Choose yourself. "Painful Rebirth" or "Slow Death"

When you or your organization do not grow any more, you have to choose "PAINFUL REBIRTH" or "SLOW DEATH"

당신이나 당신 조직이 더 이상 성장하지 못할때, 그때 힘든 결정을 내려야 합니다. "힘들게 다시 태어나거나, 아니면 천천히 죽어가거나"






This is the story of an eagle.

The Eagle has the longest life-span of it's species
It can live up to 70 years.

But to reach this age, the eagle must make a hard decision.

In it's 40th year its long and flexible talons can no longer grab prey which serves as food.

Its long and sharp beak becomes bent.

It's old-aged and heavy wings, due to their thick feathers, stick to it's chest & make it difficult to fly

Then, the eagle is left with only two options: DIE or go through a painful process of CHANGE which lasts 150 days

The process requires that the eagle fly to a mountain top and sit on it's nest

There the eagle knocks it's beak against a rock until it plucks it out
Then the eagle will wait for a new beak to grow back and then it will pluck out it's talons.

When it's new talons grow back, the eagle starts plucking it's old-aged feathers
And after 5 months, The eagle takes its famous flight of rebirth and lives for 30 more years.

Why is change needed?
Many times, in order to survive we have to start a change process. We sometimes need to get rid of old memories, habits and other past traditions. Only freed from past burdens, can we take advantage of the present.

source: http://www.hoax-slayer.com/rebirth-of-the-eagle-hoax.shtml


독수리는 70년까지 살 수 있답니다. 그러나 70년을 살려면 40살 정도 이르렀을 때엔 신중하고도 어려운 결정을 해야만 한다고 합니다. 왜냐하면 이즈음이 되면 발톱이 안으로 굽어진 채 굳어져 먹이를 잡기조차 어려워지고, 길고 휘어진 부리는 독수리의 가슴 쪽으로 구부러졌으며, 날개는 약해지고 무거워지고 깃털들은 두꺼워져서 날아다니기조차 어렵게 되기 때문이라 합니다. 이제 독수리는 그대로 몇 년 더 살다 죽든지, 아니면, 고통스러운 혁신의 과정을 통하여 완전히 새롭게 거듭나든지, 그 둘 중의 하나를 선택해야합니다.

 

그대로 죽지 않고 환골탈태 하려면 그 독수리는 무려 5개월 동안 산꼭대기 절벽 끝에 둥지를 틀고 전혀 날지 않고 둥지 안에 머물러 있어야만 합니다. 이 기간 동안 독수리는 자신의 부리가 없어질 때까지 바위에 대고 사정없이 내리치고, 새로운 부리가 나올 때까지 오랜 시간을 기다려 부리가 새로 자라게 되면, 이번에는 그 부리를 가지고 발톱을 하나하나 뽑아낸다고 합니다. 

 

발톱이 새로 나서 다 자라나면 이번에는 낡은 깃털을 다 뽑아낸다고 합니다. 그렇게 하면서 5개월이 지나면 그 독수리는 새로운 부리, 새로운 발톱, 새로운 깃털을 갖고 새로이 비행하며, 이후 생명을 30년 연장할 수 있게 된다는 이야기입니다.


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Management and leadership complement each other, and 'both'  are necessary for the success of an organization. 


리더십과 경영관리는 서로 다르면서도 상호 보완적이므로, 조직이 장기적으로 성공하기 위해서는 양자의 균형과 조화가 이루어져야 한다. 

Source1: Lee, Seungjoo(2006), Strategic Leadership. page14.  
Source2: Kotter (1990), Bennis & Nanus (1997). 

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Differences in firm performance comes less from differences in what firms know, but more from their ability to translate knowledge into action.
 
회사의 성과가 각기 다른 것은 각 회사마다 "아는 것이 다른 점" 보다는, 그 회사의 "아는 것을 행동으로 옮기는" 능력에 따라 다른 것이다.

Source: Pfeffer and Sutton (1999), Knowing what to do is not enough: turning knowledge into action. California Management Review 42 (1), 83-108.

Book: "The Knowing-Doing Gap"



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Research on characteristics of entrepreneurs has generally focused on personality traits and demographics. Less attention has been devoted to behavioral characteristics of entrepreneurs. Corporate entrepreneurs need to develop a personal style or approach to the entrepreneurial process, and their styles are likely to include a number of behavioral characteristics. In a study in which start-up entrepreneurs were compared to corporate managers, Busenitz and Barney (1997) demonstrate that entrepreneurs are more liekly than corporate managers to employ certain biases and heuristics when making decisions. Two specific biases and heuristics emphasized by entrepreneurs follow:

Overconfidence:
The tendency for a decision-maker to be overly optimistic in their initial assessment of a situation, and to be slow to subsequently incorporate additional information about a situation into their assessment because of their initial overconfidence.

Representativeness:
A willingness to generalize about a person or phenomenon based on only a few attributes of that person or only a few observations of a specified phenomenon. In effect, small, non-random samples of data are being relied upon. The unreliability inherent in such limited data is ignored or underestimated by the decision-maker.

These short cuts allow the entrepreneur to decipher lots of inputs efficiently and make quick decisions under conditions of uncertainty. As corporate entrepreneurs deal with much of the same uncertainty, they might be expected to rely on some of the same biases and heuristics. At the same time, reliance on them makes the corporate entrepreneur vulnerable to attack from within, as the corporate environment typically places a premium on systematic data collection and conservative interpretation of information.

Source: For the complete study, see Busenitz, L and J. Barney. 1997. "Difference Between Entreprneurs and Managers in Large Organizations: Baises and Hueristics in Strategic Decision-Making," Journal of Business Venturing 12, No. 1: 9-30.

Original source: Morris and Kuratko (2002). Corporate Entrepreneurship: Entrepreneurial Development within Organization, Thomson south-Western. (page 334, Table 16.1)






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Teams are the typical building blocks of an organization: They provide companies with the means to combine the various skills, talents and perspectives of a group of individuals to achieve corporate goals. In the past, managers used to colocate team members because of the high levels of interdependencies that are inherent in group work.

Recently, though, more and more companies are beginning to organize projects over distance, with teams increasingly consisting of people who are based in dispersed geographical locations, come from different cultural backgrounds, speak different languages and were raised in different countries with different value systems.

http://sloanreview.mit.edu/the-magazine/articles/2009/summer/50412/how-to-manage-virtual-teams/
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Attitude defines Altitude.

사회적 지위를 결정하는 것은 "태도" 다.

Dr. Horst Saalbach (Founder of FESTO),
at 2008 Leadership Class, HHL-Leipzig Graduate School of Management.





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"They [leaders, managers] know that the most time-consuming step in the process is not making the decision but putting it into effect. Unless a decision has 'degenerated into work' it is not a decision; it is at best a good intention."

어떤 일을 함에 있어서 가장 시간 낭비가 많은 것이 '결정은 하지않고, 무턱대고 밀어붙이는 것' 임을 리더나 매니저들은 잘 알 것이다. 만약 결정을 실행함에 있어 퇴보되거나, 나빠지는 것이 있다면 그것은 결정이 아니다. 아무리 좋게 보아도, 그것은 제대로 된 결정이 아니라 '좋은 의도' 정도이다.

Drucker, P.F. (1966), "The effective decision", Harvard Business Review, January-February.


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“I don’t know the key to success, but the key to failure is trying to please everybody."

저는 성공의 열쇠는 모르겠습니다. 하지만 실패의 열쇠는 잘 압니다. 그것을 바로 '모든 사람들을 행복하게 하려고 하는 것입니다'.




- Bill Cosby, American Comedian -

Source: http://www.humorthatworks.com/learning/10-great-bill-cosby-quotes/

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The Tao (Moral Law) causes the people to be in complete accord with their ruler [congruence],
so that they will follow him regardless of their lives, undismayed by any danger.

道者,令民與上同意也, 故可與之死 可與之生, 而民不畏危也.
도자, 령민여상동의야, 고가여지사 가여지생, 이민불외위야.

道라는 것은 백성으로 하여금 윗사람과 한마음이 되게 하는 길이다. 그러므로 죽음을 같이 할 수 있고 삶을 같이 할 수 있다. 그리하여 백성은 위험도 두려워하지 않는다.

source1: http://www.chinapage.com/sunzi-e.html
source2: http://kr.blog.yahoo.com/kisurok/701976.html?p=1&pm=l&tc=6&tt=1252621593


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Formal management education programs typically emphasize the development of problem-solving and decision-making skills...but give little attention to the development of skills required to find the problems that need to be solved, to plan for the attainment of desired results, or to carry out operating plans once they are made.

This distort managerial growth by overdevelop an individuals analytic ability while leaving his or her ability to take action and get thing done underdeveloped.


정규 경영학 교육 프로그램은 문제해결(problem-solving) 능력이나 결정 (decision-making) 능력을 강조한다. 하지만, 정작 문제를 간파하는 능력, 원하는 결과를 이루기 위한 계획 수립 능력, 또는 수립된 계획을 운영할 세부 운영 계획 수립 능력에 대한 관심은 적은 것 같다.

'실행에 옮기는 능력'이나, '일이 마무리 되도록 하는 능력'은 뒤로 한채 한 개인의 '분석 능력'만 과도하게 계발 되는 것은 매니저로서 성장하는 것을 심하게 왜곡하는 것이다.


- Livingston (1971), "The Myth of the Well-Educated Manager" , Harvard Business Review (Jan. ~ Feb.)


Re-cited from Minzberg (2005), "Managers Not MBAs", Berrett-Koehler Publisher, INC. pp. 38~39.

Minzberg added " Reducing managing to decision making bad enough; reducing decision making to analysis can be far worse"


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"The decision affects the work of other people, it must help these people achieve their objectives, assist them in their work, contribute to their performing better, more effectively and with a great 'sense' of achievement. It cannot be a decision designed merely to help the manager perform better, do his job more easily or obtain greater satisfaction from it."

Decision-Making 이 중요한 이유는 그것이 직장 내 다른 사람들에게 큰 영향을 끼치기 때문이다. Decision-Making은 다른 사람들이 그들의 목적을 이루고, 그들의 일을 돕고, 그들이 보다 더 좋은 성과를 이루게 기여하며 그들의 성과를 보다 더 효율적으로 알 수 있도록 해야 하는 것이다.

It requires that any decision become "our decision" to the people who have to convert it into action. 

모든 결정은 그 결정이 곧 "나의 결정" 이 아니라 "우리 모두의 결정"이 되어야 하며, 이를 통해 실질적인 "행동"으로 변화 될 수 있도록 해야 한다.

To convert a solution into action requires that people understand what change in behavior is expected of them, and what change to expect in the behavior of others with whom they work.

어떤 '생각'이 '행동'으로 변화될 수 있게 하는 것은 사람들에게 자신들의 행동이 어떻게 변화되어야 하는지를 "이해- Understand" 시키는 것이며, 또한 함께 일하는 사람들에게 "어떻게 행동하길 바라는지-Expect" 를 알게해야 하는 것이다.


Source: Drucker P. F. (2006) The Practice of Management, HarperCollins, NewYork, pp. 364~365


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Sense Making is "Structuring Unknown. "
What is good for
sensemaking is a good story."

Sense making 은 "모르는 것을 구조화 하는 것이다." Sensemaking 에 좋은 것은 바로 "좋은 이야기" 이다.

Kark Weick (1995), Sensemaking in Organization.



Sense Making Framework: Karl Weick's Decision Making

1. Retrospection
2. Cues
3. Ongoing sensemaking
4. Social Sensemaking
5. Plausibility
6. Identity construction
7. Enactment
8. Projection

Source: Jean Helms Mills (2009), Understanding Organizational Change. pp.16~18.



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Hire for Aptitude, Fire for Attitude !

뽑을 때는 능력있어보여서 뽑지만, 해고 할 때는 그 사람의 "태도" 때문에 해고하게 된다.


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'If you aren't part of the solution, you could be part of the problem'

'만약 그대가 문제 해결의 편에 서지 않는다면, 당신은 문제 그 자체일 수도 있습니다'


source: Jean Helms et al (2009), Understanding Organizational Change (p. 37)


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