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A published writer and prominent speaker, Tapia is the author of The Inclusion Paradox: The Obama Era and the Transformation of Global Diversity, and co-author of Auténtico: The Definitive Guide to Latino Career Success - A Latino Executive Manifesto, and The 5 Disciplines of Inclusive Leaders: Unleashing the Power of All of Us.":1,"#It’s time to be blind to disabilities and instead to see things differently.":1,"#And 3: Look for hidden talents. One of the most accurate and fast proofreaders I ever worked with was blind. She used a technological device that will spell out each letter and punctuation in the document by converting it to audio that she’d listen to at 10 times the speed of normal speech. She would then tag each error with her keyboard as she heard it.":1,"#Change your perspective. Think about it. Who needs sound amplification when listening to a speaker in a large auditorium? Who benefits from temperature control in a building on a hot or cold day? Who does not need an adjustable office chair? In one way or another, we’re all being accommodated to our physical limitations. So why is it that we bark at the expensive requirements to accommodate those with physical limitations that just happen to be less common?":1,"#Get knowledgeable about people with disabilities. I remember when I was the chief diversity officer of a global company and I was in the middle of setting up focus groups of people with all types of disabilities, and then they stopped me and said, “Andrés, there are different types of disabilities.” So we shifted gears and organized separate focus groups for different types of disabilities; one for the sight impaired, one for the hearing impaired, one for those in wheelchairs and one for those with cognitive impairments. The needs I learned, were vastly different. For example, the person who is sight impaired has a computer all set up at their workstation with enlarged text so they can read it, but then they go into training session in a separate training room and none of the computers are set up for sight impairment. Or there’s an exercise in that classroom where you listen to a signal to catch a Koosh ball, but if you’re hearing impaired, you miss the catch, the ball hits in the face, and people end up making fun of you.":1,"#Get knowledgeable about people with disabilities....":1,"#How to be inclusive with people with disabilities. This is the diversity issue we fear the most. It is the only marginalized group anyone of us can join at any time, due to an injury or an illness. And all of us eventually get older and will have some form of impairment. We therefore have prejudices and are ignorant at the same time about the realities of disability. This is like the people with disabilities having the highest unemployment rates of any diverse group. So how do we overcome these challenges? Here are 3 steps:":1,"#Improve your company’s outputs, services, and marketability by being a champion for diversity, equity, and inclusion (DEI). In Inclusion Uncomplicated, Dr. Nika White educates readers on how to react intelligently to bias and unravel common DEI misconceptions and organizational mistakes. Through critical reflection opportunities, clear and practical examples, and by developing a growth mindset, leaders of all organizations can see DEI initiatives as dynamic, transformative journeys that benefit everyone.":1,"#Nika White":1,"#Inclusion Uncomplicated":1,"#Diversity, equity, and inclusion (DEI) are more than buzzwords in an organization’s strategy; they’re imperatives leaders must act on today with data, best practices, KPIs, and actionable plans. Unfortunately, this isn’t what’s happening. In many companies, there’s no clarity on how leaders and others should foster DEI efforts and break away from the status quo. In Inclusion, Inc., Sara Sanford explains what organizations must start and stop doing right now to turn the tide and drive lasting, purposeful change to better serve their employees, consumers, and society.":1,"#Inclusion, Inc.":1,"#354 Results found for \"biblioteca inclusion\"":1,"#No Results found for \"biblioteca\"":1,"#If your customer is not thrilled, then your business probably doesn't thrive. Increase your organization's success with Alexa von Tobel's customer-centric approach.":1,"#Customer Centricity in the Digital Age":1,"#Workplaces today must be equal and inclusive on all levels. Learn how you can reduce gender bias across your team and organization.":1,"#Reducing Gender Bias":1,"#429 Results found for \"biblioteca\"":1,"#Equatorial Guinea":1,"#Robert J. Thomas leads Accenture’s Institute for High Performance Business, a think-and-act tank dedicated to understanding how some companies become and stay high performers. He is also the John R. Galvin Visiting Professor of Leadership at the Fletcher School of Law and Diplomacy at Tufts University. Thomas has written several books on leadership, leader development, and talent management. He has also won awards for breakthrough thinking from the Journal of Management Inquiry, the Journal of Intellectual Capital, and the Society for the Study of Social Problems.":1,"#Rob Cross is associate professor of management at the University of Virginia’s McIntire School of Commerce and research director of The Network Roundtable. As both educator and consultant, he has worked with a wide range of well-known companies and government agencies in applying network concepts to critical business issues. Cross’ work on social networks has been published numerous times in venues including Harvard Business Review, Sloan Management Review, McKinsey Quarterly, Academy of Management Executive, and others. He speaks, consults, and conducts executive education both domestically and internationally.":1,"#In their efforts to align, execute, and adapt, leaders can leverage new tools and a network perspective to address challenges creatively. By better understanding who knows what, who knows who, and who knows how, leaders have the power to link strategy and structure in creative ways and with unprecedented speed.":1,"#Peripheral players. Peripheral players have the fewest ties and are usually ignored when it comes to knowledge retention strategies. However, they are often very well connected externally and have niche expertise. One effective practice is to connect peripheral players with brokers.":1,"#Brokers. Brokers have ties across subgroups and therefore have a disproportionate ability to help an organization capitalize on opportunities requiring the integration of disparate expertise. To identify, develop and position brokers, leaders can encourage and reward lateral movement, and assign brokers thoughtfully in strategic initiatives.":1,"#Central connectors. Central connectors have many direct information-seeking relationships. They make day-to-day work possible for many others and are critical when things go awry. Organizations need to create structured ways to retain the organizational memory held by central connectors.":1,"#On the other end of the human resources value chain is the knowledge loss that occurs when well-connected employees leave or move into new roles. ONA gives leaders two views that can help them manage and guard against knowledge loss. First, network analysis lets leaders identify key knowledge vulnerabilities in a network by virtue of both what a person knows and how his or her departure will affect a network. Second, it gives leaders the ability to address knowledge loss unique to three network roles: central connectors, peripheral players and brokers. Each of these roles holds specific categories of knowledge.":1,"#5. Do not rely on a mentoring program as the sole solution to integrating new hires. What often separates rapid on-boarders from slow on-boarders is not the presence of a formal mentor, but the presence of a buddy – that is, someone the newcomer can comfortably ask trivial or political questions.":1,"#Do not assume that a good first assignment is small, compact, and quickly achievable. Newcomers with standalone projects often remain isolated and do not build the relationships they need to be really productive in the long term. A good first assignment helps the newcomer become spider-webbed into all parts of the organization.":1,"#Do not rely on introductions to happen serendipitously during on-boarding. People are too busy to help care for a new co-worker without some specific guidance. Managers can use meetings, lunches, and company gatherings to get newcomers face-to-face with a variety of co-workers.":1,"#Do not just give newcomers a lot of information to help them get up to speed quickly. The best on-boarding practices mix information delivery with network development.":1,"#1. Do not assume that the best newcomers will effectively on-board themselves. Many of the qualities that organizations want in new hires, such as intelligence, experience, and independence, tend to reduce new hires’ willingness to ask for help from colleagues.":1,"#Most organizations overload new employees with information. However, model organizations instead use a relational approach to foster well-connected networks for newcomers. This approach does not have to be time-consuming or expensive. However, it does require managers to follow five common practices:":1,"#Keeping creative, productive newcomers in the organization long enough to justify the costs of recruiting, hiring, and on-boarding":1,"#Realizing the creativity of new hires":1,"#Jump-starting new employees’ productivity":1,"#In today’s business world, speeding up the network development of new hires through more effective on-boarding has become a critical means of driving performance. The authors outline three challenges associated with new employees:":1,"#Newcomers and Employees In Transition":1,"#The chameleon. Chameleons are networkers who tailor their actions to fit whatever group they happen to be with at the time. Those who mold themselves to the values, interests, and dynamics of a given group fragment the overall network.":1,"#The surface networker. Some high performers choose to engage in superficial behaviors that do not build enduring relationships. The surface networker’s loose ties to a large number of people tend to be useful only when the networker can be a broker – that is, when he or she can create value by connecting others. Surface networkers, however, do not often benefit from the reverse scenario – that is, others bringing opportunities to them.":1,"#The biased learner. In this trap, the high performer allows the voices of those who are physically nearby, or who have a similar functional background or common values, to disproportionately influence learning and decision-making. Network biases, such as these, affect many organizations.":1,"#The disconnected expert. A network analysis can show high performers two things that they need to do to create a network that extends their abilities. First, they need to overlay their network on the skills demanded by a current or future role. This reveals where relationships need to be initiated or deepened to cover a weak spot. Second, they need to assess who they will go to for specific kinds of expertise. This ensures that one does not ignore people with relevant expertise, in favor of familiar, but less knowledgeable colleagues.":1,"#The formalist. This pitfall occurs when a rising star relies too heavily on the organization’s formal structure as a map of how work gets done. In doing so, the person fails to understand or leverage the power of informal networks. Formalists can be helped by revealing to them what they have not been seeing, such as brokers who are excellent change agents, or collaborative breakdowns that are undermining performance. High performers who avoid the formalist trap understand how to work through opinion leaders and shore up fragmented points in a network.":1,"#The bottleneck. In this case, a rising star intent on forging ties with people in pockets across the organization becomes a bottleneck because he or she is overloaded with requests. Another situation that can lead to a bottleneck is when an individual wants to be seen as expert. This causes them to attempt to answer other people’s questions themselves, rather than pointing them to other resources. A network perspective can help by rendering information and decision-making blockages visible. As a result, delegation may be more efficient.":1,"#In addition to these dimensions, high performers tend to have three kinds of bridging ties in their networks. These include ties that bridge hierarchical levels, ties that bridge functional and organizational lines, and ties that bridge physical distance. Despite high performers’ success at networking, even these individuals can fall into a number of different network pitfalls:":1,"#High performers engage in behaviors that lead to high-quality relationships, not just big networks.":1,"#High performers tend to invest in relationships that extend their expertise and help them avoid learning biases and career traps.":1,"#High performers have a greater tendency to position themselves at key points in a network. They also fight off insularity and leverage the network around them more effectively to accomplish their work.":1,"#Over time, networks must adapt to changing market conditions, demographic shifts, and the emergence of new technologies. Leaders cannot simply design a network and then walk away. Networks are just as dynamic as organizations and competitive environments. One way to drive performance within an organization is to replicate high performers’ networks. The authors have found that high performers’ networks share three important dimensions:":1,"#Part Three:Adaptation":1,"# Does organizational context support collaboration and momentum? A network perspective can improve team effectiveness through leveraging key relationships in networks. Leaders should consider shifting attention to initiatives that enable networks to integrate expertise, resources, and decision-making authority rapidly. In addition, defining and helping to develop the critical relationships that must exist for networks to enable team success is critically important.":1,"#Do underlying relationship qualities yield effective collaboration at the point of need? Teammates can be useful to one another only if two relational characteristics exist: an awareness of teammates’ expertise and trust in their abilities. By using a network perspective to build key dimensions of relationships that yield effective collaboration, different interventions emerge that can promote a group’s effectiveness.":1,"#Are value-added collaborations occurring in the team network? Cross and Thomas believe that for teams to meet their goals, they only need collaborations that add value. With ONA, leaders can see where shifts in decision rights, accountabilities, and meeting formats can move a team from costly gridlock to execution.":1,"#Has the team cultivated important external relationships? A lack of attention to outside connections can be problematic, since the right partners can dramatically speed execution and time to market. Network analysis can shift a team leader’s focus to important external ties.":1,"# Is the team appropriately connected for the task at hand? A network perspective lets leaders see time spent in collaborations in order to assess where excessive collaboration is interfering with the team’s effectiveness. The ideal network can be identified through brainstorming, survey questions, or profiling of high-performing teams.":1,"#Are the right voices influencing the team’s trajectory? Team leaders must ensure that the right expertise is being brought to bear at the right moment in a project. This can be done by ensuring that the right expertise is influential and being called upon. In addition, leaders must ensure the right balance of reliance on formal structure and networks. Network analysis lets a leader see where a team is relying too heavily on roles, resulting in bottlenecks.":1,"#There are six network-related questions that can help team leaders improve the effectiveness of their teams:":1,"#Execution teams. Execution teams generate value through the creation and delivery of services. Their success in executing on time and within budget depends on effective and efficient coordination. In most cases, coordination issues are addressed through process maps. However, by adding a network perspective, execution teams can build mutual awareness of current work and expertise, form cohesive and specialized subgroups knit together by technical brokers, and leverage external relationships for product and service adaptation.":1,"#Innovation teams. Innovation success often comes from targeted initiatives that ensure connectivity among those with the right expertise in a given domain and those with the right influence in the organization. Networks can improve innovation success by staffing innovation teams with brokers from broader informational networks, developing targeted external ties for decision making, and recombining expertise and resources to produce innovation breakthroughs.":1,"#Sales teams. In most organizations, there are three network drivers related to account team success. These include the quality of relationships between the account team and the client, the quality of relationships within the account team, and the quality of relationships connecting the team with the host organization.":1,"#Network analysis can produce significant results in three common types of teams:":1,"#Diverse ties to relevant parties both inside and outside the organization":1,"#Lack of hierarchical information seeking":1,"#Lateral connectivity across team members":1,"#Collaborations between the right roles at relevant points in a project":1,"#In project-based work, an effective way to improve performance is to establish processes that replicate the networks of high-performing teams. This approach can work well in fields like professional services, research and development, software, and healthcare. Cross and Thomas have found that the most innovative teams with on-time performance tend to share the following network characteristics:":1,"#Teams today are formed and disbanded rapidly, distributed across multiple sites, and composed of members working simultaneously on several projects. Most projects and processes are enabled by productive networks that form among some (but not all) team members in combination with relationships that bridge to key resources and expertise outside the team.":1,"#Project-Based Networks":1,"#Combining process mapping and network analysis increases the odds of realizing efficiencies anticipated in reengineering and process redesign efforts. Leaders can derive substantial benefit by focusing this combined lens on decision-making and core work processes. Process maps can provide insights into points where value is or is not added as a decision works its way through an organization. ONA complements this view by enabling leaders to assess and put a cost to the myriad and often invisible interactions required to execute a decision.":1,"#As organizational structures evolve, often people are removed from a network without anyone realizing the critical impact these people had in enabling others to be effective. The result can be substantial disruption to execution, problem solving, and innovation throughout an organization. These undesirable results cannot be remedied by process improvement methodologies or ONA alone. Process redesign techniques focus on improving task effectiveness, but often miss opportunities that network analysis can reveal. On the other hand, network analysis alone can overemphasize relationships to the detriment of locating task efficiencies.":1,"#Process Networks":1,"#After examining value creation and cost with network analysis, leaders often develop very different ideas about how economic value is created throughout an organization. Network analysis can help by defining and replicating networks of high-performing individuals and teams. Revealing networks that yield revenue enables leaders to create talent processes that build these networks more rapidly throughout an organization. In addition, ONA may uncover collaborations that result in time or dollar savings. This view can help leaders to model anticipated financial returns from network investments in technology, roles, or infrastructure. In addition, it can inform where and how much to reasonably invest in collaboration.":1,"#Visualizing cost structures relationally to improve efficiency through a more accurate understanding of the magnitude and drivers of collaborative cost":1,"#Assessing collaborations that underlie revenue generation and replicating these interactions at value-added points in a network":1,"#Revealing collaborations that are central to productivity improvement and modeling anticipated returns from network investments":1,"#Well-considered network investments generate measurable returns by increasing productive interactions and reducing unproductive ones. The authors’ work demonstrates that a network lens can help drive economic value creation into network interaction in the following ways:":1,"#Network Investments and Financial Returns":1,"#Ensuring that organizational context supports collaboration. Effective collaboration is a holistic challenge and what needs to change depends on the organization. Although executives cannot overhaul organizations entirely to create the ideal collaborative context, they can make sure that fragmentation across the formal structure or physical location does not impede innovation.":1,"#Leveraging energy. Mapping enthusiasm in networks simply by asking people to indicate who makes them feel energized and who is a drain provides a powerful indicator of where creativity and innovation are occurring. Network diagrams of enthusiasm can highlight where effective collaboration is likely to occur.":1,"#Working through people in specific network positions. ONA can help leaders identify brokers (people with large, broad personal networks) who hold the entire organizational network together by virtue of their relationships across sub-groups and the formal structure. In addition, a network analysis can identify individuals with expertise relevant to a given innovation.":1,"#Developing an ability to rapidly test and refine an opportunity. Mapping decision-making networks can quickly reveal where certain decision rights (who can make what kind of decision) need to be redefined or reallocated to allow for more rapid prototyping.":1,"#Creating a network-centric ability to sense and respond to opportunities. Networks enable organizations to sense opportunities or problems in one pocket and rapidly tap into the expertise of other pockets to coordinate an effective response. Some organizations create awareness network diagrams (network diagrams based on who understands the skills and expertise of colleagues throughout an organization).":1,"#Successful leaders use five practices to overcome the barriers that undermine many organizations’ ability to identify innovation and opportunities.":1,"#Insularity. The inability to recognize and leverage relevant external expertise can yield excessive cost structures and delays that result in missed market opportunities. Executives must be aware of how externally sourced information and expertise migrate into the organization. A network view identifies gaps and inefficiencies in how networks extend outside the organization.":1,"#Domination. The voices of a few central network members can drown out novel ideas and drive innovation efforts along traditional trajectories, long after the market has veered in another direction. A network perspective can help managers determine if outdated paradigms are dominant and if relevant expertise is being relegated to the fringes of the network.":1,"# Fragmentation. Collaboration often breaks down across functional lines, technical capabilities, and occupational subcultures in ways that invisibly undermine strategic innovation efforts. All too often, network fragmentation arises from the organization’s formal structure. When this occurs, leaders need to foster collaboration among those with the right expertise and influence.":1,"#Network analysis reveals value creation possibilities that emerge simply by reconfiguring resources, expertise, and influence in existing networks. ONA can make visible the patterns of collaboration that either support or undermine innovation. Cross and Thomas have found three key network obstacles to innovation in organizations:":1,"#Failure to innovate effectively and efficiently can often be traced to two categories of network problems: the inability to recognize opportunities and recombine expertise that is either in-house or accessible through extended networks, and the inability to test and prototype ideas rapidly. The first problem is a failure to exploit the expertise and networks at an organization’s disposal. The second problem is an inability to drive change through these networks and to reshape them in ways that create value.":1,"#Now more than ever, important innovations arise from the flow of knowledge and capabilities across internal and external networks. Although these networks have traditionally formed serendipitously, it is becoming increasingly important for leaders to cultivate them in targeted ways.":1,"#Managing Rapid Innovation":1,"#Execution A network perspective can bring powerful new insights to execution and improvement of organizational activities like innovation, resource allocation, and teaming. While many organizations turn to improvement methodologies like total quality management or Six Sigma, these methods do not consider the social side of organizations. ONA provides a unique advantage to leaders by recognizing the importance and necessity of effective collaborations for driving innovation and execution.":1,"#Part Two:":1,"#Leaders should locate the dominant values situated in a network that preclude groups from adapting new ways of working. Often, these values are held by seemingly invisible people at key points in the network.":1,"#Key points of network fragmentation between cultural values and goals must be specified. Seeing competing forces in a network enables more targeted means of aligning goals than methodologies focused only on formal structure.":1,"#It is important to identify the positive and negative culture carriers who are central and influential in the network. Both positive and negative culture carriers can occupy central network positions and cancel out each other’s efforts.":1,"#Leaders should define the cultural values, goals, and practices that are critical to alignment with strategic objectives. Once articulated, these can be measured along with an organizational network analysis.":1,"#Cross and Thomas believe that alignment and integration require much more than formal organization charts and value statements. Leaders need a clear view of how cultural forces shape and are shaped by the interactions that constitute an organization’s network structure. Steps that generate greater cultural alignment include the following:":1,"#Overly dominant values. In many cases, trouble arises because beliefs or assumptions become so pervasive that they reinforce negative patterns of interaction and restrict new ways of working. In these instances, ONA can help unearth hidden, but influential assumptions so they do not inflict more damage.":1,"#Cultural fragmentation in networks. ONA is a critical tool in addressing rifts in culture. It enables leaders to see exactly how culture is distributed and where gaps undermine performance. Combining cultural values with ONA allows leaders to achieve a more complete view of how different values and practices result in network breakdowns.":1,"#Key culture carriers. The ability to visualize culture carriers and their influence on the network creates opportunities to drive cultural change. Negative culture carriers who are highly central are prime candidates for behavioral coaching, developmental staffing efforts, and mentoring relationships. Leaders can also reinforce the behaviors of positive culture carriers by rewarding their actions and embedding these behaviors in performance assessments.":1,"#Combining culture surveys with ONA helps leaders drive alignment in three ways:":1,"#ONA provides a great advantage by allowing leaders to see how culture is distributed through a network, whether beliefs and values are integrating in a way that supports strategic objectives, or whether diverging values, practices, and goals are invisibly tearing the organization apart.":1,"#Culture and employee engagement surveys can be analyzed to show differences in attitudes and beliefs in organizations. However, they provide little insight into the networks that make certain voices and perspectives more important than others. These surveys do not allow leaders to see which values are held by those who are highly central in the network and therefore more influential in the organization.":1,"#Although most leaders pursue cultural alignment with strategic objectives, success is often elusive. The biggest challenges stem from the fact that there is no lens through which to view how culture operates and there are no tools to achieve greater alignment. When broad cultural change programs are used to align culture with new initiatives, the results are usually disappointing.":1,"#Creating an organizational context that enables the right networks to flourish and develop over time.":1,"#Conducting an organizational network analysis to assess existing collaborations and alignment between the current network and the ideal network needed to support strategic objectives.":1,"#Identifying the critical relationships that must exist for the network to support strategic objectives. These relationships will always be unique and will depend on strategic goals.":1,"#Defining the core value proposition of a network either as a product of how it supports strategic objectives of the organization or through that network’s ability to enable the organization to sense and respond to key market opportunities and threats.":1,"#Instead of mandating collaboration or assuming that more connectivity is better, leaders instead need to focus on the core network components that will deliver value and on the few high-leverage organizational design variables that will support these networks. As leaders determine which network characteristics can deliver on specific value propositions, four steps are necessary:":1,"#Routine response networks: These networks operate best in environments where both problems and solutions are fairly well defined and predictable, and the work is standardized. Value is delivered through efficient and consistent responses to established problem domains. Insurance claims processing, call centers, and late-stage drug development all require low-cost and reliable coordination of expertise to solve commonly occurring problems.":1,"#Customized response networks: These networks develop in order to define a problem or an opportunity rapidly and to coordinate relevant experience in response. They are “custom” in that the value of these networks derives both from the framing of a problem and the creation of an innovative resolution. Organizations obtaining value from customized response networks include: strategy consulting firms, high-end investment banks, new product development consultancies, and earlystage drug development.":1,"#The authors have identified two different network archetypes:":1,"#If, instead, leaders employ a network perspective, they can ensure that collaborations deep within the organization support the strategic objectives as efficiently as possible. Networks enable organizations to do two things: recognize opportunities and challenges, and coordinate appropriate responses. The kind of network that an organization needs depends on its value proposition, strategic objectives, and the nature of its work.":1,"#Most leaders still rely too heavily on formal structures when designing their organizations and implementing strategy. However, formal organizational changes often do not shift the underlying networks. The result is a disconnect between strategic objectives and network configuration. This disconnect leads organizations to underperform relative to the expertise and resources they possess, or to create unmanageable collaborative demands with efforts that connect people in indiscriminate ways.":1,"#Formal organizational structures often overlook the fact that every organization also has an informal “invisible” organization. This informal organization coexists with the formal organization, and it can be seen as an answer to the shortcomings of the formal structure. Cross and Thomas suggest that ONA is a useful tool for making the informal organization visible. ONA also provides leaders with the means to align individual and collective action with strategic objectives.":1,"#Part One: Alignment":1,"#A key concept used throughout the book is organizational network analysis or ONA. This is a powerful new way for leaders to see what goes on inside their organizations, to diagnose problems and opportunities, and to stimulate innovation and performance. By quickly revealing previously invisible networks, ONA makes it possible for leaders to identify areas where collaboration thrives and to monitor critical points of value creation.":1,"#Although network analysis has existed for many decades, the managerial application of this discipline has evolved slowly. Driving Results Through Social Networks pushes this evolution forward by exploring business applications of network analysis and offering a unique set of insights into ways that network analysis can be used as a strategic tool to generate value in organizations. Rob Cross and Robert J. Thomas provide readers with a set of applications that have consistently yielded substantial business impacts.":1,"#Identify high performers and outliers in the organization’s network":1,"#Intervene where necessary to provide direction without interrupting normal operations":1,"#Find collaborative hot spots and monitor critical points of value creation":1,"#ONA reveals previously invisible networks and makes it possible to:":1,"#A network perspective aids leaders in three of their most critical tasks: aligning people around strategic objectives, executing essential processes, and adapting to change. Organizational network analysis, or ONA, is a powerful new tool for executives and managers to see what goes on inside their organizations, to diagnose problems and opportunities, and to stimulate innovation and performance.":1,"#Throughout the book, case studies are provided to reinforce core concepts. Driving Results Through Social Networks is designed to be read from cover to cover, as content builds from chapter to chapter. The book includes a comprehensive index for those who seek to review information on a specific topic. Senior executives are noticing the potential of Driving Results Through Social Networks to help organizations achieve performance breakthroughs. For example, Steve D’Amico, director of Design Learning and Capability, The Procter and Gamble Company, stated, “Informal networks are how work really gets done. While they are likely your most precious resource, most executives don’t know how to harness their power. Cross and Thomas describe how to use them to meet your strategic objectives.” Or consider the words of John Cammack, head of Third Party Distribution, T. Rowe Price Associates, who commented, “This book delivers on its promise by showing how leaders can fuel performance and growth through better management of networks within and between organizations….Having used these ideas in my own organization, I strongly recommend this book as a guide for leaders aspiring to obtain a multiplier effect on the skills and expertise of employees throughout a company.”":1,"#Driving Results Through Social Networks by Rob Cross and Robert J. Thomas is relevant to a wide variety of people ranging from individual contributors, managers, and executives. The book provides repeatable processes that can be used to improve business performance through network analysis.":1,"#Jossey-Bass":1,"#How Top Organizations Leverage Networks for Performance and Growth":1,"#Robert J. Thomas":1,"#Rob Cross":1,"#Today’s social media space has left many companies baffled about how to effectively market to their customers. These companies, which have relied on tried-and-true marketing and advertising tools, must now rethink how they connect with their customers. Customers are king in social media because they are vocal and can influence a company’s brand with their opinions and recommendations. In Return on Relationship, Ted Rubin and Kathryn Rose advise companies to embrace social media and build meaningful online relationships with customers. Companies must implement strategies that build two-way communication, trust, and transparency with their customers. Only then will they reap a return on relationship that includes loyal customers and brand advocates who will ultimately help increase sales.":1,"#Return on Relationship":1,"#The article discusses three simple rules to smart networking that can provide a high return on investment which comprise trying to meet a person of similar interest once a month, doing something nice to someone in the network weekly, and spending time with professionals who are unlike oneself. It explains that monthly renewal of relationships keep one relevant and connected, weekly favors can bring a likely strong return, while professionals of various genre bring different perspectives.":1,"#Sallie Krawcheck":1,"#Smart Networking":1,"#In the business world, it is sometimes easy to focus on the business of making money and lose sight of people, be they co-workers, clients, vendors, or customers. This is a mistake, according to Joe Takash, author of Results Through Relationships. For anyone who is interested in being successful in business, it is the building of relationships which will bring the advancement and success that they desire. When people take the time to go beyond just the surface of their relationships with those they work with, relationships form that are richer and far more rewarding. It is then that stakes develop-not only for one's success, but the success of everyone concerned or connected to the company.":1,"#The article discusses benefits of social media for marketers such as engaging with customers, build brand affinity and sharing videos at low cost. Topics discussed include representing brand of a company by employees, managing of brand on social media by encouraging employees, and sharing history of shipping company Maersk Line.":1,"#Aaron Lavin, Christine Moorman, Katie Campbell Dettmann, Becca Ramble":1,"#The Social Media Mulitplier Effect":1,"#In this article, the author shares benefits of social media and networking. Topics discussed include the author's book \"Your Network Is Your Net Worth,\" the importance of the impact of technology on connecting in management community and a survey by CareerBuilder, online employement portal in U.S., about prescreening of candidates through social media in 2009. Also mentions about focusing on passions and reorganizing networking around values and belief to get success and happiness.":1,"#Porter Gale":1,"#Connecting Your Networking to Your Passions":1,"#The article examines social media success strategies that drive a positive return of investment (ROI) for the business. It discusses the use of social media to interact with the customer and the community and the importance of the three main platforms namely Facebook, LinkedIn, and YouTube. It also suggests several metrics that can be measured such as Social Referral Traffic and Goal Completions, Social Media Leads, and Increases in Branded Traffic.":1,"#Natalie Henley":1,"#324 Results found for \"Driving Results Through Social Networks\"":1,"#No Results found for \"social theory\"":1,"#Results":1,"#How to Get Results Through Collaboration":1,"#Deliver Results Through Coaching":1,"#Results Through Relationships":1,"#The article discusses the development of a collective leadership philosophy (CLP) to keep the organization on a steady course. Topics include the importance of personal philosophy, the potential of a leadership philosophy to bring into focus the values and thoughts that are important for the improvement of organizational leadership, and the significance of having a preparation and adoption of a leadership philosophy.":1,"#Ron Wilde, Phillip Messina":1,"#Developing a Collective Leadership Philosophy":1,"#The article offers how to build a professional learning network (PLN). Particular focus is given to how this relates to business and human resources (HR). Additional topics discussed include the rise of social media, insights from Gemma Dale, the HR director for Tunstall Healthcare, and L&D (Labor & Development).":1,"#It's Not What You Know - It's Who You Know":1,"#The article focuses on the introduction of Threads, a new social media platform linked to Instagram, and its potential impact on marketers and brand managers. Topics include an overview of Threads, user demographics, considerations for B2B and B2C marketers, best practices for using Threads, and the need for marketers to align their content strategy and brand messaging across various platforms.":1,"#Should You Add Threads to Your Social Media Strategy?":1,"#systematic-thinking-or-a-quick-fix":1,"#Since our culture demands immediate action for any and all perceived problems, managers often take action (i.e., do something) when inaction is warranted. This tendency to act, rather than think, is all too often the impetus for recognition and reward in our industrial society, leading to short-term gain at the expense of sustained organizational performance.":1,"#Unfortunately, business managers generally do not adopt systemic thinking in their workplaces because a systemic approach places a premium on \"reflective thinking\" rather than \"doing.\"":1,"#Systemic thinking represents a dramatic departure from the traditional business approach. Its application in management seeks to promote effective relationships among the organizational units as opposed to the time-honored optimization of individual business functions. Further, rather than viewing a business organization as an isolated entity, a systemic approach views the organization as a life system interacting with the rest of the ecosphere. This ecological view of business supports organizational activities that provide for long-term sustainability.":1,"#Systemic thinking involves developing a thorough understanding of the functioning of systems and the ability to see and understand the interrelationships of the parts and the whole. Such thinking requires the ability to take multiple perspectives when observing a situation and to apply the integrated knowledge gleaned from those perspectives to the selection and solution of problems.":1,"#Summary":1,"#Since business organizations are microcosms of the broader culture, we would expect to see the results of cultural priorities at work in business operations. Thus, managers are often viewed as being responsible for leading an organization out of trouble. A bias toward taking action to promote the appearance of everything being \"under control\" can cause a manager to be seen as a hero. Such bias toward action is frequently crucial to the success of a manager. Many current managers have been promoted due to a history of prompt action. Since this is a common justification for promotion, managers may feel compelled to \"fight fires\" rather than focus on longer-term solutions to problems.":1,"#Managers frequently fail to engage in systemic management thinking because our culture values action more than ref lection. Among the many features of systemic thinking is the recognition there are many interconnections in complex systems, and action should be based on understanding the system and its potential for producing unintended effects from any action we take. Thus, systemic thinking requires reflection on what is observed, as opposed to immediate management action. Nevertheless, managers often feel they must \"do something\" rather than \"think reflectively\" because appearance is of central importance. Unfortunately, the thing done is likely to focus on symptom relief. In contrast, fundamental solutions require time for observation, understanding, design and implementation.":1,"#Systems thinking, as the term implies, is intended to change management behavior by changing how problems are perceived, and changing the cognitive processes involved in seeking solutions to problems. Systems thinking should invite us to think about how we think, not just to think about how we solve a particular problem. Thus, approaches that foster systemic management should have broad application across many different systems. That is, to claim to foster systemic management, an approach must deal with regularities of system behavior, independent of the specific \"stuff\" (i.e., materials, products, outputs, etc.) of the system. Systems approaches are about recognizing patterns that cut across systems, and from these regularities deriving useful understanding of \"epistemological errors,\" errors in how we know, think and decide, that lurk in nonsystemic thought. If one accepts these requirements for an approach to systemic management thinking, then it follows one's interest must focus on changing thinking, not just on informing decisions.":1,"#Business managers are generally interested in any tool that will help them solve immediate business problems and guarantee future success. A belief that such a universal tool can be found is based on the assumption the future is predictable and solutions will be durable. Unfortunately, in our complex, rapidly changing world, chaos appears to be more the rule than the exception. The future often is not predictable and solutions must be regarded as temporary at best.":1,"#Why Managers Fail To Think Systemically":1,"#The ecological perspective illustrated in Table 2 reflects a view increasingly incorporated into descriptions of systems thinking. The ecological view of business supports organizational activities that provide for true long-term sustainability by embodying the basic principles of ecology, including interdependence, recycling, partnership, flexibility, diversity and sustainability. A broader view of systems thinking considers human beings and their organizations as participants in the web of life. Such thinking views the organization as a living system.":1,"#Table 2 (see page 15) shows how our thinking changes when we shift from the mechanistic view of business to this view of a life system that coexists with natural processes.":1,"#Systems thinking is about taking a wider view of phenomena. Systemic thinking arises when we change our view of the business organization from the perspective of a machine to the perspective of a living entity in itself. A systemic approach views the organization as a life system interacting with the rest of the ecosphere. From that perspective, sustainability requires thinking about the organization as a web of interconnected wholes in a co-evolving web that includes all living beings. This extension makes us aware the only meaningful unit of survival is not the organization itself, but includes the organization and its environment. Meaningful portrayals of systems thinking are increasingly recognizing that only when people and organizations concede the biosphere is necessary to survival can real sustainability be achieved.":1,"#Johnson, as refined in personal communication in 1996, has proposed a number of criteria that contrast the changes in thinking between old-style businesses and those operating under the new paradigm. These criteria are presented in Table 1. (See page 15).":1,"#Capra and D. Steindl-Rast identified a number of changes one experiences in shifting from the classical Newtonian scientific paradigm to the systemic thinking paradigm. One change is a shift from part to whole, such that what has been called the part is seen as a manifestation of a pattern that underlies and shapes an inseparable web of relationships. Another change is a shift in focus from the structure of things to the process that manifests the structure. A view of business based upon these two features of systems thinking focuses not on optimizing small portions of the overall business, and assuming the sum of the optimized parts will represent the optimal whole, but instead, focuses on patterns which connect processes by which the business accomplishes its work. The new systemic view of managing does not focus on outcome, but on learning about the relationships that produce patterns of observed outcomes.":1,"#Old Style Thinking Vs. Systemic Thinking":1,"#Thinking in a very broad sense is the ability to unravel novel situations - those for which pre-programmed instincts do not provide adequate resolution. An individual engaged in systems thinking must constantly be integrating multiple perspectives. This entails obtaining, refining, understanding and testing what is observed. In other words, thinking in this sense is learning.":1,"#Systems thinking involves developing the ability to see the parts and the whole, and understand how they are related. Systems thinking seeks to understand how emergent properties arise in the whole through relationships among the parts. It also defines the meaning of the parts through the whole. Such thinking requires the ability to take multiple perspectives when looking at any situation, and then to integrate the knowledge gained from these perspectives in understanding how complex interrelationships give rise to the observed behavior of the system.":1,"#Clearly, systems thinking involves developing a broad understanding of systems. It comprises elements and processes that cross the traditional disciplinary boundaries of a \"modern\" world deeply fragmented by our passion for expertise. Thus, we might conclude systems thinking looks for the common in things, and serves as the antidote to the frequent lament people have come to know more and more about less and less.":1,"#Senge argues systems thinking is a conceptual framework consisting of knowledge and tools that make patterns of whole phenomena observable, and point toward ways to effectively change the phenomena. Senge and Kleiner say systems thinking . . . encompasses a large and fairly amorphous body of methods, tools and principles, all oriented to looking at the interrelatedness of forces, and seeing them as part of a common process. The field includes cybernetics and chaos theory; gestalt therapy; the work of Gregory Bateson, Russell Ackoff, Eric Trist, Ludwig von Bertallanfy, and the Sante Fe Institute; and dozens or so practical techniques for \"process mapping\" flows of activity at work. All of these diverse approaches have one guiding idea in common: behavior of all systems follows certain common principles, the nature of which are being discovered and articulated.":1,"#Senge argues systems thinking is a conceptual framework consisting of knowledge and tools that make patterns of whole phenomena observable, and point toward ways to effectively change the phenomena. Senge and Kleiner...":1,"#Systemic Thinking Defined":1,"#Since the publication of P. Senge's The Fifth Discipline in 1990, business academicians and practitioners alike have urged managers to think systemically in their quest for solutions to business problems. Many, including Senge; H.T. Johnson ; Senge, C. Roberts, R.Ross, B.J. Smith and A. Kleiner, F. Capra; and A.P. DeGeus have suggested a change to systemic thinking is necessary for sustainable success in today's business environment.":1,"#by Michael E. Smith, Jerry Kinard":1,"#A managerial dilemma":1,"#Clicking this link will redirect to relevant products for the Authors Jerry Kinard.":1,"#Jerry Kinard":1,"#Clicking this link will redirect to relevant products for the Authors Michael E. Smith.":1,"#People judge one another based on two categories of social perception: warmth and competence. Individuals who exhibit warmth and competence tend to generate feelings of trust and admiration in others. These types of judgments occur in all relationships, including those that involve commercial transactions. In The Human Brand, Chris Malone and Susan T. Fiske describe how the warmth and competence theory of human interaction also applies to how people interact with brands and companies. They suggest that successful companies present themselves as human and create shared value with consumers through the new rules of the “Relationship Renaissance.”":1,"#Chris Malone, Susan T. Fiske":1,"#The Human Brand":1,"#The article focuses on the theory of Douglas McGregor, professor, executive, and consultant, on the aspects of why do workers work the way they do within the organization in the context of managerial science. Topics include the assumptions of the managers on workers under his theories on the nature of employees relative to work, the management's approaches on the set of assumptions towards employees, and the theory which allows the workers to reach out to management.":1,"#So What Are They Really Like?":1,"#Andrés Tapia is a Senior Partner and Global Diversity & Inclusion Strategist at Korn Ferry, a premier global provider of leadership and talent search and management solutions. A published writer and prominent speaker, Tapia is the co-author of Auténtico: The Definitive Guide to Latino Career Success - A Latino Executive Manifesto, The 5 Disciplines of Inclusive Leaders: Unleashing the Power of All of Us, and the author of The Inclusion Paradox: The Obama Era and the Transformation of Global Diversity.":1,"#The challenge with these conflicting world views? They really affect expectations around behavior, how to hold people accountable, how to express yourself, and how to make decisions. And therefore, how performance will be judged. Be aware of these differences as you navigate corporate culture. This does not mean (Spanish phrase) you need to abandon your cultural preferences and just assimilate, but you need to be culturally agile to bridge the gaps.":1,"#One last difference: Corporate world view is that we can actually control many things outside of ourselves, as in God helps those who help themselves. Contrast this with the Latino world view of (Spanish phrase), god willing, (Spanish phrase), what will be will be. Or if I’m late going to the airport and I miss my plane, I would say the Spanish equivalent of “the plane left me.”":1,"#Third, managing emotions. Corporate America is more stiff upper lip, as in “don’t rock the boat,” “don't wear your heart on your sleeves,” versus the Latino culture that tends to be more passionate, as in the Costa Rican saying “Pura Vida, live life at the fullest.”":1,"#Second, in the belief about identity, corporate America is more individualistic and Latino culture is more communal. So, for instance, it’s no coincidence that English is the only language in the world where first person pronoun is capital—that’s how primary the sense of the individual is. But in Spanish, the only pronoun we capitalize is the plural you, “Usted.” This can make it difficult for Latinos to toot their own horn and call attention to their own contributions instead of highlighting the whole team. This is actually honorable, but can get in the way of ensuring that individualistic contribution gets noticed because promotions and rewards are usually given to the individual and not the team.":1,"#First, the Latino world view’s hierarchal; the corporate world view is more egalitarian. This could make it difficult for Latinos to speak up when they disagree with their boss or even the CEO, but this outspokenness within certain limits tends to be valued in corporate America and seen as a leadership trait.":1,"#I’ve worked with thousands of Latinos at all stage of corporate life and I’ve done extensive research with my colleague and friend Dr. Robert Rodriguez for our book, Auténtico: The Definitive Guide to Latino Career Success, and we’ve done extensive research on the difference between Latino and corporate world views. It is evident that there is a Latino world view that in many ways can clash with the corporate world view, which makes it very difficult to navigate for success if a Latino wants to advance. Let me give you some examples of how corporate and Latino world views can clash and create challenges for us.":1,"#I’ve worked with thousands of Latinos at all stage of corporate life and I’ve done extensive research with my colleague and friend Dr. Robert Rodriguez for our book, Auténtico: The Definitive Guide to Latino Career Success, and we’ve done extensive research on the difference between Latino and corporate world views. It is evident that there is a Latino world view that in many ways can clash with the corporate world view, which makes it very difficult to navigate for success if a Latino wants to advance. Let me give you some examples of how corporate and Latino world views can...":1,"#As Andrés Tapia points out, generational clashes in the workplace have only intensified over time. Become more inclusive by observing what each generation can teach the others.":1,"#How to Be Inclusive Across Generations":1,"#Regardless of the business you are in, you may be asked to make a compromise, take a shortcut, or justify a questionable behavior. As a counteraction, you’ll need to change the dynamics of the conversation. Elizabeth Doty present 4 strategies you can use to get your peers on board and ensure that the “right thing” happens.":1,"#How to Shift the Dynamic in a Meeting":1,"#How can you build trust with people not like you? Follow these 3 steps from Andrés Tapia.":1,"#How to Build Trust with People Not Like You":1,"#Lynda Gratton’s research shows that networks are absolutely fundamental to both being productive and having the ability to change. She presents 3 types of networks in particular that you should utilize.":1,"#The 3 Types of Networks We All Need":1,"#Regardless of the size of your business, you have the capacity to create impactful change. Sharon Rowe explains how, by focusing on more than yourself and your organization’s profit, you can become a social change agent.":1,"#How to Be a Social Change Agent":1,"#461 Results found for \"teorias sociales videos\"":1,"#No Results found for \"teorias sociales en español\"":1,"#The author offers opinions on marketing strategy and marketing science. It is argued that marketing and marketing science have been unduly focused on generalizations on the discipline due to the emphasis in business on economies of scale and growth and the desire in marketing science to establish set theories. Efforts by marketers to apply generalization to social media are said to be directly opposed to social media's function as a means of communication between individuals.":1,"#Generalizing Our Way to Oblivion":1,"#407 Results found for \"social theory\"":1,"#Social Innovation, Inc":1,"#the-social-leader":1,"#Sudhanshu Palsule is an award-winning educator and is regarded as one of the leading thinkers in the field of transformative leadership. He works globally as a leadership professor, CEO adviser, and consultant to several Fortune 500 organizations and to the United Nations. He teaches at Duke CE and in the Advanced Management Program at INSEAD. Trained as a physicist, he uses principles of quantum physics to help senior executives negotiate complexity by helping them develop their mindfulness. Palsule has written several books, including Science, Technology, and Social Change; Managing in Four Worlds; The Ecology of Organizations; and Personal Growth.":1,"#Frank Guglielmo, PhD, is managing director of Park Consulting and an award-winning educator, consultant, and coach. He has created and led executive development programs around the world for over two decades. Prior to founding Park Consulting, Guglielmo held executive positions in a number of Fortune 500 companies, including Interpublic Group, Altria Group, and Prudential Securities. His work in leadership development has included working with C-suite executives and boards on talent assessment, succession planning, and high-potential executive development.":1,"#References":1,"#Appendix":1,"#10. Social Scalability: Communicating in a Transparent World":1,"#9. Working with Social Information: Remaining Open and Adjusting Your Perspective":1,"#8. Connected Constituencies: Relating to Others Authentically":1,"#7. Moving Through Ambiguity: Proactively Influencing the World Around You":1,"#6. Dealing with Discontinuity: Leading from a State of Mindfulness":1,"#5. Becoming More: Developing Yourself as a Social Leader":1,"#4. Understanding Yourself as a Social Leader":1,"#3. The Leader as Mayor":1,"#2. The Business Organization as a Community":1,"#1. Leading in the Social Age":1,"#Part I: Making the Shift from General to Mayor":1,"#CONTENTS":1,"#By Anthony J. Bradley and Mark P. McDonald":1,"#How to Use Social Media to Tap the Collective Genius of Your Customers and Employees":1,"#By Ted Coiné and Mark Babbitt":1,"#How Companies Must Adapt to Survive":1,"#The Social Leader is full of examples showing how \"leading from the back\" works a lot better in the Social Age than the long-accepted practice of leading from the top down. Frank Guglielmo and Sudhanshu Palsule outline the process of becoming a social leader. They set out to help today's leaders become more productive and effective by adapting competencies they already possess to work better in the new Social Age. Although the book is intended for business leaders, its message would be equally helpful for members and leaders of civic boards and other groups that require people to work well together for the common good. A variety of worksheets are provided both in the text and in the appendix to help assess and improve readers' awareness of social leadership qualities. The book introduces several new concepts and explains them thoroughly, noting how they interrelate in the process of becoming a social leader.":1,"#Social networks provide the opportunity to connect entire communities, helping them become more collaborative and innovative. Even in the Social Age, the core principles of communication have not changed. Communication is still not so much about what people say, but what the listeners hear. Receivers of information in the Social Age do not just collect information, they respond to it, share it, and add to it. Social leaders know how to make communication and information work to the advantage of all.":1,"#COMMUNICATING IN A TRANSPARENT WORLD":1,"#The story of Captain Chesley Burnett \"Sully\" Sullenberger III, a U.S. Airways pilot whose plane was struck by a flock of geese in 2009, exemplifies what it means to make quick, high-quality decisions. The plane was badly damaged, and the initial plan was to return to LaGuardia Airport where the flight had originated, but it was too far away. A second option was to land at a closer airport, but Sullenberger decided to land the plane in the Hudson River because he had noticed that there were boats in the area that would be able to rescue the passengers. Being able to analyze all available options in the middle of a crisis, while remaining mindful of the situation at hand, helped Sullenberger save the lives of all his passengers.":1,"#The final challenge to IKU leadership came when two members of the team traveled to India to the town where a new factory would have to be built in order to expand the RFID product line. At a town hall meeting, it became clear that many people did not want the factory to be built. One of the leaders wanted to ignore the crowd, but the other leader told the townspeople that they were not there to tell them anything, only to listen to their concerns, which was disarming and inclusive. The second leader diffused the situation and included the townspeople as partners in the project. He was able to think on his feet and show empathy. Part of being successful in the Social Age is having the ability to pick up on cultural, social, and environmental cues and using that information to make good decisions.":1,"#Working with Social Information":1,"#Social leaders know they cannot rely solely on their authority to get their messages across. Studies have shown that people will disregard facts in favor of their own strongly held beliefs and values, which further compounds the problem of coming to consensus in some situations. In order to reach a person, leaders must link a person's thoughts and feelings with the situation at hand. To do this, social leaders must be self-attuned and act upon other people's emotions. They need to ensure that employees understand the purpose of an initiative and become directly involved, and they should make efforts to connect employees to one another to increase collaboration.":1,"#The RFID label plan came together in about five months, at which point it was time to sell the plan to the company. The VP of strategy did not like the fact that the plan allowed for two different results and that people would be laid off, which ran counter to the company's history of being a growth company. Two of the executives reported that there was excitement for the project across all levels of the company, and they encouraged the VP to talk to some of the teams on the ground to see what they had to say.":1,"#Connected Constituencies":1,"#The IKU managers were, for the most part, just doing what came naturally. Most of them had never dealt with the challenge of completely rearranging the company to make room for a new division with no guarantee of financial success. Many did not thrive or even respond well to the ambiguity of the Social Age, where a certain course of action is replaced by a wide range of possible outcomes, with no assurances that any of them will succeed. Successful social leaders maintain long-term goals, and by shortening the horizon in which an action plays out, short-range objectives can be made more manageable. Reassessing and making adjustments after each immediate action makes it easier to take the next step, and anxiety can be lessened by using the right CABs.":1,"#Each IKU crisis team member reacted differently to suggestions brought to them by various departments with regard to the label project. One team member said he would send the suggestions to others on the crisis team, but told the department not to expect much. Another crisis team member, who was a genuine social leader, communicated the ideas she received right away and asked others on the crisis team to help her. She was seen as being proactive because she believed in her ability to initiate, execute, and control her own actions within the scope of the project. She also believed in listening to other people's opinions.":1,"#Moving Through Ambiguity":1,"#The authors looked at each member of the crisis team during this exercise to evaluate their conversations, actions, or behaviors (CABs) and how well they used and adapted them to bring about desired results. Social leaders should always reflect on their reactions to unexpected changes and determine how their values affect their CABs.":1,"#IKU's crisis team came at the project from its unique perspective, but also viewed the problem through the lens of different leadership styles. One team member talked to customers, another collected information concerning the impact increased production of RFID labels would have on various parts of the company, and other employees in the company had begun to debate the project over social media.":1,"#Dealing with Discontinuity":1},"version":204164}]