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On the other hand, you are a successful "leader" if you create, foster and implement change, innovation and shifts in structure, systems and processes. If you can execute timely, appropriate and necessary change, then you are considered an excellent leader. Also interested in the: capture attention - win minds - win hearts progression.

I love this story about chaos, change and the containment of one's anxiety in the midst of overwhelming chaos.

"Resentment, bitterness, and holding a grudge prevent us from seeing and hearing and tasting and delighting." All of these, and fear.

The Schein approach to changing a culture - and to developing better ways of helping others within organizations - is one of observation, inquiry, and leverage. This means observing the ways in which an organization's employees act; deducing (or inquiring about) the ways they think; and putting in place small behavioral changes that lead them, bit by bit, to think about things differently...... People need to be able to raise concerns, and persist in raising them, in a way that cultures like NASA, aimed at results, can accept. S+B: Are most managers capable of this? SCHEIN: Probably not. They would need a culture that rewards them for raising concerns, and in most organizations the norms are to punish it. It's the very nature of authority to say, "Don't be a squeaky wheel. You made your point, but we're going to go ahead anyway. I don't want to hear any more."

Learning and Knowing in Networks: Changing roles for educators and designers - George Siemens

Clear, simple summary

signs of the times; accelerated change increased mobility, apps apps apps. Significance for libraries? Make our services available via mobile apps, bring wireless to communities (especially rural communities)