Complexity and Uncertainty are Forcing a Shift in Consciousness and Learning Agility

Employees are searching for:

1. Workplaces to contribute their creative talent in a meaningful way.
2. Capacity to use the social networks to generate natural innovation and goal-oriented performance.
3. Opportunities to create a future with hope.

Is your company's culture built to Inspire or Motivate?

The difference is what engagement is made of.

Most business cultures were built on Industrial era beliefs and Newtonian principles. All that is changing.

  It starts with three-steps:

1. Assess your company's awareness of what beliefs and assumptions are driving results.
2. Assemble the indicators that show where the company is leaking talent, knowledge, or money.
3. Increase the capacity to see the underlying beliefs that quietly yet powerfully drive the energy that fuels results.

The business environment is becoming increasingly complex and uncertain. This means that the solutions for navigating it must become simpler; drawing on knowledge and wisdom unique to each leader. By merging conscious awareness with the other two minds that impact performance and collective collaboration, the whole person can come to work. See here for how this applies to changing business culture to support performance.  

Mastering the Invisible: Deep Learning that Gets to the Source of Creative Talent

Mastering the Invisible is a deep innovative learning customized process designed to surface the invisible forces in individuals and in companies that help or hinder personal or collective achievement. It puts the power of choice back into the hands of the individual and the power of natural collaboration and performance back into the workplace.

The invisible forces show up as patterns, habits, beliefs, mental models. They are revealed in language, and felt in the quality of trust and communication between co-workers, management and executive. It is about alignment; internal alignment, team alignment and company alignment. And to engage talent, it is about alignment to higher purpose, service and stewardship.

 From personal leadership to collaborative innovation, the program is a process of removing blocks to creativity merging the personal growth of the employee to capacity to contribute to innovation that matters. The organizational change process has a tipping point and it starts with individual, team and then expands to organizational. For capacity to work with networks and systems, personal and structural change is inter-related and entangled.

It starts at the source. With you and your colleagues.

Self-awareness and self-knowledge is essential for leaders at all levels.  With clarity illuminating the subtle things that make a difference, you can intentionally substitute support for control, and apply learning to day to day shifts toward enabling innovation and performance.

Unless the cultural container changes, cultural breakthrough can not take place. Expanded awareness and insight power the capacity to see the invisible forces driving results.

Leadership wisdom emerges as experience is converted to knowledge: self and organizational. The natural desire to collaborate is given cultural support and the desire to learn becomes the vehicle for performance.

Dawna H. Jones specializes in surfacing the unseen forces that support or block performance and team cohesion. She works with your executive teamto boldly go where learning needs to go in order to customize the learning lab to fit.

What is to be gained by Mastering the Invisible? 

1. Cultures that support performance intentionally. Executive teams and CEO's are aligned.
2. Social networks collaborate to Utilize Diversity-Create Natural Innovation
3. Intuition is installed as a valued asset. Decision making at the speed of increasing complexity is firing on all cylinders.
4. The company is aware of how it is supporting or impeding performance and achievement; goal achievement engages the heart and minds of employees. Barriers to adaptive leadership are systematically flushed out of the cultural foundation.
5. Fear disguised as control is no longer limiting achievement. The structural support is in place.

"Increasingly, performance in these knowledge-based industries will come to depend on running the institution so as to attract, hold, and motivate knowledge workers. When this can no longer be done by satisfying knowledge workers' greed, as we are now trying to do, it will have to be done by satisfying  their values, and by giving them social recognition and social power. It will have to be done by turning them from subordinates into fellow executives, and from employees, however well paid, into partners." [Peter Drucker - 1999. Beyond the Information Revolution. The Atlantic Monthly]

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The Evolutionary Provocateur Podcast provides the insights, principles and practises for increasing performance, engaging creativity and talent by thinking outside of the box.

Article Links:

Social action research conducted by Dennis Sandow in collaboration with Anne Murray-Allen indicates that performance runs horizontally despite the illusion of vertical control. The Social Nature of Collaboration: How Work Really Gets Done.

Leadership is Sourced by a Commitment to Personal Development by Greg Merton, V.P. Hewlett Packard

The Biology of Business: Transformation Through Conservation by Humberto Maturana and Pille Bunnell

Aligning Cultures to Achieve Natural Innovation