Reference no: EM133038419
Need further clarification of how based on the information presented in the New Business Realities of the 21st Century and Thinking Habits of Mind, Heart, and Imagination documents, analyze how a shift in business mindset affects the performance level in an organization. Use the most relevant realities and habits, as well as examples, to support your analysis.
- Complementary Thinking - The habit of thinking that weaves multiple perspectives into an integrated fabric of understanding.
- Connected Seeing - The habit of seeing reality as a whole system, which is a seamlessly connected, interactive and dynamic web-of-life.
- Collaborative Teamwork - The habit of collaborating in teamwork to accomplish common purpose, by integrating personal initiative and group cooperation.
- Constructing Meaning - The habit of constructing meaning by acquiring and synthesizing diverse sources of knowledge to enrich understanding.
- Conceptual Clarity - The habit of clear conceptual thinking from first principles, to make sense of and to distinguish among the known, the unknown and the unknowable.
- Communicating Effectively - The habit of communicating effectively in a teamwork style to collaboratively create new understandings, new possibilities and new realities.
- Courageous Action - The habit of courageously taking action and making meaning in the face of ambiguous experience and uncertainty.
- Caring Empathy - The habit of caring for, identifying with, and honoring others, as well as understanding how others see the world.
- Conversational Reflection - The habit of reflecting on the experience of professional practice through learning conversations.
- Continuous Learning - The habit of seeing every experience as an opportunity for continuous lifetime learning
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Driving Forces Shaping Business and Society
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20th Century
(Business Mechanism)
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21st Century
(Business Organism)
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1. Knowledge: Primary Source of Wealth
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Industrial Capital.
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Intellectual Capital.
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2. E-Business Systems: The New Infrastructure
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Managing Tangible Assets.
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Managing Information Assets.
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3. Net Communications: New Communities
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Management Control and Mass Market Persuasion.
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Enabling Networked Communities of Practice.
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4. System Dynamics: Transformative Change
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Planned Stability and Incrementalism.
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System Dynamics of Continuous Change.
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5. Social-Cultural Expectations: New Stakeholders
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Material Value Transactions.
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Meaningful Value Relationships.
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Driving Force 1
Knowledge - Primary Source of Wealth
Knowledge, as the intangible asset of "Intellectual Capital," has now become the primary source of wealth and power in business and society in general. This displaces in large degree the tangible assets "Industrial Capital" of plant, equipment, energy, financial capital. Business management and leadership must be rethought to account for the different and surprising characteristics of knowledge, the new primary capital.
Driving Force 2
E- Business Systems - The New Infrastructure
E-business systems are the new primary infrastructure of networked organizations. These new electronic infrastructure systems both replace and leverage the traditional physical infrastructure of business, such as warehouses, central offices, paper-based transactions, and so on.
Driving Force 3
Net Communications - New Communities
Extensive networked communications in business and society are enabling new forms of community. Conversations - in the new networked communications of e-mail, chat, voice, and visual media - are changing both the messages and the messengers in newly formed communities of communications.
Driving Force 4
System Dynamics - Transformative Change
New system dynamics are at work in the economy - everything is speeded up. Now change is faster, unrelenting, and more transformative than at any time in history. In addition, a new understanding of the process of change is emerging as the new sciences of chaos and complexity develop. Business and society need to be rethought in terms of rapid transformative change, using the new insights of the hidden order in the chaos of complex adaptive dynamic systems.
Driving Force 5
Social-Cultural Expectations - New Stakeholders
Social and cultural expectations are changing in rapid and transformative ways, which need to be recognized for wise management and leadership of organizations. These new social and cultural expectations take the form of a new and expanded set of stakeholders, who now believe they have a legitimate stake in the conduct and performance of private and public organizations impacting society.