the ceo magazine, leadership
Joakim Ahlström, Author, How to Succeed with Continuous Improvement

            Imagine an organizational culture so strong you’d be certain to achieve your long-term objectives no matter what happens. Would you be willing to do ONE thing to make that culture reality?

            For managers at all levels of an organization time is a scarce commodity. I take this into account when they ask for my advice on how to develop an adaptable and continuously improving organization. This is what I tell them: "Ask your employees to always bring one improvement idea each to your recurring (weekly or monthly) meetings."

the ceo magazine, corporate culture,

“Culture,” the new buzzword of the financial recovery, has transformed from an ethereal, abstract otherworldly word to a blunt instrument for finding fault on myriad qualitative matters affecting the organization. When an individual, merger, or organization fails, culture takes the blame. We use the word fairly arbitrarily, citing it to explain why things don't change, won’t change, or can't change. It’s that subtle yet powerful driver that leaders strive—often futilely—to influence.

the ceo magazine, leadership

Espoused beliefs reflect those perceptions that an organization’s leaders consider “correct.” Over time, members of an organization learn that certain beliefs work to reduce uncertainty, so these beliefs gradually develop into an articulated set of norms and operational rules of behavior that serve as a guide for dealing with ambiguity or difficult events.  As new members join the organization, others influence them through education about these beliefs.

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