�ݺ�ߣshows by User: cynthiascott

�ݺ�ߣshows by User: cynthiascott / http://www.slideshare.net/images/logo.gif �ݺ�ߣshows by User: cynthiascott / Wed, 21 Nov 2012 14:01:18 GMT �ݺ�ߣShare feed for �ݺ�ߣshows by User: cynthiascott Mastering the Change Curve /slideshow/mastering-changecurveassessmentpaper/15286960 mastering-change-curve-assessment-paper-121121140119-phpapp02
Every individual, team, and organization today faces a constant variety of major and minor changes. Mastering the Change Curve will help you to understand your own reactions to these changes so that you can move more quickly, completely, and effectively through the change process.]]>
Every individual, team, and organization today faces a constant variety of major and minor changes. Mastering the Change Curve will help you to understand your own reactions to these changes so that you can move more quickly, completely, and effectively through the change process.]]> Wed, 21 Nov 2012 14:01:18 GMT /slideshow/mastering-changecurveassessmentpaper/15286960 cynthiascott@slideshare.net(cynthiascott) Mastering the Change Curve cynthiascott Every individual, team, and organization today faces a constant variety of major and minor changes. Mastering the Change Curve will help you to understand your own reactions to these changes so that you can move more quickly, completely, and effectively through the change process. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/mastering-change-curve-assessment-paper-121121140119-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> Every individual, team, and organization today faces a constant variety of major and minor changes. Mastering the Change Curve will help you to understand your own reactions to these changes so that you can move more quickly, completely, and effectively through the change process.

Mastering the Change Curve from Cynthia Scott

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0 The Human Side of Re-engineering /slideshow/human-sidereengineering-article/15146405 humansidereengineeringarticle-121112175254-phpapp02
The Human Side of Re-engineering Radical change is radical. It cannot be done painlessly, without questioning the organizational culture, and changing the way leaders and employees work together. This article first appeared in the September 1997 issue of Health Forum Journal.]]>
The Human Side of Re-engineering Radical change is radical. It cannot be done painlessly, without questioning the organizational culture, and changing the way leaders and employees work together. This article first appeared in the September 1997 issue of Health Forum Journal.]]> Mon, 12 Nov 2012 17:52:54 GMT /slideshow/human-sidereengineering-article/15146405 cynthiascott@slideshare.net(cynthiascott) The Human Side of Re-engineering cynthiascott The Human Side of Re-engineering Radical change is radical. It cannot be done painlessly, without questioning the organizational culture, and changing the way leaders and employees work together. This article first appeared in the September 1997 issue of Health Forum Journal. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/humansidereengineeringarticle-121112175254-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> The Human Side of Re-engineering Radical change is radical. It cannot be done painlessly, without questioning the organizational culture, and changing the way leaders and employees work together. This article first appeared in the September 1997 issue of Health Forum Journal.

The Human Side of Re-engineering from Cynthia Scott

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0 Values: The Organization's Cultural Bedrock /slideshow/values-theorganizationsbedrock-article/15146404 valuestheorganizationsbedrockarticle-121112175257-phpapp02
By Dennis T. Jaffe and Cynthia D. Scott Organizations appear to have two kinds of values—hard values about profitability and business success, and softer values about people and relationships. And when push comes to shove, the conventional wisdom is that the soft values are sacrificed to the harder ones. Many people are deeply cynical when they hear about a company’s soft values, because they feel that these values about people are the first to go in times of crisis. However, some leaders feel that the softer values are just as important as the hard ones. If people do not feel that their organization can be trusted, that there are not some core values that their company stands for and is willing to struggle to uphold, then the fabric that ties people to the organization will weaken. When weakened, the willingness of people to put extra effort, to extend themselves, and to help the organization make a difference diminishes. Companies have begun to look to values as the core behind which their people can rally.]]>
By Dennis T. Jaffe and Cynthia D. Scott Organizations appear to have two kinds of values—hard values about profitability and business success, and softer values about people and relationships. And when push comes to shove, the conventional wisdom is that the soft values are sacrificed to the harder ones. Many people are deeply cynical when they hear about a company’s soft values, because they feel that these values about people are the first to go in times of crisis. However, some leaders feel that the softer values are just as important as the hard ones. If people do not feel that their organization can be trusted, that there are not some core values that their company stands for and is willing to struggle to uphold, then the fabric that ties people to the organization will weaken. When weakened, the willingness of people to put extra effort, to extend themselves, and to help the organization make a difference diminishes. Companies have begun to look to values as the core behind which their people can rally.]]> Mon, 12 Nov 2012 17:52:53 GMT /slideshow/values-theorganizationsbedrock-article/15146404 cynthiascott@slideshare.net(cynthiascott) Values: The Organization's Cultural Bedrock cynthiascott By Dennis T. Jaffe and Cynthia D. Scott Organizations appear to have two kinds of values—hard values about profitability and business success, and softer values about people and relationships. And when push comes to shove, the conventional wisdom is that the soft values are sacrificed to the harder ones. Many people are deeply cynical when they hear about a company’s soft values, because they feel that these values about people are the first to go in times of crisis. However, some leaders feel that the softer values are just as important as the hard ones. If people do not feel that their organization can be trusted, that there are not some core values that their company stands for and is willing to struggle to uphold, then the fabric that ties people to the organization will weaken. When weakened, the willingness of people to put extra effort, to extend themselves, and to help the organization make a difference diminishes. Companies have begun to look to values as the core behind which their people can rally. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/valuestheorganizationsbedrockarticle-121112175257-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> By Dennis T. Jaffe and Cynthia D. Scott Organizations appear to have two kinds of values—hard values about profitability and business success, and softer values about people and relationships. And when push comes to shove, the conventional wisdom is that the soft values are sacrificed to the harder ones. Many people are deeply cynical when they hear about a company’s soft values, because they feel that these values about people are the first to go in times of crisis. However, some leaders feel that the softer values are just as important as the hard ones. If people do not feel that their organization can be trusted, that there are not some core values that their company stands for and is willing to struggle to uphold, then the fabric that ties people to the organization will weaken. When weakened, the willingness of people to put extra effort, to extend themselves, and to help the organization make a difference diminishes. Companies have begun to look to values as the core behind which their people can rally.

Values: The Organization's Cultural Bedrock from Cynthia Scott

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0 How to Link Personal Values with Team Values /slideshow/how-tolinkvalues-article/15146403 howtolinkvaluesarticle-121112175256-phpapp02
How to Link Personal Values with Team Values Here’s how companies such as Levi Strauss, AT&T, and Nordstrom conduct a values discussion to resolve conflicts between people’s personal values and those of their team or organization. The result is behavior that expresses the desired values and workers’ commitment to company goals. American Society for Training and Development (ASTD), March 1998 By Dennis T. Jaffe, Ph.D. & Cynthia D. Scott, Ph.D.]]>
How to Link Personal Values with Team Values Here’s how companies such as Levi Strauss, AT&T, and Nordstrom conduct a values discussion to resolve conflicts between people’s personal values and those of their team or organization. The result is behavior that expresses the desired values and workers’ commitment to company goals. American Society for Training and Development (ASTD), March 1998 By Dennis T. Jaffe, Ph.D. & Cynthia D. Scott, Ph.D.]]> Mon, 12 Nov 2012 17:52:53 GMT /slideshow/how-tolinkvalues-article/15146403 cynthiascott@slideshare.net(cynthiascott) How to Link Personal Values with Team Values cynthiascott How to Link Personal Values with Team Values Here’s how companies such as Levi Strauss, AT&T, and Nordstrom conduct a values discussion to resolve conflicts between people’s personal values and those of their team or organization. The result is behavior that expresses the desired values and workers’ commitment to company goals. American Society for Training and Development (ASTD), March 1998 By Dennis T. Jaffe, Ph.D. & Cynthia D. Scott, Ph.D. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/howtolinkvaluesarticle-121112175256-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> How to Link Personal Values with Team Values Here’s how companies such as Levi Strauss, AT&T, and Nordstrom conduct a values discussion to resolve conflicts between people’s personal values and those of their team or organization. The result is behavior that expresses the desired values and workers’ commitment to company goals. American Society for Training and Development (ASTD), March 1998 By Dennis T. Jaffe, Ph.D. & Cynthia D. Scott, Ph.D.

How to Link Personal Values with Team Values from Cynthia Scott

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0 Navigating the Badlands Whitepaper /slideshow/navigating-the-badlands-whitepaper/15146402 navigatingthebadlandswhitepaper-121112175255-phpapp01
By Cynthia D. Scott and Mary O’Hara-Devereaux Navigating the Badlands Just as American pioneers faced the treacherous landscape of North Dakota’s Badlands, corporations in a post tech-boom business climate face their own daunting terrain, where business as usual is no more and the old ways don’t cut it. Prepare your company for certain hard roads ahead with the Badlands map and sage advice from those who have entered and survived. Economic Structural Shifts Every 100 years or so, a systemic structural shift occurs. Driven by clusters of multiple innovations and strong environmental forces, the emerging socioeconomic system and business environment have more discontinuities than similarities with the past. The entire system undergoes transformation. The shift isn’t about bringing greater efficiency to existing structures; rather it’s about creating something fundamentally different. That process can take 10 to 15 years and involve ongoing strategic issues. Companies that survive are transformed. The Badlands has many features: rugged peaks, dangerous waterholes, confusing crossroads, and a set of nine pains unique to its hazardous landscape. A pain is a strategic issue—an internal or external opportunity or threat that drives an organization to change direction. The Nine Pains Explained…]]>
By Cynthia D. Scott and Mary O’Hara-Devereaux Navigating the Badlands Just as American pioneers faced the treacherous landscape of North Dakota’s Badlands, corporations in a post tech-boom business climate face their own daunting terrain, where business as usual is no more and the old ways don’t cut it. Prepare your company for certain hard roads ahead with the Badlands map and sage advice from those who have entered and survived. Economic Structural Shifts Every 100 years or so, a systemic structural shift occurs. Driven by clusters of multiple innovations and strong environmental forces, the emerging socioeconomic system and business environment have more discontinuities than similarities with the past. The entire system undergoes transformation. The shift isn’t about bringing greater efficiency to existing structures; rather it’s about creating something fundamentally different. That process can take 10 to 15 years and involve ongoing strategic issues. Companies that survive are transformed. The Badlands has many features: rugged peaks, dangerous waterholes, confusing crossroads, and a set of nine pains unique to its hazardous landscape. A pain is a strategic issue—an internal or external opportunity or threat that drives an organization to change direction. The Nine Pains Explained…]]> Mon, 12 Nov 2012 17:52:52 GMT /slideshow/navigating-the-badlands-whitepaper/15146402 cynthiascott@slideshare.net(cynthiascott) Navigating the Badlands Whitepaper cynthiascott By Cynthia D. Scott and Mary O’Hara-Devereaux Navigating the Badlands Just as American pioneers faced the treacherous landscape of North Dakota’s Badlands, corporations in a post tech-boom business climate face their own daunting terrain, where business as usual is no more and the old ways don’t cut it. Prepare your company for certain hard roads ahead with the Badlands map and sage advice from those who have entered and survived. Economic Structural Shifts Every 100 years or so, a systemic structural shift occurs. Driven by clusters of multiple innovations and strong environmental forces, the emerging socioeconomic system and business environment have more discontinuities than similarities with the past. The entire system undergoes transformation. The shift isn’t about bringing greater efficiency to existing structures; rather it’s about creating something fundamentally different. That process can take 10 to 15 years and involve ongoing strategic issues. Companies that survive are transformed. The Badlands has many features: rugged peaks, dangerous waterholes, confusing crossroads, and a set of nine pains unique to its hazardous landscape. A pain is a strategic issue—an internal or external opportunity or threat that drives an organization to change direction. The Nine Pains Explained… <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/navigatingthebadlandswhitepaper-121112175255-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> By Cynthia D. Scott and Mary O’Hara-Devereaux Navigating the Badlands Just as American pioneers faced the treacherous landscape of North Dakota’s Badlands, corporations in a post tech-boom business climate face their own daunting terrain, where business as usual is no more and the old ways don’t cut it. Prepare your company for certain hard roads ahead with the Badlands map and sage advice from those who have entered and survived. Economic Structural Shifts Every 100 years or so, a systemic structural shift occurs. Driven by clusters of multiple innovations and strong environmental forces, the emerging socioeconomic system and business environment have more discontinuities than similarities with the past. The entire system undergoes transformation. The shift isn’t about bringing greater efficiency to existing structures; rather it’s about creating something fundamentally different. That process can take 10 to 15 years and involve ongoing strategic issues. Companies that survive are transformed. The Badlands has many features: rugged peaks, dangerous waterholes, confusing crossroads, and a set of nine pains unique to its hazardous landscape. A pain is a strategic issue—an internal or external opportunity or threat that drives an organization to change direction. The Nine Pains Explained…

Navigating the Badlands Whitepaper from Cynthia Scott

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0 Discovering Values: The Key to Unlocking Employee Engagement /slideshow/discovering-values-the-key-to-unlocking-employee-engagement/15145685 discoveringvalues-thekeytounlockingemployeeengagement-121112165010-phpapp01
Overview Values are the driving force behind personal action and a beacon of focus during turbulent times. Successful organizations recognize the business case for value clarity, and they know that connecting personal values to organizational strategy is the vital link to employee engagement, innovation, commitment, performance, decision making—and a competitive advantage. In this presentation personal, team, and organizational values are explored and the Values Edge model is introduced. Values Edge facilitates values discovery and see its application through a real-world global alignment case study. You will learn about the role values play in shaping individual behavior, why values clarification is critical to success, and how they can be linked to enhance organizational performance. What You Will Learn • How values are formed and shaped • Why values matter in the workplace • How to balance personal and work values • The role values play in motivating positive behavior • Business benefits of values clarification • How to handle values-based conflict • The importance of linking personal and organizational values Who Should Attend • Supervisors • Managers • Front-line leaders • Human resources professionals • Organizational coaches]]>
Overview Values are the driving force behind personal action and a beacon of focus during turbulent times. Successful organizations recognize the business case for value clarity, and they know that connecting personal values to organizational strategy is the vital link to employee engagement, innovation, commitment, performance, decision making—and a competitive advantage. In this presentation personal, team, and organizational values are explored and the Values Edge model is introduced. Values Edge facilitates values discovery and see its application through a real-world global alignment case study. You will learn about the role values play in shaping individual behavior, why values clarification is critical to success, and how they can be linked to enhance organizational performance. What You Will Learn • How values are formed and shaped • Why values matter in the workplace • How to balance personal and work values • The role values play in motivating positive behavior • Business benefits of values clarification • How to handle values-based conflict • The importance of linking personal and organizational values Who Should Attend • Supervisors • Managers • Front-line leaders • Human resources professionals • Organizational coaches]]> Mon, 12 Nov 2012 16:50:09 GMT /slideshow/discovering-values-the-key-to-unlocking-employee-engagement/15145685 cynthiascott@slideshare.net(cynthiascott) Discovering Values: The Key to Unlocking Employee Engagement cynthiascott Overview Values are the driving force behind personal action and a beacon of focus during turbulent times. Successful organizations recognize the business case for value clarity, and they know that connecting personal values to organizational strategy is the vital link to employee engagement, innovation, commitment, performance, decision making—and a competitive advantage. In this presentation personal, team, and organizational values are explored and the Values Edge model is introduced. Values Edge facilitates values discovery and see its application through a real-world global alignment case study. You will learn about the role values play in shaping individual behavior, why values clarification is critical to success, and how they can be linked to enhance organizational performance. What You Will Learn • How values are formed and shaped • Why values matter in the workplace • How to balance personal and work values • The role values play in motivating positive behavior • Business benefits of values clarification • How to handle values-based conflict • The importance of linking personal and organizational values Who Should Attend • Supervisors • Managers • Front-line leaders • Human resources professionals • Organizational coaches <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/discoveringvalues-thekeytounlockingemployeeengagement-121112165010-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> Overview Values are the driving force behind personal action and a beacon of focus during turbulent times. Successful organizations recognize the business case for value clarity, and they know that connecting personal values to organizational strategy is the vital link to employee engagement, innovation, commitment, performance, decision making—and a competitive advantage. In this presentation personal, team, and organizational values are explored and the Values Edge model is introduced. Values Edge facilitates values discovery and see its application through a real-world global alignment case study. You will learn about the role values play in shaping individual behavior, why values clarification is critical to success, and how they can be linked to enhance organizational performance. What You Will Learn • How values are formed and shaped • Why values matter in the workplace • How to balance personal and work values • The role values play in motivating positive behavior • Business benefits of values clarification • How to handle values-based conflict • The importance of linking personal and organizational values Who Should Attend • Supervisors • Managers • Front-line leaders • Human resources professionals • Organizational coaches

Discovering Values: The Key to Unlocking Employee Engagement from Cynthia Scott

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0 Thriving Through Change /slideshow/thriving-through-change/15145684 thrivingthroughchange-121112164959-phpapp02
Overview To thrive in an environment that’s filled with constant change, it’s important to understand how to harness human response to support a sustainable future. Proactively managing organizational change results in a corporate culture that is optimistic—fueled by empowered leadership and employees who feel valued and secure. Helping individuals and teams to recognize the predictable path of transitioning through change can foster innovation and improve business agility. What You Will Learn • Understand how the human brain responds to change • Learn five different ways to reduce threat and increase resilience • Identify a predictable path of responding to change • How to lead teams from resistance to performance]]>
Overview To thrive in an environment that’s filled with constant change, it’s important to understand how to harness human response to support a sustainable future. Proactively managing organizational change results in a corporate culture that is optimistic—fueled by empowered leadership and employees who feel valued and secure. Helping individuals and teams to recognize the predictable path of transitioning through change can foster innovation and improve business agility. What You Will Learn • Understand how the human brain responds to change • Learn five different ways to reduce threat and increase resilience • Identify a predictable path of responding to change • How to lead teams from resistance to performance]]> Mon, 12 Nov 2012 16:49:58 GMT /slideshow/thriving-through-change/15145684 cynthiascott@slideshare.net(cynthiascott) Thriving Through Change cynthiascott Overview To thrive in an environment that’s filled with constant change, it’s important to understand how to harness human response to support a sustainable future. Proactively managing organizational change results in a corporate culture that is optimistic—fueled by empowered leadership and employees who feel valued and secure. Helping individuals and teams to recognize the predictable path of transitioning through change can foster innovation and improve business agility. What You Will Learn • Understand how the human brain responds to change • Learn five different ways to reduce threat and increase resilience • Identify a predictable path of responding to change • How to lead teams from resistance to performance <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/thrivingthroughchange-121112164959-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> Overview To thrive in an environment that’s filled with constant change, it’s important to understand how to harness human response to support a sustainable future. Proactively managing organizational change results in a corporate culture that is optimistic—fueled by empowered leadership and employees who feel valued and secure. Helping individuals and teams to recognize the predictable path of transitioning through change can foster innovation and improve business agility. What You Will Learn • Understand how the human brain responds to change • Learn five different ways to reduce threat and increase resilience • Identify a predictable path of responding to change • How to lead teams from resistance to performance

Thriving Through Change from Cynthia Scott

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0 Values: A Manager's Guide /slideshow/values-managers-guide-15145502/15145502 valuesmanagersguide-121112163338-phpapp01
A Managers Guide to a Cascading Team Values Conversation This is a guide for a manager to conduct a values conversation/ workshop with his or her team. The values conversation will take from 1 1/2 to 3 hours. The purpose is to clarify the values that will help the team move toward their highest level of performance. In the conversation, the team will • Explore their personal values about teamwork • Create a team values statement • Come to agreement about what those values mean in action Table of Contents Section 1 - Setting the Stage • Values (sm) • Leading a Values Conversation . • Clarifying Your Values • Values are the Foundation for Success • Values Replace Rules • Values Provide Guidance • Aligned Values • Change of Values • Values Into Action • Value Conflicts Section 2 - Personal Values Exploration • Cascading Valuessm to Your Team • High Performance Team Exercise • Introduction to the Values Cards • Personal Values Exploration • Using the Values Cards • Arranging Your Values Cards • Sorting Your Values • Personal and Organizational Values • My Top Six Values • Discussion Questions Section 3 - Creating Team Values • Team Values Exercise • Aligning Organizational & Team Values • Values to Action • Sample Value Statements • Turning Insight Into Action ]]>
A Managers Guide to a Cascading Team Values Conversation This is a guide for a manager to conduct a values conversation/ workshop with his or her team. The values conversation will take from 1 1/2 to 3 hours. The purpose is to clarify the values that will help the team move toward their highest level of performance. In the conversation, the team will • Explore their personal values about teamwork • Create a team values statement • Come to agreement about what those values mean in action Table of Contents Section 1 - Setting the Stage • Values (sm) • Leading a Values Conversation . • Clarifying Your Values • Values are the Foundation for Success • Values Replace Rules • Values Provide Guidance • Aligned Values • Change of Values • Values Into Action • Value Conflicts Section 2 - Personal Values Exploration • Cascading Valuessm to Your Team • High Performance Team Exercise • Introduction to the Values Cards • Personal Values Exploration • Using the Values Cards • Arranging Your Values Cards • Sorting Your Values • Personal and Organizational Values • My Top Six Values • Discussion Questions Section 3 - Creating Team Values • Team Values Exercise • Aligning Organizational & Team Values • Values to Action • Sample Value Statements • Turning Insight Into Action ]]> Mon, 12 Nov 2012 16:33:35 GMT /slideshow/values-managers-guide-15145502/15145502 cynthiascott@slideshare.net(cynthiascott) Values: A Manager's Guide cynthiascott A Managers Guide to a Cascading Team Values Conversation This is a guide for a manager to conduct a values conversation/ workshop with his or her team. The values conversation will take from 1 1/2 to 3 hours. The purpose is to clarify the values that will help the team move toward their highest level of performance. In the conversation, the team will • Explore their personal values about teamwork • Create a team values statement • Come to agreement about what those values mean in action Table of Contents Section 1 - Setting the Stage • Values (sm) • Leading a Values Conversation . • Clarifying Your Values • Values are the Foundation for Success • Values Replace Rules • Values Provide Guidance • Aligned Values • Change of Values • Values Into Action • Value Conflicts Section 2 - Personal Values Exploration • Cascading Valuessm to Your Team • High Performance Team Exercise • Introduction to the Values Cards • Personal Values Exploration • Using the Values Cards • Arranging Your Values Cards • Sorting Your Values • Personal and Organizational Values • My Top Six Values • Discussion Questions Section 3 - Creating Team Values • Team Values Exercise • Aligning Organizational & Team Values • Values to Action • Sample Value Statements • Turning Insight Into Action <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/valuesmanagersguide-121112163338-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> A Managers Guide to a Cascading Team Values Conversation This is a guide for a manager to conduct a values conversation/ workshop with his or her team. The values conversation will take from 1 1/2 to 3 hours. The purpose is to clarify the values that will help the team move toward their highest level of performance. In the conversation, the team will • Explore their personal values about teamwork • Create a team values statement • Come to agreement about what those values mean in action Table of Contents Section 1 - Setting the Stage • Values (sm) • Leading a Values Conversation . • Clarifying Your Values • Values are the Foundation for Success • Values Replace Rules • Values Provide Guidance • Aligned Values • Change of Values • Values Into Action • Value Conflicts Section 2 - Personal Values Exploration • Cascading Valuessm to Your Team • High Performance Team Exercise • Introduction to the Values Cards • Personal Values Exploration • Using the Values Cards • Arranging Your Values Cards • Sorting Your Values • Personal and Organizational Values • My Top Six Values • Discussion Questions Section 3 - Creating Team Values • Team Values Exercise • Aligning Organizational & Team Values • Values to Action • Sample Value Statements • Turning Insight Into Action

Values: A Manager's Guide from Cynthia Scott

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0 https://cdn.slidesharecdn.com/profile-photo-cynthiascott-48x48.jpg?cb=1606686755 cynthia-scott.com https://cdn.slidesharecdn.com/ss_thumbnails/mastering-change-curve-assessment-paper-121121140119-phpapp02-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/mastering-changecurveassessmentpaper/15286960 Mastering the Change C... https://cdn.slidesharecdn.com/ss_thumbnails/humansidereengineeringarticle-121112175254-phpapp02-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/human-sidereengineering-article/15146405 The Human Side of Re-e... https://cdn.slidesharecdn.com/ss_thumbnails/valuestheorganizationsbedrockarticle-121112175257-phpapp02-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/values-theorganizationsbedrock-article/15146404 Values: The Organizati...