We wanted to share your feedback with the entire Cornerstone community – the good, the bad and the ugly; so here goes.
We hope you’re not pleased to find that we are nearing the end of this article series. So here’s the thing….
Mastery in both Quadrants is required to shift Culture and Systems along the spectrum from toxic to vibrant and from obstructive to constructive respectively. What this looks like at Cornerstone is seen by the graphic below - what we call Ascension.
There are signs that the world of organisation and leadership development is just starting to cotton on to the idea of the importance of connecting people to organisational purpose. “About bloody time!” we say.
The challenge for leaders in a VUCA (Volatile, Uncertain, Complex and Ambiguous), world is to see and interpret the interdependency in these relationships. The Integral Framework provides great clarity in doing this.
You may well have heard of the acronym VUCA that is used by the military to describe modern warfare. More and more, VUCA is being used to describe current organisational life - Volatile, Uncertain, Complex and Ambiguous.
If you agree with this statement, or even partially agree that your organisation, your division, your function or your team is not in good shape, or in good enough shape, please spend a minute to read this article.
One of the most misused terms in organisations when referring to the development of people is “soft skills”. We have often wondered what people assume when they use this term.
Collaboration, resilience and vertical development have become part of the OD jargon in recent times, yet we all struggle to agree on what each truly means and so how to effectively operationalise them for both individual and organisation benefit.
How many times have we heard this? Given that our daily routines are systems we often overlook how important they are to daily lives often only noticing them when they don’t work or cause us frustration.