On Organizational Leadership and Decision Making

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Here are some great resources about organizational leadership and decision making that I have recently read:

Leaders as Decision Architects

Community Alignment Model

A leader’s checklist of catalysts and inhibitors

Building an Organization that is Less Busy and More Strategic

I enjoyed reading these articles because of my personal issues with project planning, decision making, change management, etc. and I found that these articles put into words some of the ideas that have been floating around my head.

Specifically:

  • the difference between the two types of thinking – one type is based on intuition and emotion, while the other comes from analysis and logic. I think the author is right on in their assessment that both types of thinking can lead to positive outcomes. In my opinion, successful use of both types can create meaningful change in an organization. For example, taking the time and making an effort to create a long-term mission and vision (Type 2) can provide opportunities for creative (Type 1) thinking so long as it properly aligns with established goals. And, in some cases, spontaneous innovation (Type 1) can lead to deviations from the established goals so long as the overarching mission and vision (Type 2) can be modified without doing harm.
  • a community alignment model incorporates the visible organizational hierarchies with the invisible ones. The official reporting structures are great when you want the highest-paid person to make decisions, but more often than not there is an invisible or unofficial hierarchy and you’ve got to take it into account in the decision-making process. And you’ve got to ask yourself, why is there an invisible hierarchy in the first place? A transparent organization would identify those differences and make official changes to reflect how information flows and decisions are made in practice, not just in theory.
  • it’s all too easy to fall into the trap where you have to be busy in order to be productive. Constantly running around putting out fires might look great on your resume now, but the organizational burnout that you and your coworkers experience in the long run may lead to dissatisfaction and a lack of motivation over time. Focusing on the distinction between *urgent* and *important* is the key here – prioritize your tasks based on the following four categories to make sure that productivity trumps general busyness:
    • Important and Urgent
    • Important and Not Urgent
    • Not Important and Urgent
    • Not Important and Not Urgent

While researching the difference between visible and invisible hierarchies I found this cool graphic:

2014-26-Aug-Gray-Image1

So true.

Hopefully you find these resources to be helpful!

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