Upon reviewing this section of the text, I cannot help but think of the children story of the three little pigs, and its many examples of immunity to change issues and poor decision-making. Although the three pigs were brothers and where raised up in the same environment, but remarkably they all had a difference of opinion on the best way to build a house and how the prioritized and managed their time. One chose a quick fix solution and succeeded in erecting what appeared to be a house, only to discover it was not well thought out or planned. The second pig put a little more thought into the planning, but also failed to analyze what was really needed to successfully complete the task. Instead, he selected the wrong material based on his …show more content…
Cathy’s immunity issues connected to her self-management style of internalizing her thoughts and emotions, which often left her feeling very stressed, overwhelmed and burnt-out; which had a direct effect on her work performance. In short, Cathy needed to exercise greater control over her emotional interactions and outbursts in order to make the team feel comfortable having further conversations with her. The author sites that in dealing with Cathy’s immunity to change issues the work to improve things was done primarily in the context of the team’s development.” This was done specifically to improve the quality of Cathy and the team’s relationship with each other. I really see where the practice of utilizing the survey tool can pay relationship dividends in the long run as it not only provides some indication on areas where improvements would be best, but also involving team members in assessing goals is a great way to assure that these checks and balances will provide truthful impact on all individual and teams decisions to implement change within the …show more content…
As the team worked through their immunity issues, they also begin to adapt a more positive approach and culture, which in turn fosters a willingness to identify how the individuals and collective team members’ actions directly affect the communication and trust issues at different levels. Again, this section of the book has caused me to ask many internal question, like: “What is the one way I am contributing to the problems that exist in my church?” Ultimately as church leaders we must seek to develop individually and collectively to better develop a well-rounded an wide reaching ability to grow beyond our comfort zones, reservations, experiences, culture and assumptions. Understanding that unless we remain in a continual pattern of discovery and analysis we will eventually develop immunities towards change in our houses of worship. The goal is to become the change we seek to provide to the world at
For many, change is a cause for ignorance. Most of us fear the idea of change. When one is faced to deal with c...
Martins Luther’s vision for a future church where the bible was the standard for truth was blocked time and time again by bureaucracies within the church. Martin’s vision enabled him to lead the people through every huddle along the way. Luther’s use of influence changed the way I look at how I lead and influence others. How many times in the past did I face hurdles and gave up quickly. I must convey a vision for the future, one that will inspire my members to perceive a need for change. Therefore, I must use transformational leadership tools like “Idealized influence” and exhibit moral behavior to do the right thing to ensure I move my airmen from our current state to a better future state. Additionally, I need to use cognitive flexibility to incorporate different thinking strategies to “develop plans for different situations to be able to respond to change” (Crs 14 v6, LM06-2SG - 5). When I face hurdles, I must have many strategies to ensure my airmen will be able to get around obstacles to see the vision through. Furthermore, Martin Luther was so concerned for the truth and for the people of the Church that he was willing to risk his life for it. Though I most likely won’t have to risk my life, I must demonstrate ethical leadership by standing up for what is right. Status quo is the easy route for most leaders, but doing what is right sometimes comes with risk. Ethical traps like worry over image, loyalty syndrome, and ethical relativism can get into way (Crs 14 V6 LM01SG – 6). If I let my personal faith bias or worry over what people might think of me when doing what is right, then I will likely do nothing to bring about change. Additionally, Martin Luther had to rectify his vision against the bible to discern truth from a lie during his ethical dilemma to do what was right. Being a military leader, when I am faced with an ethical dilemma, I have to go to
"Sexual orientation no barrier to church leadership." Anglican Journal Oct. 2009: 10. Academic OneFile. Web. 7 Apr. 2014.
Although written for church leadership, everyday church members would also benefit from understanding the concepts that Dawn is directing at God-empowered leaders. Ms. Dawn's work is predominantly scholarly, and she cites several other works at great length.... ... middle of paper ... ...
Just as the author states for a church to develop new thinking and a new approach they have to be taught through interaction and experience. If their experience is not a favorable one and there is not a general spiritual and human consensus then the leader applying transformative theories to further develop and improve the church must reassess. Ultimately because humanism is involved in this process church leaders must also be resolved to the fact that not everyone 's perception will be the same, and therefore makes the transformative learning process a very arduous tool of
The second group, a national forest fire-starter service explored how to reduce fatalities. The third group, a school district, explored how they could improve in holding high expectations of their students who were English Language Learners. These three scenarios illustrate how the immunity-to-change practices can begin to build upon, and go beyond, the focus of individual improvement. The chapter goes on to share the efforts of two other companies: a professional service firm and a medical school. However, the major factor in bringing about success in immunity-to-change as it relates to groups is that the individual members in the group must first seek to diagnosis as well as eliminate their individual immunities to change.
As we enter the 21st century, the world is full of opportunities for entrepreneurs. The opportunity is what many entrepreneurs chase after. Just the idea of starting a business excited them. Entrepreneurs are people who have characteristics of a high need for achievement, a willingness to take moderate risk, strong self-confidence, and a passion for the business. We all question what is the best age for getting started. There is really no simple answer to that question. Most businesses require some background knowledge. A certain amount of time is usually required to gain the education, experience, and financial resources of starting a business. According to the textbook “Small Business Management” by Longenecker, Moore, and Petty, research conducted by Paul Reynolds reveals that the highest percentage of startups is in age group of 25 to 35 years old; Truett Cathy was a natural entrepreneur at the age of 8.
Cathy is destructive, manipulative, and insensitive towards anyone and only sees the evil aspects of others. While speaking to Cathy, Cal explains, “I don’t think I’m half as mean as you under that nice skin. I think you’re a devil” (Steinbeck 117). Cathy is a girl who desires to have control over anyone and has no remorse for the things she does to have that control. She is, in her very essence, a “devil”, one who does evil things to people who don’t deserve it. She also believes that everyone is evil and cannot see the good in others because she believes there is none to begin with. Cathy eases into people creating a loving appearance with her soft features so that they will be blinded by her real intentions. When Cathy looked extremely
Change affects more than just a program or a process within an organization, change affects employees, collecting data on employee’s readiness and willingness to accept a change will help leaders know if the organization is socially ready for change (Cole, Harris, and Bernerth, 2006). A change might be positive for an organization but if the employees who will be affect by the change are lost in the process then it could create a greater issue than not making the change. Leadership needs to communicate and inspire the employees to be positive toward the change, seeking to enhance their job satisfaction not make changes that will increase their desire to leave. This data is best collected early in the change initiative allowing leadership to properly cast the vision while addressing concerns. This requires leadership to create platforms for employees to engage in the change initiative freely (Ford, 2006). Employee attitudes can be measured through these dialogues providing leadership with necessary measureable data (Hughes, 2007).
churches asked the question, “What do I need to work on to improve my functioning within the
In Dr. Spencer Johnson’s book, “Yes” or “No”; The Guide to Better Decisions, a young man embarks on a hike with a group of other people. During their journey, they learn to make better and more effective decisions using a system called the “Yes” or “No” system. This seemingly effective system focuses on the need to “focus on the real need” rather than focusing on one’s immediate desire. Dr. Johnson’s method via the anecdotes of the people in the story assist in creating better decisions by demonstrating how the decisions you make will affect you long term rather than the immediate gratification of choosing what seems to be right without any complex analysis of the outcome. This book helps one realize that you can make effective decisions, sooner
Managing resistance starts with dialogue that engages and reveals the underlying reasons for resistance (A. Gilley, J. Gilley, & Godek, & 2009). Resistance to change is a complex issue and managers and leaders need to take the time to understand why and where the resistance is coming from if they have any chance of being successful. There are numerous reasons why an employee might be resisting the change and there are lots of approaches to address resistance, but without understanding why there is resistance, leaders are unprepared to deal with the issue. Therefore, leaders need to make the time to involve employees in the process, understand and respect their concerns, and work towards clear and focused goals.
Prevention of resistance is most effective when implementing change. Preventing the weight of inertia in a workplace allows the change to happen in a timely manner with minimal problems. As Lee (2004) emphasizes, leaders have the ability to effect change and performance. If someone is accountable for outcomes and poor habits, outcomes will improve. The manager must show a caring attitude over the process of change and welcome any positive innovation. This caring attitude will become contagious to the employees working under him and become a priority to them as well. Approaching the change in an accepting, open-minded manner can decrease the vulnerability and frustration associated with change. How the change is presented can make the biggest difference in the outcome of the change. The manager must show that blaming will be avoided at all costs. One will only ask why, not who, to avoid the feeling of belittlement. This can allow employees to become comfortable with voicing their opinions and mistakes, which can allow an even greater range of improvement. The manager must also encourage...
If life were merely a contest with fate, then should we not think before we act? Though some may argue that the proper time to reflect is before acting, I have learned from experience that, more times than not, this is not the best approach. The ability to act on instinct is crucial to success, in many situations. During an earthquake, for instance, one must quickly respond in whichever way necessary to protect themselves, as well as their loved ones. No matter how prepared, or trained, one may be, there is no way to predict what the essential motions should be taken at the time of an emergency.
Faith Community Hospital presently faces a variety of issues that are caused by a couple of problems. The first problem is the mission statement that is established at Faith Community Hospital. It is instilled in every member who works at the facility. The staff has gone so far as to include it on the back of everyone's business cards so that anyone who receives a card reads it as well. It is a mission statement that when it was implemented was well intended and supposed to unify everyone at Faith Community Hospital but has caused problems instead. The second problem is the lack of concrete organizational policies or guidelines involving certain practices at the hospital. In some cases, both the misinterpretation of the mission statement and the lack of concrete organizational policies and/or guidelines are the reasons behind certain actions by personnel, which in turn jeopardizes the institution.