MSLOC Community

Author: Susan Adams Date: 9/16/2014 Shared by: Andee Weinfurter

LearningZealot blog by Mark Britz September 16, 2014 Shared by Keeley Sorokti, MSLOC Assistant Directory and Alumna

"Coaching for Innovation: A Few Great Questions" by Bree Groff, MSLOC alumna October 1, 2014

Author: Randy Emelo Date: Oct 3, 2014 Shared by: Andee Weinfurter

Author: Rick Wartzman Shared by: Andee weinfurter Date: Oct 16, 2014 For Drucker, the newest new world was marked, above all, by one dominant factor: "the shift to a knowledge society."

Author: Nick Tasler May 7, 2014 Shared by: Robin Bellerby, MSLOC Alum Three pervasive myths continue to make strategic thinking an elusive skill set in today's organizations.

Author(s): Sheila Heen adn Douglas Stone February 2014 Shared by: Andee Weinfurter

Author: May Wong April 24, 2014 Shared by: Ryan Smerek, MSLOC Faculty

Author: Peggy Troyer (MSLOC Alum) Date: NA Shared by: Sandy Schwan (MSLOC Alum), on Evolvong Strategies blog Is there more to a job than just money? Lately the people who have been awarded 5-8% pay increases have been the ones to leave our organization. In one recent exit interview, a high-performing employee said, "For some reason, I get paid exceedingly well for what I do, and though it was nice, I just didn't understand why the company won't use the money to hire more help." Interestingly, why do people still make the decision to stay with an organization after receiving no increase, while others leave after receiving an 11% increase in compensation and rave reviews?

Author: Karen Bonsignore (MSLOC Alumna) Date: NA Shared by: Sandy Schwan, MSLOC Alumna magine how employee engagement might be increased if the performance feedback was for the purpose of positively influencing behavior change, or helping an employee grow in their job, and inspiring creativity and inspiration in a workforce. Yet no performance system is perfectly objective: no matter how hard we may try to be objective, our (even our reviewers') feelings, opinions, judgment are still subjective and will always interfere with the system! So how do we use a flawed system to our advantage?

Author: Irene Hayes (MSLOC Student) Date: Jan 14, 2014 Shared by: Sandy Schwan (MSLOC alumnae) on her blog, Evolving Strategies

Author: Phyllis Korkki Date: April 12, 2014 Shared by: Jessica Catz, MSLOC Student Who really makes the changes in an organization? It's not always the people with the highest executive titles. A growing body of research has pointed to the importance of informal leaders known to researchers as "brokers," who have the gift of connecting employees in productive new ways.

Author: Lex Sisney Date: April 17, 2014 Shared by: Andee Weinfurter, MSLOC student In a previous post I shared that every business has mass, which is a measure of its resistance to change. The challenge in getting an organization to change direction is the fact that its mass isn't neatly self-contained. Rather, it's scattered throughout its people, systems, structures, and processes - and the collective inertia causes resistance to change. In order to get the organization to execute on its strategy, you've got to get the mass contained and headed in one direction.

Author: Frank Kalman April 22, 2014 Shared by: Andee Weinfurter, MSLOC Student Even the worst of business problems come with hidden positivity, says author Kathy Cramer. The trick is developing a leadership mindset where being positive is your biggest asset.

March 26, 2014 by Alan Todd Shared by Whit Wesenberg, MSLOC Student "Gathering dispersed learners in the same location is difficult. Even if getting everyone in the same place were cheap and easy, few companies have enough physical seats to accommodate all the people they would like to develop. Transforming the math that dictates the reach and scale of corporate learning through virtual technology is attracting CLOs' attention and a growing flow of venture capital. But the concern remains that quality is being sacrificed in the quest for scale. Many learning leaders are waiting to see how experiments play out in higher education, and those who have begun to experiment generally relegate virtual learning to low-priority subjects like compliance-driven training and basic technical or vocational knowledge."

by Robert Kegan, Lisa Lahey, Andy Fleming, and Matthew Miller April, 2014 Shared by: Valencia Ray (MSLOC Student) by Robert Kegan, Lisa Lahey, Andy Fleming, and Matthew Miller

Author: Susan Scrupski Shared by: Jeff Merrell, MSLOC Faculty April 24, 2014 My friends and colleagues at Change Agents Worldwide are kicking off a "blog carousel" to address all these reasons why organizations can't change. This list was carefully compiled by a Product Engineer of the Milwaukee Gear Company in 1959. These objections still live on today in memos, meetings, analysis decks, and teleconference calls over a half-century later.

Author: Will Yakowicz Shared by: Cathy Brough April 28, 2014 Is your company innovation-friendly? It's easy to talk about the need to innovate, create new ideas, and build new avenues of revenue, but if your employees aren't submitting ideas, it may mean they are holding on to them.

In This Issue Think Differently: How can organizations prepare change leaders for VUCA (volatility, uncertainty, complexity and ambiguity)? Community Buzz - The power of being mindful in the workplace - Talent Management: Looking beyond the resume MSLOC Community Snapshots - People on the Move

In This Issue Think Differently: How can organizations prepare change leaders for VUCA (volatility, uncertainty, complexity and ambiguity)? Community Buzz - The power of being mindful in the workplace - Talent Management: Looking beyond the resume MSLOC Community Snapshots - People on the Move

April 2014 Blog post by Swati Sarupria, MSLOC Alumna on Sandy Schwan's Evolving Strategies blog. "Values are enduring patterns of belief that we, as individuals, consider to be fundamentally important in our personal lives. They consciously or unconsciously guide our thoughts and actions. The alignment of values also forms the basis on which a group of people might flock together - like runners running for a common cause, or activists rallying against an unfavorable policy. Values influence who we get close to and forge stronger friendships with. In some ways, values help define our individuality. However, are values really only relevant to our personal lives? How many of us pay attention to values in the context of our jobs and organizations?"