『反思式领导实践』工作坊摘要.PDFVIP

“Reflective Leadership Practices” -Workshop Summary This August 2011 the CP Yen Foundation hosted the workshop “Beyond Immunity to Change: reflective leadership practices for breaking through individual and group resistance to change”, delivered by Joey Chan, founder of Birdview Consulting and the first promoter and consultant of learning organization in Hong Kong. This month’s Dialogue Newsletter is based on the handbook of his workshop and an article on “Immunity to Change” published in the Harvard Business review December 2001 issue. (Mental Model) ‧ Mental models determine our view of the world. They are deeply rooted at the heart of our assumptions, stories and images of the world and act like a delicate piece of glass subtly filtering our vision. According to Joey Chan, the core task of Reflective Leadership is to enable the practitioner to more clearly see this glass before one’s eyes; and to create a more appropriate and effective management of these mental models. Peter Senge comments in The Fifth Discipline that “the problems with mental models lie not in whether they are right or wrong - by definition, all models are simplifications. The problems with mental models arise when they become implicit - when they exist below the level of our awareness.” Robert KeganLisa Lahey Immunity to Change Organizational psychologists Dr. Robert Kegan and Dr. Lisa Lahey observed an organizational mental model, which similarly acts to preserve the status quo through individual and groups behaviors that work against their own change goals; they call this model “immunity to change.” “Change immunity” is a clever self-protection deeply rooted in our mental models. Unless leaders understand how “change immunity” is generated, behaves, and how to transform them, real change 1 in an organization will not be possible. (Four column exercise f