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April 20, 2004 Issue 49
used to think that running an organization
was equivalent to conducting a symphony
orchestra. But I don't think that's quite
it; it's more like jazz. There is more improvisation."
you think you're too small to have an impact,
try going to sleep with a mosquito."
On April 1, Pegasus
resumed in-house Customer Service. All order
processing and fulfillment is now conducted
through our own staff and storage facilities.
We are looking forward with excitement to daily
interactions with our customers, after a nearly
four-year period of contracting out these functions.
We have missed you, and we really want to get
to know you again. To reach us, send an e-mail
or call 1-781-398-9700.
OFFER TO MOVE OUR INVENTORY!
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more about the IMS Series.
for Us at the ASTD Conference in May
If you happen to be at
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(ASTD) Conference in Washington, D.C., from
May 2327, 2004, stop by the Pegasus
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hello! Tell us you saw this blurb in Leverage
Points, and get a special "prize."
Three IMS Volumes on Aligning Individual
and Organizational Values
volumes in the Innovations in Management
Series emphasize the importance of creating
work environments in which we can develop
our talents and express our best selves.
Topics include integrating work and family
life; leading from the heart and mind; and
rooting an organization's purpose in creating
value for customers, employees, and investors.
#IMSLP49, 3 softcover volumes, price for
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Life and Work: Toward a Better Future by
Rhona Rapoport et al. Item #IMS002, softcover,
Soul of Corporate Leadership: Guidelines
for Value-Centered Governance by
William J. O'Brien Item #IMS007, softcover,
Linking the Interests of Customers, Employees,
and Investors by Paul O'Malley
Item #IMS009, softcover, 20 pages
more about the IMS Series
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As Agent of World Benefit: An Interview with Judy Rodgers
Life and Work
Keynote Announced: Danah Zohar
in Values-Driven Organizations
As Agent of World Benefit: An Interview with Judy Rodgers
by Kali Saposnick
Rodgers is executive director of the Center for Business As Agent
of World Benefit (BAWB), a university center of excellence at Weatherhead
School of Management, Case Western Reserve University. BAWB is grounded
in Appreciative Inquiry, a process for discovering the best in people,
their organizations, and the world around them that catalyzes new
thinking about goals, strategies, and organizations as systems.
Judy will be speaking at the 2004 Pegasus Conference, "Building
Collaborations to Change Our Organizations and the World: Systems
Thinking in Action," on December 13 in Boston, Massachusetts.
In the following interview, she talks about the potential for societal
change when multiple stakeholders collaborate across sectors.
What role should business play in social issues and public policy?
What kind of strategy would allow corporations to engage in societal
transformation while strengthening their own business performance,
growth, and development? These kinds of questions are shaping a
growing discourse in the public arena. From management schools,
where increasing numbers of students are committed to corporate
social responsibility, to the international community, where business
leaders are starting to adhere to the core values of the U.N. Global
Compact, there is a growing awareness of the need for businesses
to contribute to a sustainable society.
The World Inquiry into Business As Agent of World Benefit is one
such effort in this direction. It was convened by faculty and students
at the Weatherhead School of Management as a direct response to
the events of September 11, 2001, and became the theme for the first
international conference on Appreciative Inquiry, which took place
only a few weeks later. Based on the outcomes from the gathering,
the BAWB World Inquiry was conceptualized as a way to apply Appreciative
Inquiry to the study and advancement of business and societal cooperation.
reading the interview
about Appreciative Inquiry
Life and Work
Rhona Rapoport, Lotte Bailyn, Deborah Kolb, and Joyce K. Fletcher
Today's workplace is challenging for workers who want balanced lives.
Achieving both a good personal life and a good career is difficult
when the image of the ideal worker is someone who puts career first
and for whom work time is infinitely expandable. This view translates
into work practices that include dawn meetings, planning sessions
that run into the evening, and training programs requiring long
absences from home.
In such an environment, people with career aspirations put great
efforts into keeping personal issues from intruding into work. They
"jiggle the system" to achieve the flexibility they need, often
by using sick days or vacation time to cover gaps in childcare.
The costs to the organization are also high in terms of unplanned
absences, turnover, lower morale, and widespread cynicism.
work-family issues as individual concerns not only fails the people
involved, but leaves the organization at a disadvantage. By seeing
these issues as problems, companies miss opportunities for creative
change. For example, team leaders who devise unusual arrangements
for working parents may create innovative practices that increase
overall productivity. In addition, people who integrate the two
spheres of their lives often have skills that can be useful in preventing
problems, enhancing organizational learning, and encouraging collaboration.
end, the goal of relinking work and family life is about creating
an equitable society in which family and community are valued as
much as paid work, and where men and women have equal opportunity
to achieve in both spheres. Such change provides real benefits not
only to individuals and their families, but also to business and
the complete article, or see The Systems Thinker,
V9N8 (October 1998)
to The Systems Thinker
advantage of a special offer on three volumes from our Innovation
in Management Series that focus on aligning individual and organizational
Zohar is joining the list of renowned keynote
speakers at the 2004 Pegasus Conference, "Building Collaborations
to Change Our Organizations and the World: Systems Thinking in Action,"
to be held on December 13 at the Hyatt Regency Cambridge,
Danah is a physicist, philosopher, management thought leader, and
author. Her books include The Quantum Self, The Quantum
Society, and Rewiring the Corporate Brain. Her newest
book, Spiritual Capital: Wealth We Can Live By, introduces
Spiritual Intelligence, a concept that encourages individuals and
our culture to shift from a state of acting from lower motivations
(fear, greed, anger, and self-assertion) to one of acting from higher
motivations (exploration, collaboration, personal mastery, and higher
Danah last spoke at the 1995 Pegasus Conference. Based on the response
to that session, we know this year's presentation will be a conference
Conference Registration Information
Register by MAY 7 for only $995and save $600. Register
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 other discounts.) The
sooner you register, the sooner you'll start saving on your
Pegasus purchases, so sign up today!
in Values-Driven Organizations
For some corporate executives, the nonprofit world offers an
opportunity to apply their well-honed management skills in support
of a worthy vision. Although the numbers are hard to estimate, each
year, a certain percentage of leaders migrate from profit-driven
to values-driven organizations. For many, the transition is smooth;
however, others find that their leadership style, which was effective
in a business setting, is less-than-optimal in the nonprofit arena.
Two years ago, City Year Rhode Island Executive Director Kristin
Lehoullier found herself at the center of a cultural conflict with
the office's staff. After a successful career in corporate operations,
Lehoullier was hired to use her task management skills to stabilize
the organization. Nevertheless, she found that the team was resisting
some of her assignments. Lehoullier realized that, in order to motivate
the group, she needed to show her passion for the organization's
mission, build relationships with staff members, and demonstrate
that the tasks she was assigning supported City Year's vision.
Under the guidance of an executive coach, Lehoullier adapted her
leadership style to the organization, shifted away from using corporate
jargon, asked more questions, and was more open about the rationale
behind tasks. Things really began to change, though, when Lehoullier
shared her heartfelt story about why she really cared about City
Year. Once the team understood her dedication to accomplishing the
mission, they were willing to work with her to accomplish their
What lessons can other leaders take from Lehoullier's experience?
That being successful in values-driven organizations requires more
than focusing on the bottom line or completing tasks-it involves
leading from both the head and the heart. When leaders can communicate
their commitment to the organization's purpose, achieving financial
goals becomes that much easier.
Source: Theresa Moulton, "Lessons Learned in Becoming a Nonprofit
Leader," Women's Business Boston, April 2004
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