Search results

The purpose of this study is to provide an alternative approach to teacher learning on top of the usual practices of listening to experts' lectures and conducting school-based activities among peers in China. A boundary-crossing lesson study (BCLS) through school-university partnership served as an example to illustrate how a class teacher's mindset changed towards her students in equal interactions with university scholars.

With the lenses of action science theory and boundary-crossing learning theory, the study used qualitative research approach to collect and analyze data. One Chinese primary school class teacher from a workshop on narrative action research was selected as the case for this study. Interviewing, observation and document analysis were used to collect data. Data analysis methods included categorization and contextualization of the teacher's mindset change towards her student.

The case teacher, Mrs. Li, collaborated closely in paired teaching with her university partner AP Yu in all the four phases of their BCLS. Each phase was marked with an interactive event such as dialogic illumination, reflexive theorization, embodied conversation, and fusion of teacher and trainer roles. With inspirational trust as a major interactive mechanism, Mrs. Li jumped out of her single-loop learning (changing strategies according to results) to double-loop learning (changing both strategies and values/values). As a result, her mindset changed from attribution to appreciation towards her low-achieving student.

This study made contributions in two ways. First, it examined a class teacher's mindset change towards her student, rather than that of subject matter teachers towards their teaching materials and methods. Second, it revealed how reflective interactions in a special kind of BCLS by school teachers and university scholars may promote the teacher's mindset change. The findings further confirm that having differences as boundaries is not enough for teacher learning. For deep learning like Mrs. Li's mindset change, it requires a respectful and inspirational relationship between school teachers and university scholars in the BCLS.

Extending the argument made in Bushe and Marshak (2009) of the emergence of a new species of Organization Development (OD) that we label Dialogic, to differentiate it from the foundational Diagnostic form, we argue that how any OD method is used in practice will be depend on the mindset of the practitioner. Six variants of Dialogic OD practice are reviewed and compared to aid in identification of a Weberian ideal-type Dialogic Mindset, consisting of eight premises that distinguish it from the foundational Diagnostic Mindset. Three core change processes that underlie all successful Dialogic OD processes are proposed, and suggestions for future research offered.

The purpose of this paper is to investigate the strength of organisational strategy, technology intensity and entrepreneurial orientation as predictors of managerial global mindset intensity in the Indian and Chinese service industry.

A pluralist research design that captured quantitative and qualitative data from 239 Indian and 210 Chinese indigenous managers was evaluated to test the hypothesised relationships of a conceptual model that was developed from the contemporary relevant literature.

The results of the investigation demonstrate that technological intensity and entrepreneurial orientation were significant determinants of managerial global mindset intensity. Qualitative information that revealed technological intensity and entrepreneurial orientation were dominant drivers from developing and nurturing managerial global mindset intensity.

In spite of both study countries having large populations, the evaluated sample sizes were of reasonable magnitude. The evidence of indicators that strongly reform the domain of global managerial mindsets has considerable application for corporations operating in the international marketplace.

The rising dominance of the service sector as well as the changing economic, political and social landscape are compelling organisations to more fully understand the dynamics of the dramatic shifts in managerial thinking.

The purpose of this paper is to examine the concepts of learning and diffusion within the context of urban development and sustainable active mobility. A model is proposed, which treats learning as a diffusion process in a dynamic way, so that key strategies and their effects are investigated over time. Specifically, the question being examined is how learning and information technology strategies can change the mindset of people to be more physically active in their mobility around a city. This is carried out by developing a system dynamics (SD) computer simulation model, where learning strategies that promote walking can be tested prior to implementation.

Based on the specific key stages of knowledge, persuasion, decision, implementation and confirmation, the proposed SD model incorporates individual citizen and group level learning and diffusion processes in a unified integrated approach. The SD model gives a clear picture on how learning and changing mindsets occur in the context of a city, whereby we can explore the main drivers to learn new sustainability related habits. A case study is used to contextualize and demostrate the active mobility issue, in order to develop practical scenarios for promoting a walking mindset. This is done in order to demonstrate the capabilities of the model and show its practicality. Through the model we investigate the relationships among variables such as awareness, contact, communication and adoption and evaluate their impact on city policies to promote a walking mindset.

The developed SD model exhibits important dimensions, such as social learning, motivation to change behaviour and an analysis of the effects of plausible strategies for promoting sustainable active mobility. The authors have proven that through simulation experimentation, we can significantly accelerate the shaping and diffusion of a walking mindset, by influencing individual and community learning via the introduction of Information and Communication Technology in conjunction with an awareness campaign strategy.

The diagrammatic representation and the quantification of the factors that contribute to active mobility give rise to better understanding of how policy makers could promote a walking culture in a city. The implications are that the proposed SD model could be used by city planning authorities as a framework for shaping mindsets towards active and sustainable mobility.

This paper contributes to the further understanding of learning, diffusion of new ideas and strategic planning within the city context. Through the proposed SD model, a number of strategies are formulated and tested using scenario planning, sensitivity analysis and optimization, in order to develop a walking mindset and an urban culture of sustainability.

This paper aims to show that everything a business does is fundamentally reliant on its culture. Culture determines how successful a strategy is and whether that strategy can be executed. If the culture in a business is out of alignment, it is imperative to change it. This paper examines how HR professionals can take ownership of this cultural space and help to create a growth mindset throughout the organisation.

The paper is based on experience gained through working with several large organisations to transform their people culture and performance by embracing a growth mindset and to help their HR leadership become the early champions of change, thus ensuring the process was successfully delivered. The paper includes case studies of two organisations where successful cultural shaping delivered improved results.

Companies with a growth mindset will outperform those with a fixed mindset. Changing mindsets is not overly complex, but it requires flawless implementation with the HR leaders at the forefront.

As Lou Gerstner, who turned around the computing giant IBM, said “I finally realised that culture is not part of the game, it is the game”. By understanding how individual mindsets impact culture, HR professionals can own and drive their organisation’s culture-shaping efforts.

States that change is a topic of crucial concern to all organizations in these turbulent business times. Its impact increasingly leads to business demise, in spite of the wealth of information purporting to help managers solve change‐related problems. Contends that, in dealing with change, and ultimately in ensuring business survival, the mindsets of the organization’s managers are the most critical factor. Approaches influencing management thinking positively based on two simple notions: first, that the best way to deal with mindsets is to keep them from hardening; second, that by changing activities and tools we can change habits of thinking and learning. Calls an organization operating according to these principles an evolutionary organization (EVO). Illustrates that the EVO flourishes in the region of disequilibrium between an organization’s formative and normative operating modes. The key to maintaining this balance in the EVO is the judicious exercise of leadership and strategy. Explores literature relevant to the EVO and describes systemic initiatives designed to renew mindsets and confer high potential for business competitiveness. Illustrates the approach by detailing the case of a major financial service organization.

Although this article's objectives include providing a primer on internet business strategy and a design guide for future management development efforts, the motivating objective is to expose traditional business leaders to the need to shock the legacy mindset of their organizations so that they will remain competitive in the twenty‐first century.

Uses Lewin's three‐step change model – unfreeze, change, and refreeze, involving the IMPACT internet business simulation.

Just as information technology progress has been slowed by the need to integrate with legacy systems, the new business opportunities available on the internet have been slowed by the legacy mindsets of traditionally trained managers. These legacy mindsets have become systemic in the conversations and cultures of most traditional organizations. Thus, an established company's successful venture into the internet space will likely depend on a significant change in organizational culture.

Although this article was not developed to empirically explore the link between changed mindsets and organization success, some anecdotal evidence is offered that may motivate significant future research.

Through the use of business simulations new conversations can be introduced and the organization change process can be started. By detailing some of the design considerations in the development of the IMPACT internet business simulation, this article exposes management development professionals to the benefits of business simulations and the educational challenges presented by the internet.

The article challenges business leaders and management development professionals to look at the internet as a threat to their organizational culture. If managers want to prepare their organizations for the future, they are going to need tools such as business simulations to shock their organization's legacy mindsets.

This paper aims to explore the implementation of an innovation in an executive education programme in the context of the Indian manufacturing industry. This paper presents an understanding of a conceptual framework for delivering a unique manufacturing leadership programme, explaining the different linkages between government, industry and academia for changing the mindset of participants and growth of a nation by developing highly skilful employees to lead India’s manufacturing industry.

The paper reports a single case study of an innovative manufacturing leadership development programme. Primary data were obtained from focus group studies and interviews. Documentary evidence in the form of reports, student work, course curriculum and meeting minutes was studied. The individual participants in the programme are used as units of analysis to explore systems of innovation, at individual levels. The analysis was carried out by applying theoretical models to explain the design, delivery and development of the programme over the years.

The findings from this research are an exploration of factors for sustaining the value of a system of innovation with special focus on a subsystem of knowledge creation and competence building. Institutional change is found to be a key input to the innovation process in terms of a collaborative mindset between three different academic institutes well known in different areas of expertise. Building an innovative coordination mechanism and curriculum combining academics with practical learning helped in changing the mindset of the students and faculty of the programme. This is linked to the development of country through leadership development by mindset change in mentors and students. The findings show that the studied programme has grown in terms of creating demand (in the form of increased applicants), guaranteeing 100 per cent placement with an average 50 per cent increase in salary and accelerated career in terms of role in the organisation. This was possible through continuous improvement practices for making local changes to the programme from time to time and building a community of practice in collaboration with industry.

The value of this research lies in highlighting the importance of international cooperation in speeding up the process of transferring management and technological knowledge from academia to industry. The framework developed for implementing a system of learning for creating a national system of innovation in manufacturing can be generalised to develop more such programmes in emerging nations for addressing skill challenges to lead future innovative projects.

The purpose of this case study is to gain insight into how a cultural change process develops as a result of organizational transformation.

This case study employs an ethnographic and longitudinal research design. The transformation period of the organization is described by means of desk research and interviews with the management. Simultaneously, the cultural change process is described following four organizational mindset analyses.

This paper supports the theoretical assumption that culture changes as a reaction to transformation. However, in this case study, culture is also proven to be proactive, in that it emerged a year before the actual transformation was carried out. It is believed that the announcement of the new transformation caused a shift in the organizational mindset, enabling its members to deal with a situation of high uncertainty and stress. Whether the cultural change process in reaction to the transformation will evolve into a new sustainable cultural equilibrium could not yet be determined.

This study has contributed to comprehending the relationship between transformation and the process of cultural change. Cultural change is not solely a reaction to transformation. It can also be proactive in that it emerges before the transformation is carried out. That makes cultural change both proactive and reactive in relation to transformation, an insight that, as such, has not yet been discussed in the cultural theory.