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Change Agents as (Intellectual) Shamans

Posted by Steve Waddell in Change, Leadership on March 19, 2015

Transformational change makers are shamans. In her book Intellectual Shamans Sandra Waddock focuses on 28 leading business academics of transformational intellectual impact that include ones well-known as change makers such as Otto Scharmer, David Cooperrider and Ed Schein. It is a book that presents insight about the development and work...

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WINGSForum: On networks and cultivating “more leaderful change agents”

Posted by Steve Waddell in Leadership, Net Dev on February 17, 2014

WINGSForum 2014 will be the premier event for connecting with a global network of grantmakers, community foundation support organizations, and leaders in the sphere of philanthropy from across the globe.  I am honored to be keynote speaker and leading a workshop (March 26) on networks for the Forum, in Istanbul...

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Leadership and Networks: A new resource

Posted by Steve Waddell in Blog, Leadership on January 7, 2013

Traditional organization approaches to leadership can lead to disaster with networks – I’ve seen wrong headedness turn networks into hierarchical organizations that unwittingly eviscerate the benefits for choosing a network in the first place.  What are the core principles of leading with a network mindset, and what strategies support their...

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Leadership, Innovation and Complexity Science

Posted by Steve Waddell in Leadership on December 28, 2010

Leadership in multi-stakeholder networks must deal with complexity.  This contrasts with complicated where there are many moving parts such as with getting a person on the moon, but the moving parts are for the most part controllable and predictable.  With complexity, prediction is very difficult.  Typically it is associated with...

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Seven Complexity Implications for Multi-Stakeholder Networks

Posted by Steve Waddell in Communications, Leadership, Learning, M&E on December 21, 2010

Learning to work with complexity is absolutely essential for people working with multi-stakeholder networks.  It’s key to effective leadership, network development, impact measurement, communications, and change strategies.  A multi-stakeholder change network developing all these for a complicated rather than complex system is bound to fail…or at least fall far short...

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