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When a hurricane warning is announced, everyone's concerns and actions become focused on that expectation; the hurricane essentially becomes the future which people are "living into." Similarly, when an organization needs to transform or make the leap to a higher level, everyone involved should be "living into" the vision of the organization's new, improved future. But in the majority of organizations, the future people are living into is based on past performance and experience, and so major transformation is almost impossible. Authors Steve Zaffron and Dave Logan outline this proven system for rallying all of an organization's employees around a new vision, and more importantly, making it stick. Their focus is on making such transformations permanent and repeatable, providing practical examples from Vanto Group’s clients such as Apple, Lockheed Martin, Reebok, BHP-Billiton, Johnson & Johnson, Morgan Stanley, and many others.
Founded in 2003 by Lynne Twist, the Soul of Money Institute is a center for exploring and sharing the best practices, theories, and attitudes that enable people to relate to money and the money culture with greater freedom, power, and effectiveness.
Theory U: Leading from the Future as it Emerges
The Presencing Institute is a global action research community that applies Theory U to societal transformation by shifting the social field from ego-system to eco-system awareness. The presencing process is a journey that connects us more deeply both to what wants to emerge in the world and to our highest future possibility—our emerging authentic self.
The Work is a simple yet powerful process of inquiry that teaches you to identify and question thoughts that cause all the suffering in the world. It's a way to understand what's hurting you, and to address your problems with clarity.
Top performers are masters of crucial conversations, conversations that occur when opinions vary, emotions run strong, and stakes are high.
What do you do when others break promises, violate expectations, or behave badly? Top performers know—they are masters of crucial confrontations.
The Arbinger Institute defines self-deception as not knowing - and resisting - the possibility that one has a problem.
