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wicked problem
Some problems are so complex that you have to be highly intelligent and well informed just to be undecided about them.
- Laurence J. Peter
fear
cynicism
conflicting agendas
inaction
paralysis
confidence
action
alignment
ownership
decision-making
dilution collective intelligence
open leadership
Having the confidence and humility to give up the need to be in control,while inspiring commitment from people to accomplish goals
leadership 2.0
Drives visionProvides a frameworkFosters urgencyEngages contributorsRemains accountable
"I then bequeath the whole of my property...to the United States of America, to found at Washington, under the name of the Smithsonian Institution, an Establishment for the increase & diffusion of knowledge...”
- James Smithson (1765-1829)
1. Unlock the mysteries of the universe
2. Understand and sustain biodiversity
3. Value world cultures
4. Understand the American Experience
- Smithsonian Strategic PlanSmithsonian Secretary G. Wayne Cloughwww.si.edu/about
Smithsonian 2.0 – assets, insights and expertise in the hands of the curious and the expert as the substrate for great work.
Government 2.0 – assets, capabilities and expertise in the hands of the people as the substrate for freedom and democracy.
@deb_lavoy
productfour.wordpress.com
www.opentext.com
@mpedson
smithsonian20.typepad.com
smithsonian-webstrategy.wikispaces.com
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Photo by Rich Tatum. Copyright © 2007 - All rights reserved. Used with permission.
tatumweb.com/gallery/
Many organizations don’t beginstrategic change until they’re either
afraid or in pain, or both
- Leo Mullen, CEO Navigation Arts