENT LEARNING IN HEALTH CARE ORGANIZATIONS PURPOSE OF THE CHAPTER CONTEXT: CHANGING REQUIREMENTS DEMAND NEW LEADERSHIP LEARNING How Does Austria Organize Public Health?Health-Care Organizations in an Area of Tension Between Conflicting Expectations Demands for Managers of Health Organizations Demands for Leadership Learning A NEW LEADERSHIP DEVELOPMENT APPROACH IN-HOUSE PROGRAM AS AN INTEGRATED SETUP FOR INDIVIDUAL AND ORGANIZATIONAL MANAGEMENT LEARNING CONCLUSION AUTHOR NOTE REFERENCES REFLECTIVE AND COMPETENT LEADERSHIP IN HOSPITALS THROUGH A DIFFERENTIATED CONCEPT OF CONSULTING PROBLEMS AND CHALLENGES FOR HOSPITALS AND THEIR LEADERSHIP HOW DO LEADERS IN HOSPITALS THINK ABOUT EXTERNAL CONSULTING?THE "CENTER FOR DEVELOPMENT AND COUNSELING" (CDC) IN GESPAG CRITERIA FOR SUCCESS Precise Contracting is Indispensable!PRECISE CONTRACTING AS LEARNING PROCESS FOR LEADERS SUCCESS NEEDS A WELL-ESTABLISHED CONSULTING MANAGEMENT Management of Consulting Preparation and Evaluation CONCLUSION LEARNING BY BEING THE PRINCIPAL OF CONSULTING PROJECTS Steps Into the Future: Intraorganizational Collaboration PROJECTS AS OPPORTUNITY TO DRIVE LASTING ORGANIZATIONAL LEARNING RECOGNITION OF PROJECTS AS URGENCY CREATORS FOR LEARNING A HIGH DEGREE OF MANAGEMENT AWARENESS FOR LEARNING THROUGH THE PROJECT OVERCOMING THE BLAMING CULTURE BY LOOKING TO THE ECOSYSTEM'S FUTURE APPRECIATION OF PROJECTS AS INDEPENDENT LIVING ORGANIZATIONS LEARN TO QUESTION LINE STRUCTURE AND CULTURE LEARNING TO LEARN ON AN ORGANIZATIONAL LEVEL FOR A SHARED FUTURE FUNCTIONALLY MANAGING THE ECOSYSTEM 360° ON A METALEVEL REFERENCES VI. CONFERENCE DESIGN FOLLOWS NEW MINDSET LEARNING THROUGH CONFERENCES HOW IT ALL BEGAN International Conference: Management Makes the World Go Around PARADIGM SHIFT IN CONFERENCE DESIGN-IDEAS AND DOUBTS HOW WE DID IT WHAT DID WE LEARN?REFERENCES ABOUT THE AUTHORS