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Socrates said, \"Be as you wish to seem.\" We're congruent when we are predictably ethical in every context and consistent across settings. We're morally aware; we understand our ethical responsibilities broadly. We know what can happen to others if we make bad decisions, and we make it a priority to avoid creating a negative impact on any constituent. We're competent; we...":1,"#<span ljsid-1=\"\">1</span> of <span ljsid-3=\"\">630</span>":1,"#You are currently logged in as jriverat@unis.edu.gt":1,"#Updated Email Successfully":1,"#You are currently logged in as juanriti@gmail.com":1,"#By Nicky Dries, Joost Luyckx, and Philip Rogiers":1,"#What 570 Experts Predict the Future of Work Will Look Like":1,"#Create a meta technology management strategy that encompasses all organizational levels and functions and extends past organizational boundaries.":1,"#Matrix these key technologies according to their feasibility in terms of likelihood to succeed and cost.":1,"#Base your technology roadmap on a prioritized list of relevant emerging technologies, then focus your attention on the most promising three or four.":1,"#By employing the following techniques, you can make the right decisions regarding timing and cost convergence and successfully bring a multifaceted, slow-developing innovation to fruition:":1,"#Though many people think self-driving cars are a new advancement, in fact they’ve been in development for a century. Their history provides a case study in how to effectively address slow-developing multitechnology innovations.":1,"#By Tucker J. Marion, David Deeds, and John H. Friar":1,"#Make Better Strategic Decisions Around Slow-Developing Technology":1,"#Section 3: Predicting and Building Your Company’s Future":1,"#The Messy Middle of Disruptive Change":1,"#Take advantage of open-source development, both to reduce energy consumption and to identify resources that can help you run your AI more sustainably.":1,"#Select processing infrastructure that’s highly energy efficient.":1,"#Choose a hybrid approach (cloud verses onsite) for processing and only use as much capacity as you need.":1,"#Make smart and sustainable choices at each phase of AI model development and implementation.":1,"#Follow these directives to minimize the environmental impacts of AI while enjoying its benefits:":1,"#AI advancement is exponentially increasing energy and water consumption demands. Goldman Sachs is predicting a 160 percent increase by 2030. There’s a critical need to develop sustainable AI practices now, as well as to apply AI to environmental sustainability overall.":1,"#By Christina Shim":1,"#How Companies Can Mitigate AI’s Growing Environmental Footprint":1,"#With the extremely rapid pace of AI innovation, you can expect to see many DeepSeek moments on the horizon.":1,"#China has become a worthy contributor to the development of frontier AI models and prioritizes algorithmic efficiency. The country boasts an exceptionally innovative research team.":1,"#DeepSeek R1 is open source, making it very attractive to users. It aligns with a market trend where open-source and proprietary AI co-exist, a trend that’s expected to continue.":1,"#As AI becomes more ubiquitous, its costs are falling. DeepSeek R1 and similar market entrants are expected to reduce the inference costs typically associated with AI adoption.":1,"#The January 2025 announcement of DeepSeek’s R1 AI model shook the AI value chain and signaled a significant shift toward AI models capable of reasoning and problem-solving. The following five takeaways will help you put this event into context and prepare for the future of AI in your organization:":1,"#By Toby E. Stuart":1,"#What DeepSeek Signals About Where AI Is Headed":1,"#Design and include data cooperative clauses in your employment contracts.":1,"#Implement data literacy training programs for your employees.":1,"#Assess your internal data resources and their potential value for training AI models.":1,"#Take these three steps to prepare your organization for the future of the digital economy:":1,"#However, AI can’t function without the data that feeds it. Individuals must create a continually updated digital footprint for AI itself to remain current. Data cooperatives are an emerging trend that allows individuals to own and monetize their digital footprint so they can continue to create content without fear of becoming obsolete.":1,"#Though the future of life with advanced technology can’t be known, together we can decide what that future will be.":1,"#As AI continues to make deeper inroads into fields like marketing, process and product design, and programming, white collar workers are feeling its encroachment into their roles and worrying about their future employment. Content developers are concerned about a future work world that has no place for them.":1,"#By José Parra-Moyano and Amit Joshi":1,"#Data Cooperatives Are the Next Frontier of Labor Relations":1,"#<em ljsid-0=\"\">Seek</em><em ljsid-1=\"\"> out frameworks for establishing accountability</em>. There are often multiple parties with varying levels of responsibility involved in an update disruption. Work with your IT partners to establish accountability boundaries.":1,"#<em ljsid-0=\"\">Build cyber resilience into your systems</em>. Perform a rigorous analysis of your IT infrastructure and take steps to ensure maximum resiliency.":1,"#<em ljsid-0=\"\">Choose the mitigation method that makes the most sense for the situation</em>. Consider the type of update, the target system, and the potential impacts before choosing immediate versus delayed mitigation.":1,"#<em ljsid-0=\"\">CrowdStrike content updates will always carry risk</em>. Overall, CrowdStrike is extremely effective at protecting systems. However, updates can occur several times in one day and be disruptive. Be prepared to accept and manage the consequences of disruption to gain the value of the added protection.":1,"#The CrowdStrike cybersecurity software update outage of 2024 crashed more than 8.5 million systems and led to financial losses in the billions. Here’s what leaders need to learn from this incident and what they must do to prevent a similar one in the future:":1,"#By Raphael Yahalom":1,"#What the CrowdStrike Glitch Can Teach Us About Cyber Risk":1,"#The conversion of multiple-AI driven technologies, including blockchain, <em ljsid-1=\"\">agentic AI</em>, and <em ljsid-3=\"\">living intelligence</em>, are driving innovations that are almost beyond imagination.":1,"#Section 2: Tech Stories with Big Impact":1,"#Monitoring the regulatory and policy environment.":1,"#Committing to preparation.":1,"#Identifying relevant use cases.":1,"#Developing disruption scenarios.":1,"#Explaining what living intelligence is.":1,"#You can help prepare your organization for this revolution by:":1,"#In the bioengineering realm, generative biology could deliver new biological components and potentially, new organisms. Imagine a structure that can self-regulate factors like light, temperature, and ventilation without any human or computer interaction.":1,"#With even more detailed and advanced data delivered by an expanding array of sensors and integrated with ever-evolving AI, the future holds the possibility for personal, corporate, and government LAMs that generate highly personalized decisions and experiences for every aspect of our lives.":1,"#AI is merely one step in a much broader continuum of life-changing innovation. For organizations to succeed in this new environment, they must exercise their continuous transformation muscles. For example, AI, advanced sensors, and biotechnology are converging to create what could be called <em ljsid-1=\"\">living intelligence</em>—systems capable of sensing, learning, adapting, and evolving. This living intelligence thrives on a steady stream of robust data fed to it through sensing technology and interconnected devices. As a parallel to the <em ljsid-3=\"\">large language models (LLMs) </em>used in generative AI that tell us what to say, these <em ljsid-5=\"\">large action models (LAMs)</em> tell us what to do by prompting immediate action based on real-time information.":1,"#Advanced artificial intelligence (AI) is and will continue to be the primary driver of this messy and disruptive innovation.":1,"#Why “Living Intelligence” Is the Next Big Thing":1,"#You can begin using these building blocks to create personalized care for your patients and practice by identifying high-volume, high-impact processes and creating a robust and reliable data source.":1,"#The existence of artificial intelligence tools.":1,"#A sophisticated understanding of process design.":1,"#Modular processes.":1,"#Abundant data.":1,"#The building blocks for this type of transformation are already in place and include:":1,"#However, properly applied smart process automation combined with AI tools can transform the health care experience, resulting in more effective, responsive, economical, and individualized care for every patient.":1,"#Despite ubiquitous electronic health records (EHRs), personalization within the health care industry is sorely lacking. This isn’t just a missed opportunity for health care providers; it’s also a disservice to patients. The lack of data coordination and personalization in health care can add inconvenience and unnecessary costs to the health care process and result in substandard treatment.":1,"#The technology landscape is changing rapidly, and disruptive innovation is becoming increasingly multidimensional.":1,"#By Robbie Hughes, J. Marc Overhage, and John Glaser":1,"#Why Isn’t Health Care More Personalized?":1,"#Be vigilant about maintenance.":1,"#Keep all AI assets used, indefinitely.":1,"#Do early proofs of concepts and iterate rapidly.":1,"#Design for user friendliness.":1,"#Prioritize standards over technology.":1,"#Build your blockchain-based AI model based on the following principles:":1,"#Blockchain technology is an excellent tool for achieving this goal. Blockchain creates an immutable record of every action taken to develop an AI model. It operates that model based on strict governance, standards, and requirements. In these ways, blockchain assures accountability, transparency, and enforceability—all of which are essential for establishing trust.":1,"#Because AI is programmed by humans and depends on human-driven data supplies, it’s vulnerable to bias and therefore can be untrustworthy. This is concerning to many individuals. Organizations that use AI are under pressure to ensure its trustworthiness and communicate that trustworthiness to their customers.":1,"#With increasingly advanced technologies, artificial intelligence (AI), and the accelerating speed of change, the technology innovation landscape has become more fluid, intermixed, and complex. In <strong ljsid-1=\"\">The Year in Tech, 2026</strong> from Harvard Business Review Press, experts offer insights into this new ecosystem and how to use the latest technology advancements to your organization’s greatest advantage.":1,"#By Scott Zoldi and Jordan T. Levine":1,"#Using Blockchain to Build Customer Trust in AI":1,"#The use cases for agentic AI are broad, and include customer service, manufacturing, sales support, and health and social care. However, it’s crucial that its application be well controlled and calibrated by humans.":1,"#Increased trustworthiness in data-based decisioning.":1,"#Enhanced experimentation and innovation.":1,"#Greater and more sophisticated task specialization.":1,"#Agentic AI’s advanced reasoning and execution capabilities make it an excellent enhancement to human-machine collaboration. Its benefits include:":1,"#<em ljsid-0=\"\">Agentic AI</em>, bots that can perform many functions humans perform in a human-like way, are one of the latest iterations of AI. These functions include making travel arrangements, providing virtual caregiving, and delivering real-time supply chain optimization. Their distinguishing factor from previous bot iterations is their ability to be proactive rather than simply rules based. They’re able to focus on a goal and find a way to achieve it.":1,"#By Mark Purdy":1,"#What Is Agentic AI, and How Will It Change Work?":1,"#ISBN: 979-8-89279-197-7":1,"#Section 1: What’s Coming Next With AI":1,"#These patterns emerge when you more deeply examine today’s technology advancements. Use them to better understand the current turbulent innovation environment and turn ambiguity into opportunity.":1,"#Every innovative disruption has a dark side.":1,"#Innovation takes much longer than people realize; be patient and persevere.":1,"#All innovations are based on patterns that make them predictable.":1,"#Innovation is never a lone venture and always requires a larger group effort.":1,"#However, despite this messiness, the following four historical patterns found in previous technological disruptions connect the innovations of the past with the advancements we’re experiencing today:":1,"#<strong ljsid-0=\"\">Scott Zoldi</strong> is the chief analytics officer of FICO. He’s received U.S. Patent 11574234 on the commercial application of blockchain to AI model development management. He’s also the author of more than 130 software patent applications, with nearly 100 granted.":1,"#<strong ljsid-0=\"\">Raphael Yahalom</strong> is a cybersecurity expert, an affiliated researcher at MIT Sloan School of Management, and a cyber risk strategic adviser.":1,"#<strong ljsid-0=\"\">Amy Webb</strong> is a quantitative futurist, CEO of the Future Today Institute, and professor of strategic foresight at NYU Stern School of Business. She’s the author of <em ljsid-2=\"\">The Signals Are Talking, The Big Nine</em>, and <em ljsid-4=\"\">The Genesis Machine</em>.":1,"#However, despite this messiness, the following four historical patterns found in previous technological disruptions connect the innovations of the past with the...":1,"#<strong ljsid-0=\"\">Toby E. Stuart</strong> is the Helzel Chair in Entrepreneurship, Strategy, and Innovation; faculty director of the Berkeley Haas Entrepreneurship Program; associate dean for external affairs; and faculty director of the Institute for Business Innovation at the Haas School of Business, UC Berkeley.":1,"#<strong ljsid-0=\"\">Christina Shim</strong> is the chief sustainability officer at IBM.":1,"#<strong ljsid-0=\"\">Philip Rogiers</strong> is an assistant professor of organizational behavior and organizational theory at University Ramon Llull, Esade Business School. His research focuses on the transformation and deconstruction of jobs, along with the exploration of alternative organizational forms that support a more human-centered future of work.":1,"#<strong ljsid-0=\"\">Mark Purdy</strong> is a cofounder and director of Beacon Thought Leadership, an independent advisory firm focused on content development and training services.":1,"#<strong ljsid-0=\"\">José Parra-Moyano</strong> is a professor of digital strategy at the International Institute for Management Development (IMD Business School) in Switzerland. His research focuses on the management and economics of data and privacy, with a special focus on how organizations can use data analysis techniques and AI to increase their competitiveness. He’s an award-winning teacher whose research has been published in top-tier academic journals.":1,"#<strong ljsid-0=\"\">J. Marc Overhage</strong>, MD, is the chief health informatics lead at Elevance Health. Previously, he was the director of medical informatics and a research scientist at the Regenstrief Institute and the Regenstrief Professor of Medicine at the Indiana University School of Medicine.":1,"#<strong ljsid-0=\"\">Tucker J. Marion</strong> is an associate professor of entrepreneurship and innovation at Northeastern’s D’Amore-McKim School of Business and the Mechanical and Industrial Engineering Department, College of Engineering.":1,"#<strong ljsid-0=\"\">Joost Luyckx</strong> is an associate professor of business and society at IESEG School of Management and a research fellow at KU Leuven. His research focuses on legitimacy struggles over multinational companies in the global public debate, more desirable futures of work, alternative organizations, and neutralization of social movement activism.":1,"#<strong ljsid-0=\"\">Jordan T. Levine</strong> is an entrepreneur and lecturer at MIT’s Sloan School of Management, where he helps graduate students create new possibilities at the intersection of business and technology. He’s also the founder of a blockchain-based environmental monitoring startup.":1,"#<strong ljsid-0=\"\">Amit Joshi</strong> is a professor of AI, analytics, and marketing strategy at IMD, and specializes in helping organizations use artificial intelligence and develop their big data, analytics, and AI capabilities. An award-winning professor and researcher, he has extensive experience of AI and analytics-driven transformations in industries such as banking, fintech, retail, services, automotive, telecoms, and pharma.":1,"#In earlier centuries, technological advances and their impacts on society were easily and immediately delineated as <em ljsid-1=\"\">before</em> and <em ljsid-3=\"\">after</em>. The invention of the printing press and the automobile are good examples. Today, technology advances overlap, the lines are blurred, and the disruptive technology landscape has become very messy. We could be well into the future before we can accurately define the before and after of any current or new technology advance.":1,"#<strong ljsid-0=\"\">Robbie Hughes</strong> led the clinical automation company Lumeon from its founding in 2005 through its acquisition by Health Catalyst in 2024. He’s worked to redesign and automate mission-critical care processes for some of the leading health care providers across the globe, including Optum and Kaiser Permanente in the United States and Nuffield Health and Bupa in the United Kingdom.":1,"#<strong ljsid-0=\"\">John Glaser</strong> is an executive in residence at Harvard Medical School. He previously served as the CIO of Partners Healthcare (now Mass General Brigham), a senior vice president at Cerner, and the CEO of Siemens Health Services. He’s cochair of the HL7 Advisory Council and a board member of the National Committee for Quality Assurance.":1,"#<strong ljsid-0=\"\">John H. Friar</strong> is an executive professor of management and entrepreneurship at Northeastern University.":1,"#<strong ljsid-0=\"\">Nicky Dries</strong> is a full professor of organizational behavior at KU Leuven and at BI Norwegian Business School. Her research focuses on repoliticizing the future of work and stimulating democratic debate, using methods aimed at triggering people’s imagination about the future like media analysis, robotic art and design, virtual reality, and science fiction movies.":1,"#<strong ljsid-0=\"\">David Deeds</strong> is the Schulze Professor of Entrepreneurship at the University of St. Thomas and academic director of the Schulze School of Entrepreneurship. He’s also a cofounder of the Entrepreneurship and Innovation Exchange and FamilyBusiness.org.":1,"#<strong ljsid-0=\"\">Scott D. Anthony</strong> is a clinical professor at Dartmouth College’s Tuck School of Business and the author of <em ljsid-2=\"\">Epic Disruptions</em>.":1,"#Ultimately, the future will be what we, together, make it.":1,"#The results point to the crucial importance of an interdisciplinary approach to addressing what’s to come. Each perspective has a valuable contribution to make to the conversation and the strategic decisions regarding how to best use advanced technology to benefit individuals and society.":1,"#Each group was strongly committed to the rightness of their perspective and was astounded at the others’ responses. They strongly believed their opinions were supported by the evidence they chose as confirmation. The researchers concluded that while they couldn’t predict what the future would hold, they could predict what people would think it would hold.":1,"#Perhaps it’s not surprising that when you divide 570 experts into three groups based on their profession and ask them what the future of work will look like, their opinions will be strongly influenced by their industry. In a recent such study, tech entrepreneurs were optimistic, economists were skeptical, and journalists were pessimistic.":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Dan Heath, Chip Heath":1,"#Earn a certificate of completion for this Learning Path by finishing 5 of the 5 elective content items.":1,"#Le changement climatique est une crise indéniable: les émissions de dioxyde de carbone ne cessent d’augmenter et les températures mondiales atteignent des niveaux records. Malheureusement, le monde s’est laissé séduire par un système bien établi basé sur les énergies fossiles, ce qui rend très difficile toute modification du statu quo. Dans son ouvrage « Terrible Beauty », Auden Schendler explique comment nous en sommes arrivés là et ce que les entreprises, les gouvernements et les particuliers peuvent faire pour impulser le changement.":1,"#Lancement":1,"#Vous cherchez à rester ancré, concentré et énergique tout au long de votre journée de travail ? Ce parcours d’apprentissage propose des techniques de pleine conscience simples et validées par la recherche que vous pouvez intégrer facilement à votre routine quotidienne. Elles vous aideront à réduire le stress, à améliorer votre concentration et à prendre soin de votre bien-être mental tout en étant plus productif.":1,"#Prêt à faire passer votre équipe commerciale de bonne à exceptionnelle ? Ce parcours de formation vous fournira des stratégies de coaching éprouvées, des conseils de gestion pratiques et les changements de mentalité nécessaires pour diriger une équipe performante qui atteint systématiquement ses objectifs et augmente son chiffre d’affaires avec assurance.":1,"#Vous vous demandez comment l'agilité peut transformer vos projets et les performances de votre équipe ? Ce parcours d'apprentissage décompose les principes agiles et la pensée Lean en stratégies pratiques que vous pouvez utiliser immédiatement pour dynamiser la collaboration, accélérer la livraison et rester flexible face au changement.":1,"#Les employés sont sensibles aux leaders qui inspirent la loyauté et leur fournissent les outils nécessaires à leur réussite. Dans son ouvrage « Inspire Greatness », Matt Tenney détaille une stratégie en quatre étapes, reproductible à l'identique, pour renforcer l'engagement des employés, améliorer la communication au sein de l'entreprise et optimiser la productivité du personnel. Les chefs d'équipe et les managers découvriront comment créer un environnement propice à l'excellence pour leurs collaborateurs.":1,"#L’épuisement professionnel ne se résume pas à la fatigue ; il s’agit d’un épuisement de la volonté. Maja Djikic explique comment identifier les facteurs qui vous épuisent et ceux qui vous ressourcent au quotidien peut vous aider à gérer le stress, à préserver votre énergie et à éviter l’épuisement professionnel.":1,"#À mesure que les organisations grandissent, leurs départements ont tendance à s'isoler et à devenir plus indépendants, se disputant les ressources et l'attention, ce qui nuit à la collaboration et à la performance. Dans son ouvrage « Think One Team », le consultant en entreprise Graham Winter défend l'importance d'unifier les grandes organisations en équipes uniques et performantes plutôt qu'en entités cloisonnées et repliées sur elles-mêmes. Il présente les signes de désunion et propose des pistes concrètes pour développer une culture d'équipe unie au sein de votre organisation.":1,"#Dans un contexte économique de plus en plus turbulent, les dirigeants doivent s'appuyer sur des valeurs partagées pour garantir la flexibilité, la résilience et la conformité réglementaire de leurs organisations. Les entreprises sous-estiment souvent les dommages que peuvent causer la fraude et des cadres réglementaires insuffisants. Dans son ouvrage « Intégrité au travail », Paul Fiorelli, JD, MBA, expert en éthique des affaires, explique comment un style de leadership fondé sur des valeurs peut assurer la pérennité d'une entreprise et prévenir la corruption. En favorisant une culture de la conformité, en privilégiant la transparence et en accordant la priorité au reporting interne, les dirigeants peuvent minimiser les risques, détecter les malversations et soutenir leurs collaborateurs.":1,"#De nos jours, trop d'entreprises privilégient le profit au détriment du bien-être de leurs employés. Par conséquent, nombre d'Américains n'occupent pas d'emplois leur offrant les salaires, les avantages sociaux et les perspectives nécessaires pour subvenir aux besoins de leur famille. Dans son ouvrage « L'Impératif éthique », Andrew C.M. Cooper explique comment transformer le capitalisme, de source d'inégalités économiques généralisées, en moteur d'une société prospère. En adoptant les principes et les pratiques du leadership responsable de Cooper, vous pouvez garantir que votre entreprise génère une prospérité collective pour ses employés, ses actionnaires et la communauté.":1,"#Une terminologie inclusive est nécessaire dans les sphères professionnelle et personnelle, mais beaucoup la trouvent déroutante. Le langage conscient est flexible, durable et créatif. Il minimise les schémas nuisibles et respecte autrui. Dans son ouvrage « The Conscious Style Guide », l’auteure primée Karen Yin propose un guide pratique permettant aux lecteurs de créer des systèmes personnalisés pour appréhender le monde linguistique actuel en constante évolution.":1,"#Comprendre les cycles financiers est essentiel pour mieux anticiper les cycles économiques, les fluctuations du marché et autres facteurs influençant les rendements à long terme. Dans son ouvrage « Any Happy Returns », Peter C. Oppenheimer analyse le paysage économique en expliquant les tendances structurelles et les supercycles, et en étudiant les variations économiques de l'après-Seconde Guerre mondiale à nos jours.":1,"#Les réseaux sociaux ont révolutionné la collecte de fonds pour les organisations à but non lucratif, les affranchissant des galas onéreux destinés aux grands donateurs et leur permettant de trouver des soutiens fidèles en ligne. Dans leur ouvrage « One-Click to Give », Jeremy Berman et Nick Black expliquent comment votre organisation peut tirer parti des plateformes de médias sociaux qui offrent des outils de collecte de fonds gratuits. Ces plateformes vous permettent de communiquer individuellement avec vos donateurs, de les remercier et de leur montrer l'impact de leurs dons. En utilisant ces outils, vous pouvez tisser des liens étroits qui encourageront les dons futurs, comprendre leurs motivations et trouver de nouvelles façons de fidéliser votre clientèle.":1,"#Recently Viewed <span ljsid-2=\"\">(938)</span>":1,"#197 Results found for <span ljsid-1=\"\">\"liderazgo\"</span>":1,"#No Results found for <span ljsid-1=\"\">\"Gestión de la Vinculación Universidad–Sociedad\"</span>":1,"#Search text cleared":1,"#424 Results found for <span ljsid-1=\"\">\"Gestión de la Vinculación Universidad–Sociedad\"</span>":1,"#You are currently logged in as 1631090582@wtwengage.com":1,"#Recently Viewed <span ljsid-2=\"\">(1555)</span>":1,"#ISBN: 978-1-63265-151-8":1,"#by David Avrin":1,"#why-customers-leave":1,"#Clicking this link will redirect to relevant products for the Author David Avrin.":1,"#Not committing to honesty is another way to destroy customer trust. Businesses may lie for various reasons, and...":1,"#Doug Fletcher, Tom McMakin":1,"#From TikTok to Facebook, all the social commerce capabilities introduced in 2021":1,"#423 Results found for <span ljsid-1=\"\">\"einkauf\"</span>":1,"#Choate Bridge Ventures - Logo":1,"#422 Results found for <span ljsid-1=\"\">\"Resumen del libro la pequeña Venecia De Francisco Javier Serrano\"</span>":1,"#Your Opt-Out Signal is active and being honored by this site":1,"#Opt-Out Signal is being honored":1,"#Opt-Out Signal Honored":1,"#Recently Viewed <span ljsid-2=\"\">(1554)</span>":1,"#Reset Audio-0:00/15:12":1,"#ISBN: 978-1-394-24104-0":1,"#Recently Viewed <span ljsid-2=\"\">(1553)</span>":1,"#Recently Viewed <span ljsid-2=\"\">(799)</span>":1,"#Bookmarked (12)":1,"#Recently Viewed (797)":1,"#Barbara Lesniak":1,"#Graham Winter":1,"#<var hour=\"\"></var>:<var minutes=\"\"></var> minutes":1,"#You are signed in as <var signed_in_as=\"\"></var>":1,"#<a ljsid-0=\"\">Graham Winter</a> is a best-selling author and adviser on leadership, teamwork and performance to leading Australian and international organizations. He’s the founder and executive director of Think One Team International, and his background includes three-time chief psychologist to the Australian Olympic Team (including Sydney 2000) and six years as exclusive designer of High Performance Leadership programs for PwC Consulting in the Asia–Pacific. As a consultant and performance psychologist, Winter has worked with thousands of leaders and teams across Australia and internationally.":1,"#<em ljsid-0=\"\">Adaptability</em>: The team is nimble and quickly adapts to both opportunities and threats.":1,"#<em ljsid-0=\"\">Trust</em>: The leader—and each team member—treats everyone on the team as a partner.":1,"#<em ljsid-0=\"\">Diversity</em>: The team comprises people with diverse skill sets, experiences, and styles who are able to tackle challenges together.":1,"#<em ljsid-0=\"\">Unity</em>: The team is united around what matters and collaborates outside of formal meetings.":1,"#Learn to cultivate the four characteristics of a cohesive One Team:":1,"#A One Team culture enables people to openly collaborate across traditional boundaries. A One Team organization has stronger alignment and engagement between teams, improved agility and adaptability to new developments, less resistance to disruptive change, and faster solutions to cross-boundary problems.":1,"#Think One Team Programs":1,"#<em ljsid-0=\"\">Building momentum</em>. Stack wins to build energy for larger shifts. Once you begin to slow down, regaining momentum can be difficult, so be sure to execute the most significant changes while you can.":1,"#<em ljsid-0=\"\">Identifying and prioritizing some quick wins</em>. Build momentum for your goals by identifying smaller pain points that can be addressed immediately.":1,"#<em ljsid-0=\"\">Introducing the five shares model</em>. Rather than a broad discussion about what One Team does or doesn’t mean, focus on establishing the shared leadership goals you wish to guide your efforts.":1,"#Transitioning to a One Team model for organizational collaboration requires confronting many traditional models of work and pushing through resistance to change. You can begin engaging your team and colleagues with laying the foundation for the transition by:":1,"#Strengthening the Team-to-Team Collaboration":1,"#<em ljsid-0=\"\">Reflect, learn, adapt</em>. Coaching leaders embed action debriefs into their operating rhythm to capture new insights and knowledge on the go.":1,"#<em ljsid-0=\"\">Real engagement</em>. For coaching leaders, engagement is targeted across four levels: communication, consultation, collaboration, and co-creation.":1,"#<em ljsid-0=\"\">Alignment through ambiguity</em>. While traditional managers expect alignment through business plans and role descriptions, culture-coaching leaders understand the need to align where a clearly defined goal isn’t possible, generally through relationships and operating rhythm.":1,"#Leaders able to effectively contribute to coaching a One Team culture tend to have three core capabilities that are observable as they connect people, actions, and ideas across boundaries:":1,"#<em ljsid-0=\"\">Collaborative technology doesn’t collaborate</em>. Many existing systems are ill-designed for the shared learning and adaptation key to co-creation. Technology can’t do the work; the core must involve good conversations and a collaborative culture.":1,"#<em ljsid-0=\"\">Human Resources is out of date</em>. Employee surveys, performance management systems, and decades-old training processes leave resource managers ill-informed and limited in flexibility.":1,"#<em ljsid-0=\"\">Leaders are set up to fail</em>. Tight budgets and restrictive work structures can limit the efforts of well-intentioned leaders.":1,"#<em ljsid-0=\"\">Change has changed</em>. Many leaders are appointed because of their technical competence and discrete problem-solving skills, but cultural problems often require tackling ambiguous situations with adaptable approaches.":1,"#Successful collaboration across traditional organizational boundaries requires minimizing the shortcomings of silo-based practices. The key lies in equipping and supporting the leaders at the frontline of driving performance and change across your organization. Unfortunately, positive changes are frequently hampered by those leaders being ill-equipped or under-supported for the goals, often for one of the following four reasons:":1,"#Coaching the Culture":1,"#A stronger, united image of leadership demonstrated to the rest of the organization.":1,"#Improved speed of learning and delivering on outcomes.":1,"#Confidence in team frameworks and structures.":1,"#Greater trust and openness that allows for robust conversations.":1,"#Stronger alignment in purpose, priorities, and vision.":1,"#Strengthening unity among your leaders can lead directly to five distinct benefits:":1,"#A One Team approach requires a united leadership that sets a visible and consistent example of the five shares, both individually and collectively. This can take the form of clearly communicating a sense of purpose and direction to the team, creating environments of constructive feedback, seeking success for the whole team, and engaging the team to tap into diverse ideas and perspectives.":1,"#High-performing teams exhibit a dynamic, continuous learning cycle. Learning to integrate this loop helps teams adapt and improve.":1,"#Successful organizations display the One Team five shares, enabling them to respond with agility to new developments.":1,"#The big challenges are adaptive. Traditional silo models need to be replaced by collaboration and co-creation across boundaries.":1,"#Take inspiration from the following insights to create your own learning loop:":1,"#<em ljsid-0=\"\">Learn</em>. Be open to gaining new knowledge and skills, set aside time to reflect on and debrief from experiences, and apply learnings to new efforts.":1,"#<em ljsid-0=\"\">Collaborate</em>. Deliberately seek better avenues of collaboration and co-creation that allow for solutions to problems and capitalizing on opportunities.":1,"#<em ljsid-0=\"\">Align</em>. Define the timing and style of meetings, as well as planning for both long-term concerns like vision, goals, and values and short-term issues like priorities, expectations, and roles.":1,"#No matter how effective a training workshop, resource guide, or coaching session is, its success depends on whether it can be effectively integrated into the daily flow of the organization. True long-term change requires creating a conversation loop between the following three elements:":1,"#The Learning Loop":1,"#©2024 by Graham Winter":1,"#Part II: The Think One Team Method":1,"#Your customers make the ideal simplicity identifiers, since they tend to be on the receiving end of organizational pain points.":1,"#The cure for dumbplexity is One Team simplicity, identifying the shortcomings and improvements of both new initiatives and existing organizational structures to weed out pain points.":1,"#Some customer service approaches make it nearly impossible for customers to make their complaints reach the ears of leaders. Without genuine feedback, your organization will be flying blind.":1,"#A key feature of the One Team culture approach is that the sponsor and leaders define the scope of initiative, the essential behaviors and practices, and the desired return on investment. This outline goes on to guide the implementation of changes, including allocation of roles and resources. A clear, shared vision is necessary to identify, eliminate, and avoid contributing to <em ljsid-1=\"\">dumbplexity</em>, the habit of organizations to add unnecessary and dumb complexity rather than smart simplicity. When addressing dumbplexity, keep the following points in mind:":1,"#One Team Culture":1,"#Use an online space for pre-workshop briefings, collaborate on opportunities and problems, and perform quick debriefs.":1,"#Collect baseline data on your team dynamics, such as through feedback surveys or team style profiling tools.":1,"#Build trust between the team members and facilitators. Lay the foundation for an environment of openness and challenge.":1,"#Boost the unity and performance of your leadership team by taking three key steps:":1,"#by Graham Winter":1,"#No magic wand exists that will create a high-performing and united team for you. Conflicting priorities, unclear purpose, and human egos will always create conflict and division. Transitioning to a new approach requires pushing through resistance, making difficult decisions on which leaders to retain or replace, and building a leadership aligned in purpose. One of the worst decisions a new leader can make is choosing to leave a team unchanged simply to avoid rocking the boat.":1,"#United Leadership":1,"#There’s a shared sense of urgency to move, learn, and create real impact quickly.":1,"#There’s a shared and effective method for change that’s applied consistently across various flagship change projects and initiatives.":1,"#Senior leaders are united around both core values and the necessity for transformation.":1,"#Transformation from a “three kingdoms” approach to a One Team approach will always be difficult, but it’s far more likely to succeed when the following conditions apply:":1,"#Engagement Begins":1,"#<em ljsid-0=\"\">Share the outcomes</em>. Pay close attention to performance and results, reinforce one another’s strengths and contributions, apply learnings, and adapt to change.":1,"#<em ljsid-0=\"\">Share the load</em>. Treat colleagues as equal partners, collaborate successfully on problems and opportunities, and ensure that roles and expectations are aligned with other teams.":1,"#<em ljsid-0=\"\">Share the air</em>. Maintain open lines of communication in all directions, share thoughts and ideas about problems and opportunities, and value a diversity of views and approaches.":1,"#The Essential Guide to Building and Connecting Teams":1,"#<em ljsid-0=\"\">Share the reality</em>. Confront difficult and controversial issues respectfully, give and welcome constructive feedback, and make hard decisions.":1,"#<em ljsid-0=\"\">Share the vision</em>. Share your big picture, show commitment to your core values, and consider the impact of your actions on your colleagues in other teams.":1,"#When your organization’s big picture feels too indistinct or irrelevant to the work of individual departments or teams, smaller visions fill the gaps. A One Team culture requires everyone collectively committing to something that can’t be achieved individually. You can accomplish this by confronting divided thinking and cultivating the <em ljsid-1=\"\">five shares</em> of big-picture thinking:":1,"#The Five Shares":1,"#Supplier and distribution alliances are experiencing breakdowns and inefficiencies.":1,"#New products, services, and policy initiatives are frequently delayed.":1,"#Mistakes are being repeated.":1,"#Frustrated customers are leaving or complaining.":1,"#Cost and time overruns are crippling new initiatives.":1,"#Be aware of the five common signs that an organization is in need of a change:":1,"#Clicking this link will redirect to relevant products for the Author Graham Winter.":1,"#As organizations grow, they inevitably develop into a series of specialized departments, which if left unchecked can devolve into petty kingdoms that limit organization-wide unity and purpose. The <em ljsid-1=\"\">One Team</em> approach isn’t about demolishing these existing silos, but building bridges of communication between them that create a culture of connected teams capable of high-performance collaboration.":1,"#The Compelling Case":1,"#Whether through charisma, competence, or compassion, work hard to build that trust with your team.":1,"#Ensure that your organizations shared vision and values are embodied by those at the top so they’ll be respected by those at the bottom.":1,"#Clarify the need for the change you desire and make clear that the only options available are to join your efforts or walk away. Be sure to build an emotional appeal to your vision, not just a logical one.":1},"version":198010}]