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August 25, 2005 Issue 65
trouble is, if you don't risk anything, you
risk even more."
is well to remember that the entire population
of the universe, with one trifling exception,
is composed of others."
Andrew J. Holmes
serious daring starts from within."
Learning Fables Series will help you:
Engage your entire workforce in a
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disciplines of a learning organization in
your workplace culture
and unleash creativity while addressing
your organization's most important challenges
learning from the stories by using the structured
creation in all corners of your organization
Through fabulous stories, clever dialogue,
and fantastically quirky illustrations,
Pegasus's celebrated Learning Fables Series
presents crucial organizational concepts
in a thoroughly entertaining and humorous
format that will capture the imagination
of all readers. These quick-read stories
are an ideal resource for transforming your
organization into a learning organizationfrom
the shop floor to the boardroom.
to the Volcano: Conversations That Open
Our Minds to New Possibilities
Outlearning the Wolves: Surviving and Thriving
in a Learning Organization
of the Neanderthal: Illuminating the Beliefs
That Limit Our Organizations
Lemming Dilemma: Living with Purpose, Leading
Tip of the Iceberg: Managing the Hidden
Forces That Can Make or Break Your Organization
aids to enliven a training program
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Transforming Organizations from the Inside Out with Cultural Proficiency:
An Interview with Richard Martinez
New Keynote and Three New Forums
Final Conference BrochureNow Available!
Register by October 5 to Save $300
Land Mines of Change
Organizations from the Inside Out with Cultural Proficiency: An
Interview with Richard Martinez
Martinez is an expert in educational leadership and organizational
culture, and a coauthor of Culturally
Proficient Coaching (in progress, 2005). He has facilitated seminars
nationally on the art of leadership, diversity sensitive environments,
and transformative approaches to systems change. At the 2005
Pegasus Conference, Richard will be co-presenting a session
with Delores Lindsey and Randall Lindsey on how to cultivate cultural
proficiency in organizations through facilitating courageous conversations
around diversity. In the following interview, he discusses some
of the steps involved in becoming a culturally proficient organization.
Leverage Points: You've explained that one of the shifts that
occur when an organization cultivates cultural proficiency is a
movement from "tolerance of diversity" to "transformation for equity."
Can you describe that shift?
Richard Martinez: According to my colleagues Randall Lindsey,
Kikanza Nuri Robins, and Raymond Terrell, cultural proficiency
is "the policies and practices at the organizational level, and
values and behaviors at the individual level, that enable effective
cross-cultural interactions among employees, clients, and community."
Developing this proficiency starts with making a personal shift
from "tolerating diversity"viewing diversity in a stereotypical
or even destructive mannerto "transforming for equity"focusing
on how we approach our own personal change. We call this the "inside-out"
approach to personal transformation, which ultimately impacts organizational
A great example is the story of a high school principal Randy worked
with who realized that he was not "hearing the voices" in the educational
environment. Through participating in workshops around cultural
proficiency, he made a big shift from blaming the students for their
perceived shortcomings or lack of commitment to asking himself and
his staff, "What are we, as educators, going to do to change our
system to meet our students' needs?" That is probably one of the
biggest shifts any organization can make.
the complete interview
about the 2005 Pegasus Conference
Annual Pegasus Conference
Embracing Interdependence: Effective and Responsible Action
in Our Organizations and the World
San Francisco, California, November 1416, 2005
New Keynote and Three New Forums
are pleased to announce that our exciting keynote lineup now includes
Rose von Thater-Braan. Rose is cofounder of The Native American
Academy, a network engaged in the study of Native science. She will
be joined by Leroy Little Bear to lead us in inquiry on "Living
in Relationship: A 21st-Century Science Paradigm."
We have also added three forum sessions:
Raising the Bar Through Deep Accountability for Learning
Marilyn Darling and Mark Pires, Signet Research & Consulting
Marilyn and Mark will tell the story of the remarkable transformation
of the Opposing Force (OPFOR) at the U.S. Army's National Training
Center, and the core role that organizational learning played in
making it possible.
Ultimate Obstacle to Collaborative Leadership
Shayne Hughes, Learning as Leadership
Shayne will show how our greatest potential in heightening our
effectiveness lies not in gaining more tips about what we should
do better, but in discovering why we are not already doing it. By
identifying and overcoming unconscious barriers, we can lead from
our best selves.
Generations: A System of Life
Bob Stilger, The Berkana Institute; Anne Dosher, Institute
for Relational Development; Samantha Tan, Harvard University's Kennedy
School of Government
Bob, Anne, and Samantha will host an interactive multigenerational
World Café dialogue to explore how we can expand our awareness of
life as an interdependent system and together create a future enriched
by mutual appreciation and support.
Conference BrochureNow Available!
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with the many learning opportunities designed to build your skills
and give you the inspiration to face the challenges that lie ahead.
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Land Mines of Change
by Joe Raelin
It's a common scenario: Under pressure to adopt a more participatory
style, a manager delegates more responsibility to one of his workers.
Based on past experience, the employee hesitates to take initiative
on the project, confirming the manager's doubts about her readiness
for the task. The boss takes back the project, further justifying
the employee's reluctance to assume added responsibility. These
individuals have stumbled over some of the "land mines" of change.
Overcoming such barriers becomes easier when we deliberately involve
all those affected by a change in its planning and implementation:
Resistance to Change: Conduct a series of informed dialogues
ahead of time to acknowledge and work through the system's natural
resistance to shifts in the status quo.
Lack of Patience: Resist the urge to intervene in a change
project, letting the effort take hold and minimizing the fear that
prevents employees from throwing themselves completely into the
Low Readiness for Change: Build collaborative leadership
skills and cultivate community-wide curiosity about a possible change
that allows both managers and workers to be open-minded about the
Attempt to Apply "Fix-It" Techniques: Human beings are more
complicated than physical or financial assets. Take people's feelings,
values, and behaviors into consideration.
Belief That We Can Decree Change: Allow change to evolve
in small doses until it becomes contagious and spreads.
When we create an environment in which our fears and aspirations,
and those of our collaborators, are brought onto the table and openly
addressed, we develop our capacity to take mutual action.
the complete article on which this summary is based, or see The
Systems Thinker, Vol. 14, No. 5 (June/July 2003)
to The Systems Thinker® Newsletter
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