A free e-newsletter spotlighting systemic thinking
and innovations in leadership, management, and organizational development.
Please forward to your colleagues.
February 18, 2004 Issue 47
wanted to change the world. But I have found
that the only thing one can be sure of changing
greatest danger is to fall in love with your
first really significant idea and then spend
your career defending it."
Systems Thinker CD, Vols. 1014 Now
Buy The Systems Thinker CD
and get a 1-year subscription to the newsletter
CD-Rom is an invaluable resource for individuals
who want all the incisive ideas presented over
the last five years of the newsletter (Vols.
1014) at your fingertips. All issues are
fully-indexed and searchable in PDF format for
quick reference. Easily access leading-edge
articles and case studies on systems thinking
concepts and other essential management tools.
Through June 30, 2004, people who
purchase this item get a
free newsletter subscription or
renewal. (For active subscribers who choose
the renewal option, an additional year will
be added to the end of their current subscription.)
Order #ST1014CD, CD-Rom, PDF
Eye of the Needle: A Communication Tool by
often have you left a conversation feeling dissatisfied
with how it went, how you conducted yourself,
and what the final outcome was? We often experience
an inner struggle between our emotional response
to a given situation and our rational response
that tries to override our feelings. This struggle
results in stress that affects how we conduct
ourselves with others and undermines our effectiveness
and sense of well-being. "Eye of the Needle"
is a simple tool that enables us to integrate
emotion and reason, eliminating the stress response
and resulting in wisdom.
#PG26, 5-1/2 x 8-1/2-inch laminated guide, $5.00,
volume discounts available
Resources by Ann McGee-Cooper
Essentials of Servant-Leadership: Principles in
Practice by Ann McGee-Cooper and Gary
This volume in our Innovations in Management
Series introduces servant-leadership, a powerful
leadership model that has proved successful in
a growing number of organizations. It includes
important stories from these workplaces and offers
practical suggestions for putting servant-leadership
principles to workat any time, in any setting
#IMS016, 16 pages, softcover, illustrated, $10.95
#IMS016E, 19 pages, PDF, illustrated, $10.95
Does the "Soft Stuff" Really Work with
Tough Problems? featuring Ann McGee-Cooper,
Gary Looper, and Kelli Miller
In this interactive session, learn how three companies
that base their culture on servant-leadershipSouthwest
Airlines, TDIndustries, and TXUused trust
as a critical covenant when making business decisions
about how to recover from market challenges. Compare
the systemic implications for an organization
of traditional business models and one based on
servant-leadership in times of falling profits.
Order #T0217C, approx. 65 minutes,
audio CD, $22.95
#T0217, approx. 65 minutes, audiotape, $19.95
Guide to Servant-Leadership by Ann
McGee-Cooper and Gary Looper
This handy reference tool compares the characteristics
of traditional, hierarchical leadership and servant-leadership.
It includes tips for becoming a servant-leader
and building a shared vision of servant-leadership
in an organization.
Order #PG19, 5-1/2 x 8-1/2-inch
laminated guide, $5.00, volume discounts available
us at Pegasus Communications, One Moody Street,
Waltham, MA 02453-5339. Send an e-mail to email@example.com,
or call 781-398-9700. Web site: http://www.pegasuscom.com.
comments about Leverage Points to
learn more about Pegasus go to www.pegasuscom.com.
on the web
subscribe or unsubscribe, please go to our
Pegasus Communications provides resources that
help people explore, understand, articulate,
and address the challenges they face in the
complexities of a changing world. Since 1989,
Pegasus has worked to build a community of practitioners
Newsletter, books, audio and videotapes, and
its annual Systems
Thinking in Action®
Conference and other events.
LOVE OUR CUSTOMERS SALE!
April 1, Pegasus will be resuming in-house Customer Service.
All order processing and fulfillment will be conducted through
our own staff and storage facility. As a result of these changes,
we'd like to ask your help in moving our inventory!
From now through April 1, take 20% OFF all
Pegasus products. Make purchases
on our web site or by calling 1-800-272-0945. (This
discount will not appear in your web shopping cart total, but will
be reflected in the charge to your credit card. It may not be combined
with other discounts and excludes newsletter subscriptions and conference
to Rename The Systems Thinker® Newsletter
Change Through Self-Transformation: An Interview with Ann McGee-Cooper
Conference to Be Held at Hyatt Regency Cambridge
Goals Guide Our Behavior
to Rename The Systems Thinker Newsletter
What's in a name? Maybe a free registration to the 2004 Pegasus
rose is a rose is a rose. And a rose by any other name is just as
sweet. Nonetheless, with these nifty literary allusions in mind,
for several months the Pegasus staff has been contemplating a possible
name change for its beloved flagship newsletter, The Systems
Since its launch more than 14 years ago, the editorial focus of
the newsletter has subtly broadened to encompass the best innovations
in managementinnovations that can work in tandem with the
tools and concepts of systems thinking to strengthen the impact
of our contributions at home, in our workplaces, and in our communities.
And while systems thinking remains the core perspective of the newsletter,
we wonder whether a new name that more vividly reflects the constantly
evolving thought and groundbreaking practices that grace its pages
might support the spread of systems thinking to an even wider community
than it already has.
more about the details of entering the contest, and view
two complete issues of The Systems Thinker
to get a sense of the newsletter's incisive content.
We invite you to send your ideas for a new name by April 15, 2004.
If we find a name we like better than The Systems Thinker,
we'll give the person who submitted it a FREE REGISTRATION (a value
of $1,595) to the 2004 Pegasus Conference in Boston, Dec 1-3 (or,
if you have already registered, we'll refund your registration fee).
more about this premier annual international
conference on systems thinking and organizational change.
Change Through Self-Transformation: An Interview with Ann McGee-Cooper
by Kali Saposnick
McGee-Cooper and Associates, Inc. (AMCA) is a creative problem-solving
consulting team that works with clients to create extraordinary
lives and organizations through self-transformation and servant-leadership.
In the following interview, cofounder Ann McGee-Cooper describes
some of the ways that leaders can create profound results in their
organizations by making a commitment to personal change.
Think of a time when you worked on an exciting project with a group
of people whose creative, collaborative energy unleashed powerful
solutions to stubborn problems and identified new business opportunities.
Now think of what happened after your group achieved these remarkable
results. Were you able to sustain your success and infuse that creative
approach into other projects and the larger organization? Or was
your enthusiasm scorned and ultimately quelled?
Many of us have puzzled (even agonized) over why people who call
for innovation retreat to the status quo when the actual change
starts being implementedsometimes even sabotaging or belittling
the innovators they initially admired. Ann McGee-Cooper, who has
focused on creative problem solving and the politics of change for
more than 36 years, offers a key insight into this phenomenon. She
says, "The deep gap between the need for innovation and people's
resistance to it exists because creativity always challenges our
present assumptions. While we might be open to new ideas, the threat
of having to actually alter how we think and behave because of them
often triggers an 'immune response'a negative reaction to
those who can, for example, cultivate wildly successful teams that
love coming to work."
reading the interview
resources by Ann McGee-Cooper
year's 2004 Pegasus Conference, Building Collaborations to Change
Our Organizations and the World: Systems Thinking in Action,
will be held on December 13 at the Hyatt
Regency Cambridge. Special pre-conference skill-building sessions
will be held on Tuesday, November 30. The full program will be available
shortly. Watch this space for details!
For a limited time only, register for the 2004 Conference for
on our web site, or call 1-781-398-9700.
SPECIAL OFFER! When
you register, you will receive 10% off Pegasus products purchased
on our web site, from the day you register until the conference
starts on December 1, 2004. (This offer is not applicable to other
conferences or newsletters and cannot be combined with volume discounts.)
The sooner you register, the sooner you'll start saving
on your Pegasus purchases, so sign up today!
Goals Guide Our Behavior
Most of us like to think we are learners, able to grow, change,
and break new ground for ourselves. Yet few of us realize how frequently
we limit our growth by the goals we set. Most of us have been programmed
to focus on "performance goals" at the expense of "learning goals."
That is, we are concerned more with being judged as competent and
impressing others than with improving ourselves. These concerns,
in turn, guide our self-perceptions, actions, and achievements.
When we focus on performance goals, we are mostly occupied with
end results. We tend to play it safe, do tasks within our capacity,
and avoid mistakes. We feel devastated by poor outcomes, attribute
success to our high level of ability, and blame failure on others.
When we focus on learning goals, we are mostly occupied with personal
development. We tend to acknowledge our imperfections and use setbacks
to clarify areas for improvement and skills to expand. We regard
failures as opportunities to learn and fuel for achieving our goals.
While performance goals are useful for doing easy, familiar tasks,
they tend to trigger our fear of not measuring up to expectations
when we are faced with difficult or new challenges. In a larger
context, they generate jealousy, fear of judgment, and competition,
creating an unsafe space for people to learn.
Learning goals, on the other hand, use results not as statements
of self-worth but as tools to evaluate progress toward the goals.
Rather than unsettling us, new and difficult tasks motivate us to
take on increasingly greater challenges. When we focus on learning,
we operate less at the mercy of others and become the source of
our own creativity and initiative.
Source: Jennifer Crocker and Noah Nuer, "Performance vs. Learning
Goals," La belle equipe Gazette, the Learning as Leadership Report,
Vol. 8, September 2002
Copyright 2004 Pegasus Communications. Leverage Points®
can be freely forwarded by e-mail in its entirety. To obtain rights
to distribute paper copies of, reproduce, or excerpt any part of Leverage
Points, please contact firstname.lastname@example.org.