A QUANTUM PARADIGM SHIFT IN LEADERSHI …在领导一个量子的范式转变….doc

A QUANTUM PARADIGM SHIFT IN LEADERSHI …在领导一个量子的范式转变….doc

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A QUANTUM PARADIGM SHIFT IN LEADERSHI …在领导一个量子的范式转变…

A *QUANTUM PARADIGM SHIFT IN LEADERSHIP BEHAVIOUR IS REQUIRED TO DEAL WITH THE CHALLENGES OF EXTERNAL ENVIRONMENTAL COMPLEXITY FACED BY THE CHURCH DR. HEYDON HALL *Definition of ‘Quantum’ (as a modifier): loosely, sudden, spectacular, or vitally important. i.e. a quantum improvement Around the world, ‘all’ organisations (including the church) are faced with an exponential increase in complexity within the Financial, Social and Spiritual environments. This external environmental shift, forces organsiations into a place of uncertainty, where the answers to these challenges cannot be found within their current leadership behaviours and structured, internal command and control, organisational models. Recent studies of organisations that have managed to deal successfully with the complexity challenge, have shown a fundamental shift in leadership behaviour, fostering new forms of organisational innovation able to continually and generationally manage in a world, where continuous change has fundamentally shifted our worldview. This mental model change in leadership behaviour has been a shift away from the typical response to the supporting values and models based on the linear and structured cause-and-effect Newtonian physics worldview to which we have become accustomed and accept as base ‘scientific fact’, to the supporting values and models of non-linear dynamics (systems) and unstructured emergence, based in the science of quantum physics and complexity theory. Thus, a paradigm shift in thinking at a fundamental level, is needed to precede strategic innovative organisational change; from a central (top down) and controlled, structured approach to an open (bottom up) and holistic, systems worldview to organisational leadership, in an attempt to deal with the immense and complex environmental (Financial, Social and Spiritual) challenges we are faced with. This session attempts to use the learnings from successful change observed in U.S. and South African commercial organ

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