医院经营与管理和中层干部执行力.ppt

行大道 民为本 利天下 李克强 So what does a leader do to display a balance between what he believes and how he acts?..... Our expectations of leaders balancing the Principles paradox: They make decisions based on their principles and values. In the words of our people - “they walk the talk.” Thus, leaders who balance I Believe and I Act Make Principle Based Decisions And what principles or values should a leader base his/her behaviour? Since the beginning of 1998, Fuji Xerox Group and its people have began to operate under the guidance of 10 Shared Values. These values define our institutional identity and our corporate character. According to our Chairman CEO, Yotaro Kobayashi, these are fundamental concepts that underpin our strategies, actions and activities. In the words of Xerox Group People - our people ask us to walk the talk - When our people say walk the talk, it is not about doing one more and the other lest - they are saying, show me the balance - have the walk and the talk be the same thing. Our people also said: ‘A leader does possesses a clear set of principles’ ‘Tells the truth - even when it is uncomfortable - No conspiracy of silence This paradox focuses on balancing an accurate assessment of current reality with a vision for the future. This may seem like a simple notion, but we are often ineffective at developing a vision. We place constraints on our vision based on time, resources, etc. Our vision needs to be unrestricted. An accurate assessment of current reality is not trivial either. We often lie to ourselves about our current state. (The rubber band analogy may communicate the point. - - One end of the band is current reality, the other is vision. The tension between the ends when stretched is CREATIVE TENSION. To the extent that our current reality assessment is inaccurate and/or our vision is restricted, creative tension will disappear. Creative tension is the energy needed to move from Here to There.) This paradox explicitly is intende