Organizational Design Thinking for Transformational Leadership
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The document discusses the integration of design thinking into transformational leadership to foster engaged followers and drive organizational change. It emphasizes the importance of a personal knowledge system and the balance between reliability and validity in leadership practices. Additionally, it reflects on measurable outcomes from a hotel and restaurant study, highlighting the role of service quality and employee promises in enhancing guest experiences.
Organizational Design Thinking for Transformational Leadership
- 1. Developing Design Thinking for Transformational LeadershipTheory and Practice Bridged
- 2. Dr. Carol SawyerUniversity of LaVerneJon R. WallaceLake Michigan College
- 3. OutcomesUnderstand aspects of Design ThinkingPractice rich questionsExperience transferable activitiesConnect with transformational leadership
- 4. Not as it is, but as it could be . . .Leadership never occurs in a vacuum. Organizational culture change improving results and profitability requireengaged followers whose hearts have been moved by a vision communicated and demonstrated by those in power. (Deal, 1982; Avolio 1999; Senge, Kleiner, Roberts, Ross, & Smith, 1994; Senge, Kleiner, Roberts, Ross, Roth & Smith, 1994, Kouzes & Posner, 2007).
- 7. City Hiring Processes as Is
- 8. City Hiring Processes Should
- 11. Design Thinker’s Personal Knowledge SystemSTANCE My world is reliably oriented. My world rewards existing stage refinement.Nonetheless . . . I seek to balance reliability with validity. I seek to advance the stage of knowledgeMartin, 2009
- 12. Design Thinker’s Personal Knowledge SystemSTANCETOOLSMy world is reliably oriented. My world rewards existing stage refinement.Nonetheless . . . I seek to balance reliability with validity. I seek to advance the stage of knowledge Observation. Imagination. ConfigurationMartin, 2009
- 13. Design Thinker’s Personal Knowledge SystemSTANCETOOLSMy world is reliably oriented. My world rewards existing stage refinement.Nonetheless . . . I seek to balance reliability with validity. I seek to advance the stage of knowledge Observation. Imagination. ConfigurationMartin, 2009
- 14. Design Thinker’s Personal Knowledge SystemSTANCETOOLSMy world is reliably oriented. My world rewards existing stage refinement.Nonetheless . . . I seek to balance reliability with validity. I seek to advance the stage of knowledge Observation. Imagination. Configuration Deepen mystery and Nurture OriginalityEXPERIENCEMartin, 2009
- 15. Design ThinkingA cognitive approach to problem engagement embodying a specific mindsetMartin, 2009
- 18. Community ImpactMeasurable OutcomesCounting Paperclips
- 23. Honesty & IntegrityUnderstanding & Serving OthersQuality of WorkRewarding & Supporting RelationshipsCreating Balance
- 24. Broad InterestsEnjoyment of the Activity ItselfRecognition From One’s FieldChallengeFaithRewarding & Supportive RelationshipsCourageRisk TakingFameSuccessSearching for KnowledgeCreating Balance in One’s LifeHard Work and CommitmentSelf-ExaminationSelf-CriticismCreativityPioneeringHonesty and IntegritySocial ConcernCuriosityIndependenceSolitudeContemplationEfficient Work HabitsOpennessSpiritualityPowerInfluenceProfessional AccomplishmentQuality (of work)UnderstandingServing OthersWealthMaterial Well-BeingTeachingMentoringPersonal Growth and LearningProfessional ConductVision
- 28. ODT and Transformational Leadership
- 29. Hotel & Restaurant18 months (Nov ‘09 – May 10) of customer surveys revealed:A 2.76/4.00 rating for the organization by guests.A 2.61/4.00 for housekeeping.A 2.00/4.00 for the facility.
- 32. Hotel & Restaurant Employee PromiseI will greet every guest & co-worker with smiling warmth & sincerity.I will be proactive in providing the highest levels of service & quality immediately to guests & co-workers.I will maintain the highest levels of integrity & respect for others.
- 33. Hotel & Restaurant 3 Month Results
- 34. Developing Design Thinking for Transformational LeadershipRememberShareDo
- 36. He had foundA bridge,With a sign:"Please use this bridge to cross."He wondered aloudHow many timesIn his lifeHe had wanderedOn the bankOf a river of change,And not seenSuch an obvious sign,Nor put his Foot upon the bridgeBefore him.(Brown, 2007, 156)
- 37. I have not failed.I’ve just found 10,000 ways that didn’t work.Thomas Alva Edison
Editor's Notes
- #8: Handed over the fence multiple stakeholders
- #9: Accelerated decision making process
- #10: What would you call this?
- #17: Slide may go away
- #18: Change to alans’s
- #19: The effect of strategic planning, culture. Detailed assignment, organization/structure. Networked nature of our organization rather than the independent nature of how firms used to see each other. How do we get the desired outcomes in a much more networked way.
- #23: Design is a continual conversation.
- #24: It’s not just about the work and
- #26: Table Talk
- #27: It’s about knowledge transfer and sustainability
- #29: If time create a mind map instead of a grid
- #34: If we get the mind focused in the right direction.