Page 33 - index

REVIEWS BY JEFF YERGLER

THE POWER OF NOTICING: THE CULTURE ENGINE: CURIOUS: THE DESIRE TO HOW GREAT LEADERS THINK:
WHAT THE BEST LEADERS SEE A FRAMEWORK FOR KNOW AND WHY YOUR THE ART OF REFRAMING
Max H. Bazerman DRIVING RESULTS, FUTURE DEPENDS ON IT Lee G. Bolman and
Simon & Schuster, 2014 INSPIRING YOUR EMPLOYEES, Ian Leslie Terrence E. Deal
Max Bazerman addresses an area AND TRANSFORMING Basic Books, 2014 Jossey-Bass, 2014
often ignored by the leader: how YOUR WORKPLACE What does it mean to be a lifelong The frst time I came across the
cognitions defne and often limit S. Chris Edmonds, Wiley, 2014 learner…to stay curious? Leslie work of Bolman and Deal was in
perceptions and actions. Leaders brilliantly attempts to answer this their excellent book, Reframing
are asked to execute; that is, to get Organizational culture is a vitally question and others. This is an Organizations (2003). In their new
the work of the organization done. important aspect of performance. excellent book that incorporates book, they approach leadership
They are encouraged to get results, Typically, leaders often leave research, anecdotes, and usable using a similar type of language
to move strategies forward, and to culture to develop itself…a big advice that explains the importance but applied specifcally to the way
realize stated objectives. Bazerman, mistake. Culture shaping is an of curiosity and how one maintains leaders understand organizational
through anecdotes gathered through intentional strategy that leaves many a posture of curiosity. The book’s structure, political leadership, human
his years as a consultant and leaders exhausted and frustrated. structure is divided into three parts, resource leadership, and culture.
based on his research in behavioral Additionally, changing existing and each exploring different aspects of By frames, Bolman and Deal mean
psychology, explains how the actions entrenched cultures can feel like curiosity. Some key chapters include the mental models (beliefs and/or
of leaders are heavily infuenced an exercise in futility. Edmonds’ “How Curiosity Begins” (chapter 2), assumptions) leaders use to interpret
by what they see and what they fail book, though a bit grandiose “The Power of Questions” (chapter and navigate their environments.
to see. This process of seeing or in what it promises, offers the 6), and “Seven Ways to Stay The authors argue that when leaders
perception is based on cognitions reader a new way of approaching Curious” (chapter 8). In the latter build the capacity to see complex
that then lead to actions…and often culture change: designing an chapter where Leslie addresses the issues in the aforementioned areas
the incorrect actions. Bazerman organizational constitution. An connection between curiosity and from different perspectives or
brilliantly explains how leaders often organizational constitution clarifes the importance of “staying foolish,” using different mental models, they
fail to consider all available data what the organization is seeking to exhibit #1 is Steve Jobs - someone increase their capacity to achieve
which can lead to fawed decisions accomplish, how people are to be who demonstrated constant curiosity results. This type of “perspective
and, more importantly, how treated, the organization’s strategy, which led to many of the innovations taking,” reminiscent of De Bono’s
leaders can begin to perceive more and the organization’s goals. The that fueled Apple’s incredible Six Thinking Hats (1999), is key to
accurately and comprehensively. chapters of the book are built around success. The beauty of Leslie’s book maximizing the process of framing.
This book is an excellent yet these four different aspects of is that it is an excellent combination When frames are used effectively,
challenging read that provides the constitution. Among the most of research and real life which gives as Bolman and Deal argue, they
leaders with illuminating anecdotes valuable is Edmonds’ emphasis strong credibility to his argument. are more effective in data gathering
and practices and insights on how on ensuring the organization’s and decision making. This is an
to notice more holistically and take core values are aligned with and outstanding book that will both
more appropriate actions based supportive of the emerging culture. challenge and encourage readers to
on more realistic assessment of Unfortunately, a very brief chapter call into question their own framing
observable data. on dealing with resistance is added, process and to open themselves
it appears, as an afterthought. It is up to new ways of leading their
resistance that can sabotage even organizations using frames with
the best plans of shaping culture. new information.

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