Podcast appearances and mentions of peter schein

In The New Economics, Deming said “The individual, transformed, will perceive new meaning to his life…” (3rd edition, page 63) But are we ever completely transformed? Discover why Bill Bellows believes that transformation is an ongoing process and how you can keep your learning journey going. TRANSCRIPT 0:00:02.2 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today, I'm continuing my discussion with Bill Bellows, who has spent 30 years helping people apply Dr. Deming's ideas to become aware of how their thinking is holding them back from their biggest opportunities. And the topic for today is, in this episode 17, Diffusion from a Point Source. Bill, take it away.   0:00:29.6 Bill Bellows: And the title coincidentally, was the focus of my Master's thesis. We'll look at that later.   0:00:37.1 AS: It wasn't a rock and roll song. Yes, correct.   0:00:39.9 BB: No, not a rock and roll. [chuckle] Actually, Diffusion from a Point Source. Was that Mick Jagger or Keith Richards? Maybe it was Taylor. Maybe it was Taylor Swift. Okay. So some opening remarks, and then we'll get to today's feature. And I mentioned in the past, I go back and listen to the podcast, read through the transcripts, and it's very much like “Production Viewed as a System” - is to talk with people that have listened to it, listened to it myself and ask, have I... Are there holes in the explanation? Can I add some more clarity to it? The process I use for these podcasts is, some title comes to mind. I've got a long list that we started with at the very beginning, and then some other topics come up for any of a variety of reasons.   0:01:35.3 BB: And we'll have a title, have an outline, but then as we get involved in the conversation, something I say leads to something that you say leads to something that's not on the list. And sometimes some of those ad-libs, I go back and listen to and say, "Well, I don't know that sounded right. I just wanna add a little bit more clarity". Another thing I wanna say at the outset for those listening, is [chuckle] there is... Somebody posted somewhere on social media that one of the sessions was a total waste of time to listen to which I think is unfortunate. But what I like to say is, where I'm coming from to support The Deming Institute, as your ambition is as well, is to help individuals in respective organizations learn about Dr. Deming's ideas, try to apply them, deepen their understanding, explain them to others, and that's the target audience.   0:02:48.0 BB: So, for those who find that boring, well maybe this is not the podcast for you. And so, and the other thing I wanna say along those lines is, for the majority of my time at Rocketdyne, I had the responsibility of being a transformation agent or transformation person was part of my job. Now, I was brought in, I didn't have that job to begin with. The job I had to begin with was to lead the effort to provide training, facilitation of applications of Dr. Taguchi's ideas. And what I've shared in these podcasts is a lot of what I was doing early on was helping people put out fires.   0:03:38.2 BB: And that's not what Dr. Taguchi's ideas are about. His ideas are about improving the robustness of the performance of a product or service. Whereby what robustness Dr. Taguchi means is "it performs as an athlete incredibly well in spite of differing weather conditions." So the ability of a marathoner to run very consistent fast times in spite of the weather, in spite of the altitude. And so you're getting consistently high, or consistently faster and faster times. That's what Dr. Taguchi meant by, means by, his work means by "robustness."   0:04:16.2 BB: And what I was doing was using tools and techniques associated with his ideas to fight fires. And then, I got frustrated by that. And that led me to Dr. Deming's work, led me to revisit Dr. Deming's work. I had met him in 1990 and The New Economics came out in '93, and I had a couple of years of this frustration. The exciting thing was solving, getting involved, working with some really exciting people, and solving some very high visibility issues. But it wasn't breaking in as much as I would've liked into the, into the robustness piece. And when I came across Deming's work, I started to understand, it gave me a lot of food for thought as to why that might be the case. Now what is meant by transformation? And Dr. Deming uses that term, an individual transformed.   0:05:07.8 BB: And I had asked people that were close to him like, what is his operational definition of transformation? And when I explained it to them, I said, this is what I think he means this. And typically people say that's, they agree with that. And so my simple explanation of what I think Deming meant by transformation is as simple as, me saying to you, the professor to the student, “Andrew, how did you do on the exam?” Whereas I've said in the past, that makes me an observer of your learning to changing the question to how are, how did we do on the exam, where I become a participant? So I look at, so to me, the transformation Deming's talking about is that I no longer look around at things and see myself as separate from them. I look at myself as connected to them, and others being transformed or likewise seeing themselves as integral to what's going on, not watching it go by. Another reason I wanna bring that transformation agent piece up is part of my job, not part of my job, so I went from being mostly about Taguchi's work to mostly about Deming's work because I felt it was far more vital to focus on what Deming's talking about, the transform, how the organization and transform how the individuals operate. Another thing I wanna say there is what I think is interesting, if you look at the forward to Out of the Crisis and The New Economics.   0:06:48.1 BB: In Out of the Crisis, which I think was 1986 or so timeframe, Deming talked about the aim of this book is to help transform organizations. And then in The New Economics, he talks about the aim of this book is to help transform individuals. So he went through, he's shifted his focus from I'm trying to help organizations to I'm trying to help individuals. And that's what I'm hoping to do, interacting with you in these podcasts. So, on the one hand, I'd say to those listening, I don't know what your role is. If you're a transformation agent, that's one role. You may be an individual contributor, a senior software person, a marketing person, which means your job title does not include transforming the organization.   0:07:37.8 BB: So, what does that mean? It means some of what we're talking about may not apply to you. You may be personally excited about the Trip Report and, but it may not be your job to hold seminars within your respective organizations and go off and explain that to people. You may alienate people who think that's their job. So, I just wanna say, ask people, to be careful about what your role is in your organization. I've mentored many people and I'm used to going in and being the transformation person. And, one person I was working with, and she was all excited to wanna go share the Me-We Trip Report with her peers in this company doing software. And I said, "You can't do that". And she's like, "Well, why?" I said, "It's not your job". I said, "One is if you call a meeting to talk about transformation of the organization, or you get into that territory. I said, you're stepping on the toes of people who have that responsibility, perhaps. Or somebody's gonna say, wait, I thought we paid you to be a software engineer. Now you're over here. So, now you sound like you're astray, you're a loose cannon".   0:08:56.8 BB: Now I said, to this person, I said, now if you... There may be a place for you to say, "Hey, I wanna show you this neat solution.” If you think they're interested, ideally they ask you to show you how you did that. So, I think there's a difference when it comes to implementing these ideas, I would just advise some caution to people to not overstep their bounds and what it means to bring these ideas to the organization. So, I just wanted to say that.   0:09:32.4 AS: Yep. I just wanted to highlight the word transformation for a second. And the dictionary definition says, "transformation is a thorough or dramatic change in form or appearance. A transformation is an extreme radical change." And that's interesting, 'cause they say in form or appearance that you could have someone do a facelift that dramatically changes their face and the way they appear. But, has it been an internal transformation? Maybe, maybe not.   0:10:10.9 BB: Well, what's funny is, I mentioned that in previous podcasts, 'cause once a month for 17 years, I hosted an Ongoing Discussion where there'd be... I could have you on as a Thought Leader on a topic near and dear to you. And we send the announcement out and people would call in and it took a few years for Russ to agree to do it. And then, he eventually did, and he did it every January. Typically people would, every month be somebody different. But once I saw Russ's excitement by it, then I said, "Russ, every January we're gonna have you", we did it for four years, and every January I'd fly out to Philadelphia and be with him. So, the last time I did it with him, we were in his apartment. We were sitting pretty close together over the small desk. And in the sessions, the term transformation came up. So, the last session ends, we did four one-hour sessions over two days. The last session ends. And I turned off my recorder. And I said, "Russ, it just dawned on me that you and Deming, you and Dr. Deming both talk about transformation".   0:11:26.8 BB: And I said, "Dr. Deming talks about a personal transformation - I see the world differently.” And Russ looks at transformation as an attribute of a solution. That “we used to do it this way, now we do it this way.” And so, his is not transformation of an individual, but transformation of a solution. And I said, I just... I threw it out as I just, "You both used the word, but you use it differently". And I said something like, now I was waiting to see what he would say with that. And he looks at me and he says, "I see no value in that conversation", which followed by "let's go get lunch."   [laughter]   0:12:22.8 AS: Exactly.   0:12:24.0 BB: And so I thought, oh, I was really looking forward to exploring that space with him. And I shared that conversation with one of his peers later that night. And he said, "He said that?" I said, "Not only did he say that", he said, "You know what? I really wasn't surprised". 'Cause Russ was... It seemed to be a little bit too abstract for him. Anyway, but it's, but he would've put it, "What is this transformation stuff?"   0:12:51.0 AS: That, it's interesting because sometimes we talk about the why isn't Deming more widely accepted and that type of thing. And I think one of the things is that he's driving for transformation versus I think majority of people are providing information and here's how you do Lean, here's how you do this, here's how you do statistics or whatever, and here's all the information. And then you use that to to make better decisions. I think Dr. Deming was never about being better in our decisions but about how do we transform the way we think.   0:13:33.9 BB: Yes.   0:13:34.8 AS: And also the second part is that the idea of shifting from transforming an organization to transforming an individual. I guess an organization doesn't transform unless the leadership has already transformed or is in a process of transformation. So, therefore targeting the individuals for trying to help them get a transformation ended up being the most important or first step, I'm guessing.   0:14:00.2 BB: Oh yeah. No, I thought it was just so neat to see that shift. I don't know if we've talked that much in these podcasts about transformation. I'll have to go back and check. But what we were doing within Rocketdyne to help differentiate, 'cause language is so important. What do we mean by transform? Because it's a very casually used term and I was trying to, you know, with colleagues at Rocketdyne trying to differentiate what Deming's use of that term. 'Cause we liked the term but the challenge became if we used it did it adopt a meaning that he didn't have in mind in which case we're off to the Milky Way.   0:14:48.8 BB: But what we did was try to differentiate physical change from mental, a physical shift from a mental shift. I guess to me a big part of what he is talking about is going from seeing parts to seeing systems to seeing things as being connected to start thinking about as Edgar Schein would as Peter Senge quoted Peter Schein, Peter Senge quoted Edgar Schein, "Culture are the assumptions we cannot see".   0:15:21.5 BB: And, so I was focusing on is we talk about, there's culture, culture comes from the assumptions. The assumptions come from beliefs and that's associated with our thinking. And that's the space that I think has... is the space to be to really believe, to really implement what Dr. Deming's talking about for all those benefits we've been talking about. And so the word, so in the training we were doing in our InThinking Roadmap, we differentiated reforming and we said "reforming is a physical change. Giving things a new name, adding more steps to the process. It's change you can, it's rearranging the deck chairs on the Titanic." And there's nothing wrong. You can move people together to be closer physically but that doesn't move them together mentally. So, there's a sense of we want everyone to be in the same room physically but they're... But you can hear they're in separate rooms mentally.   0:16:22.7 BB: And we've talked about this in a Me Organization I hand off something which is good to you and if it's not good, you give it back to me. If it is good, you say thank you and I'm separated. I am physically and mentally separated and there's nothing wrong with being physically separated I have to hand off to you. But how about an environment where I am mentally, we are mentally connected because we're thinking together. So if you come back to me and say, "Bill I'm having trouble getting these things together". And I say, "Well, hey I can, I..." not only do I understand that I caused that but I can possibly do something about that. That's the mental transformation piece. So there's... I look at it as there's nothing wrong. I look at it as there's a place for transforming, reforming, moving things to be closer, minimizing number of steps. Nothing wrong with that. But that's not what Deming was talking about. He was talking about transforming which is a change of how we see the world. How we hear the world.   0:17:25.3 AS: Yeah. And when I look at the System of Profound Knowledge and we look at Appreciation for a System, look at Knowledge about Variation and Understanding the Theory of Knowledge and then Psychology, I would say the one you mentioned about Appreciation of a System is the one that brings true transformation because we are taught to look so narrowly. And when we start to look at the bigger system it just blows your mind.   0:17:58.9 BB: Well, it's...it... No, I absolutely agree. I can remember in the early ‘90s I had met Dr. Deming once and I thought that's fascinating. And, I put it aside and got buried in the Taguchi stuff and then began to see the issues as I had mentioned in previous podcasts as well as today. And I started thinking there's, there's something missing. And, in the Taguchi school it was, we need more tools, more advanced tools. That's not about transformation. There's nothing in Taguchi's work that was about the transformation that Deming's talking about. And I'm not aware of that mindset. Well, I've not come across that mindset in many places. I don't see it in all the...a lot of the traditional improvement techniques whether it's Lean or Six Sigma or Operational Excellence. I don't see that, that focus. I agree.   0:19:07.6 AS: And, I bought this book Guide to Quality Control by Kaoru Ishikawa.   0:19:11.2 BB: Yep, yep.   0:19:12.6 AS: I got it in 1990. And, but it's a great example of, the objective wasn't a transformation. The objective was understand these tools and maybe that leads to a transformation, maybe not. That wasn't what he was aiming for. He was saying, "Here's the tools and here's how you can apply them".   0:19:32.2 BB: Well, I used to debate with some co-workers and his, one co-worker in particular. And his mindset was, focus on the tools, and the language, in the conversation we're having, his theory was, "Get people to apply the tools and the transformation will eventually happen". I had the same thought.   0:20:00.1 AS: If that was the case, we'd all be transformed already because we're all applying tools every day.   0:20:04.7 BB: And 'cause we, I had heard a comment, I was at a Taguchi conference and I heard a comment. And as soon as I got back to my office, and this gentleman we're both at work really, really early, we'd go down and get coffee at a quarter to six, go back and sit in his office for a couple hours and just have some great, great, great conversations. And I shared with him, I was at a Taguchi conference and somebody said, the reference was, "You wait for the... " It was something, "The journey begins after the transformation starts". And as soon as I said that, he said, "I think it's the other way around", that the transformation happens after. And I thought to myself, I knew you'd say that, because that was his attitude. Get 'em to use the tools, get 'em to use the tools, get 'em to use the tools. And I kept looking at it as, no, that does not. Yeah. I mean it doesn't mean you don't do it, you don't do something. But I think when you begin to see the world and hear the world differently as we're trying to convey, to me that's when the rubber really begins to hit the road. That's when you move. And again, as we talked, there's nothing wrong with tools and techniques, but tools and techniques are guided by your understanding of the system and the other things. And it's just not enough to be a tool head.   0:21:48.7 BB: Other things I wanted, oh, okay. [laughter] So let's go back the cloud model from number 16. And what I did not reference again, 'cause I went back and looked at it and there's what we shared, but what I wanted to add to it was, one is the idea learned from Barry Bebb that you're an individual contributor trying to get ideas up to the cloud, the cloud being the executives in their meeting space, and the idea of handing off to somebody above you. And then the idea that that transfer is going to take a few times from person to person to get someone in the cloud transformed with an appreciation. And relative to Deming's work, it involved the transformation.   0:22:34.9 BB: If it involves trying to get Dr. Taguchi's up to the cloud, ideas to the cloud, manner involve what we're talking about relative to Deming's work, fine. But the other aspect that I then neglected to mention is what Barry's talking about is, is once it gets to the cloud, then what rains down on the organization is the beginning of, in our case, transforming the organization. That's the raining down. So the cloud is not just that place on high that things get up to, but the idea of a cycle that things then start to flow down. And so, I mentioned, you know, I got back from that very first meeting with Barry and went into my boss's boss's office and that I had had that meeting, and little did I know what I was gonna learn from Barry.   0:23:26.8 BB: And learning from Barry, you either go back to... You have to be in your organization, find somebody higher, and immediately I thought I wanted that person to be Jim for his influence. And so I would meet with him on a regular basis. And, and what I was looking for is, what could he and I do together? Because some things take time and some things can be done tomorrow. So I would go into him once a month with some ideas, give him some status of what's going on. So one time I went in and I had an idea, I'd mentioned to him that after every launch of a rocket with a Rocketdyne engine, there'd be a loud speaker announcement. And the loud speaker announcement might say, "Congratulations to the Space Shuttle Main Engine team for a job well done.” Congratulations to the Delta team for the engines made for the Delta vehicle or to the Atlas program.   0:24:24.3 BB: And what I shared with Jim is that I had mentioned that loud speaker announcement to a friend in facilities who was a manager in facilities. And I said, "How does it feel when you're in facilities and you hear that announcement?" And her comment was, "You get used to it."   [laughter]   0:24:43.9 BB: You get used to being ignored. Well, I mentioned to a friend in HR, and he shared with me every time he would hear that announcement in HR, he said he and the guy on the other side of the cubicle wall would stand up and give each other a high five and say, "Way to go", 'cause they were not in the announcement. So I went in to see Jim and I said, I mentioned the woman's name. I said, she said, "You get used to it." And he looks at me and he says, "I want everyone in this organization to identify with every launch." He said, "I don't care if you're in janitorial services cleaning the restrooms." He said, "I want everyone to identify." Well then I said, "Well, that announcement doesn't." And I said, "Could we change the announcement?" And he was about to write it down and he says, "Well, we can do that right now." I'm thinking, "Oh, baby." [laughter] So he calls up the Director of Communications who sits across the hall from him and says, "Would you mind coming to my office for a minute?" Okay. So the person comes into the office, he says, "Do you know Bill?" And the person said, "Yeah, I know Bill". And Jim says to this person, "Could we change the loudspeaker announcement to say from now on, "Congratulations to Team Rocketdyne?" And she goes, "Sure, Jim, we could do that." [chuckle]   0:26:17.9 BB: And so, I had a Taguchi class later that afternoon, and somehow I mentioned the announcement. I didn't mention what I had done, but I somehow made reference to it. And people were used to that. And I remember saying to them, so what if you aren't on one of those teams? And people just said... This is how we operate. It's part of the culture to celebrate those individual teams. And I remember saying to them something like, "Well, if that announcement ever changes, call me," or something like that. It was something like that. And sure enough, when the announcement was made within a week, but I felt it was something, I was looking for things that I could do to influence the culture. Little things that ideally could be, and you know, I was also appreciative of what could Jim do? Now, several years later, the announcements went back to what they were. I'm not quite sure why, Jim had moved on. For all I know the programs were tired of “Team Rocketdyne” where, Team Rocketdyne, it's Team Space Shuttle Main Engine. And so some of the people complained to me that the announcement had shifted, and I turned to one of them and I said, "You go and fight that battle". I said, "If you want it to change, you go, go let the communications person, you go fight for it". And the thing I'd like to, a couple other things I want to point out before we get into the features is...   0:27:55.9 AS: Just so you know, we only got, we got less than 10 minutes, it's a tight show today.   0:28:00.7 BB: Alright. Let's jump. Let's jump to Diffusion From a Point Source, Andrew.   0:28:04.2 AS: Yep.   0:28:05.4 BB: So my Master's thesis back in the, was right around the time of Three Mile Island, I was writing my Master's thesis. And for those who may not recall, Three Mile Island and somewhere in the hills of Pennsylvania was a nuclear reactor that nearly melted down and diffused. [chuckle] If things had gone worse, it would've diffused a lot of bad radioactivity downstream from a stack, from a point. And so, my Master's thesis was looking at diffusion, how very much like that. And what was funny is I would explain to aunts and uncles and family members, "What is your thesis about?" And I say, "Well, remember Three Mile Island? I said, what I'm trying to do is model how it is, how does that radioactivity spread out downstream? How does it go wider and wider and higher and higher? How does it spread like smoke does if you blow out a match and how does that spread?" That's diffusion from point source. And part of what I had in mind with that topic for the audience is for each of us being a point source on our respective organizations and how are we diffusing what we're aware of within the organization, which in part has to do with being a transformation agent or an agent of, playing a role in the organization.   0:29:32.7 BB: The other thing I wanted to point out is in, in my engineering studies, and the equations that we would use about diffusion, um, has a role here. And if you think of a bathtub, so I imagine you're in the bathtub, you've got hot water coming in and the heat from that water coming in. And I'm trying to think, yeah, imagine the water is lukewarm and you're laying in there and you want it to be warmer, so you crank up the temperature. And then you can begin to feel that hotter water hitting your toes and then spreading it - diffusing. And there are mathematical equations I was studying that have to do with that. And what the equations are about is how does the temperature at any point in the tub change, and how does it change throughout the tub? So there's two aspects of change, at a given point, how is it changing over time? And then how is that change spreading until it starts to fill the entire tub? And so it could be you've got a 100 degree water coming out or 120 degree water, and in time the entire bathtub is 120 degrees, in time, which means the diffusion has stopped because it's all the same.   0:31:04.0 BB: And then, a couple hours later, it's all about the room temperature. Well, the analogy I wanna make is imagine going off to a Deming seminar all excited by what you've learned, and you go into your organization and you try to diffuse these ideas or, or another way of looking at it is, I would be invited into an organization and present Dr. Deming's ideas. It's kind of a point source. And so the ideas come out and people feel that spread across the organization. But what tends to happen is within a week, everything's back to room temperature.   [laughter]   0:31:47.8 BB: And that's, and that's the idea being, Deming's ideas come in or whatever the ideas come in, and then they're spreading in space and in time, and then we're back to where we were before. What I was very excited about, most fortunate about, and what we were doing at Rocketdyne is that what's missing from that equation that I just explained to you is a point source. And so when you're modeling, when you go back to the thermodynamics laws that I was modeling, if in the bathtub, there's a... If you've got a source of heat, you're generating energy in that environment, then the bathtub's going to get hotter and hotter and hotter and hotter and hotter. But without that point source, that source of transformation, which is constantly going on, everything goes back to room temperature. So what we were trying to do at Rocketdyne was, how do we take the ideas we're given, integrate them with Ackoff's ideas and Taguchi's ideas and try to create...   0:33:04.1 BB: Not let things go back to room temperature, but what would it take in conversations amongst ourselves and sharing that with others, that we had a constant source of energy, which gets things hotter and hotter and hotter and hotter and hotter. When it comes to Three Mile Island, the point source was an out-of-control reaction. But what we were trying to do is create a, have an environment where a lot of energy was being created, and that led to rethinking what these ideas are about, bringing others into the room, whether it be Ackoff or others. And I find without that, eventually things just go back to normal. And so what is...   0:33:50.8 AS: And what is that back... The back to normal thing, is that, like if we think about gravity as a law, it's naturally gonna pull things back to Earth.   [chuckle]   0:34:04.7 BB: If you go back to room temperature, you go back to where you were.   0:34:09.3 AS: What is it that brings humans back? Is it the...   0:34:12.2 BB: Well, you end up, you go back to blaming the willing workers for the red beads. You go back to all the things that Dr. Deming's trying to pull us away from, and there's this natural force to pull them back to that, you end up with a change in management. Dr. Deming's 14 points of lack of constancy of purpose. And so what we're talking about with Deming's ideas is a source of ideas, energy to transform. And what we're fighting is, individually that we stop learning, individually we stop sharing, individually we stop doing something with it. And so you just unplug the point source and you'll be back to room temperature pretty quickly.   0:34:55.5 AS: So how would you... What is the main message you wanna get across to the audience about this as we wrap up?   0:35:03.0 BB: Message is, find a peer group that you can discuss these ideas with. And that's what's missing is find people you can discuss, listen to the podcast, pay attention to DemingNEXT, find people to share the ideas with, and out of it will come more energy. And, but the idea is that don't stop learning. Don't stop sharing. I am very fortunate that every day I have conversations with people around the world, and it's causing me to reflect on things that happened. And to me, it's helping me stay engaged, keep rethinking what the ideas we're talking about. And so the idea is that I think without that, then individually we go back to room temperature, we go back to where we were before we started exercising. And, but I think what I would like to think is that people listening to this podcast can find again peers to share it with and on a recurring basis. And so again, I'm talking with people around the world every week, and to me that's, part of this is what we're doing at Rocketdyne with these monthly phone calls is just staying engaged, staying in the game, staying in the game, staying in the game. So that's the diffusion from.   0:36:24.7 AS: And to bring it back to the beginning of our conversation, I think that, I guess transformation is when you don't go back to room temperature.   0:36:36.0 BB: It's an ongoing transformation. And this is... There's very few things Deming said I disagreed with. One of them is, and [chuckle] he said, "An individual transformed will create an example". I don't think there's any such thing as an individual transformed, I would say an individual, once their transformation begins but I don't... But thinking in terms of, "once transformed," and I think I mentioned on the podcast, 'cause I had a student in Northwestern years ago, and they're doing presentations at the end of the course on how the course hass impacted them, taking notes from their daily journals. And there were a group presenting that night. The other group was gonna present the next night. So one was anxious, one was calm, and I went up to one of the calm students and I said, "Yeah, so what's new?" And he turned to me and he said, "I'm fully transformed".   [chuckle]   0:37:34.3 BB: No, what we're talking about Andrew, is there's no such thing as... Because there's, if you understand the point source concept, there's no "fully transformed."   0:37:43.1 AS: Yep, that sounds...   0:37:44.6 BB: So then the question becomes, how do we enter and individually stay in that group?   0:37:51.4 AS: So transformation is an ongoing journey. Bill, on behalf of everyone at The Deming Institute, I wanna thank you again for the discussion. And for listeners, remember to go to deming.org to continue your journey. And if you want to keep in touch with Bill, just find him on LinkedIn. This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming, "People are entitled to joy in work.”

Lesson 2: Relationships That Stay with You Relationships are key to your professional development. Seek programs with a built-in structure for interaction, a diverse background of participants, and resources for staying connected. Academy Applications Close Friday, March 15th The Academy is an intimate cohort of participant leaders who work personally with me to accelerate their leadership development and organizational results. Discover more and submit your application by Friday, March 15th. Resources How to Win Friends and Influence People* by Dale Carnegie Related Episodes The Path Towards Trusting Relationships, with Edgar Schein and Peter Schein (episode 539) How to Make Smarter Investments in Your Learning, with Jill Schlesinger (episode 624) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Ed Schein is a former Professor Emeritus of the Massachusetts Institute of Technology (MIT) Sloan School of Management. In 2009 he published Helping, a book on the general theory and practice of giving and receiving help followed in 2013 by Humble Inquiry which explores why helping is so difficult in western culture. It won the 2013 business book of the year award from the Dept. of Leadership of the University of San Diego. He continues to consult with various local and international organizations on a variety of organizational culture and career development issues, with special emphasis on safety and quality in health care, the nuclear energy industry, and the US Forest Service. An important focus of this new consulting is to focus on the interaction of occupational/organizational subcultures and how they interact with career anchors to determine the effectiveness and safety of organizations.Peter Schein is a strategy consultant in Silicon Valley. He provides help to start-ups and expansion-phase technology companies. His expertise draws on over twenty years of industry experience in marketing and corporate development at technology pioneers. Peter spent eleven years in corporate development and product strategy at Sun Microsystems. At Sun, Peter led numerous minority equity investments in mission-critical technology ecosystems. He drove acquisitions of technology innovators that developed into multi-million dollar product lines at Sun. Through these experiences developing new strategies organically and merging smaller entities into a large company, Peter developed a keen focus on the underlying organizational culture challenges that growth engenders in innovation-driven enterprises.Link to claim CME credit: https://www.surveymonkey.com/r/3DXCFW3CME credit is available for up to 3 years after the stated release dateContact CEOD@bmhcc.org if you have any questions about claiming credit.

Are you at a career crossroads and wondering how to make the right choice? In this enlightening podcast episode, Aoife O'Brien dives into the world of career anchors and choices with Peter Schein, co-author of "Career Anchors: The Changing Nature of Careers." Peter explains how career anchors help individuals understand their unique values and preferences, guiding them towards fulfilling and successful career paths. From technical functional roles to autonomy, creativity, general management, and more, the conversation explores the different career anchors and how they influence our decisions. Discover the power of self-awareness in career planning and decision-making, and gain insights into finding a balance between personal and professional goals. The main points throughout this podcast include: - Understanding the concept of career anchors and their role in making career decisions. - Exploring the eight different career anchors, including technical functional, autonomy, challenge, entrepreneurship, general management, service, stability, and lifestyle. - Recognising the importance of aligning your career choices with your personal values and aspirations. - How the pandemic has reshaped the way we perceive and approach our careers. - The significance of self-awareness in navigating career transitions and building a fulfilling professional journey. “The next one, it was actually one of the newer anchors called to challenge and risk is how we label it, but it's basically, you don't ever want to be too comfortable doing something that's simple. You always have to be finding something that is boil the ocean hard or you, you're sort of a risk junkie. A friend many, many years ago was a capital market, financial instrument trader and was given the opportunity to, become a manager in that same, department. No, it was the challenge of your life on the line with every trade you make. That is what motivated him. He didn't wanna manage other people doing that. In 2023, the world embraced that idea, but when this research started at the Sloan Business School at MIT, Ed and other people working on it knew that those people were all going to say, I want to be the boss, I want to be the general manager. I'm at business school because I want to be a CEO. But I think we've moved past that. And they discovered in the research that if nine out of 10 of their panellists said that, by the time they got 20 years later, less than half of them were actually still saying they wanted to be the CEO.” Listen back: https://happieratwork.ie/happier-at-work-68-embracing-the-gentle-art-of-humble-inquiry-with-edgar-and-peter-schein/ Connect with Peter Schein: Website: https://ocli.org/ Do you have any feedback or thoughts on this discussion? If so, please connect with Aoife via the links below and let her know. Aoife would love to hear from you! Connect with Happier at Work host Aoife O'Brien: Website: https://happieratwork.ie LinkedIn: https://www.linkedin.com/in/aoifemobrien/ Twitter: https://twitter.com/HappierAtWorkHQ Instagram: https://www.instagram.com/happieratwork.ie/ Facebook: https://www.facebook.com/happieratwork.ie YouTube: https://www.youtube.com/channel/UCm0FKS19I5qSlFFmkx1YGqA

Peter A. Schein is the co-founder and Chief Operating Officer of OCLI.org. He offers counsel to senior management on organizational development challenges facing private and public sector entities worldwide. Career Anchors was coauthored with Dr. Edgar H. Schein and Dr. John Van Maanen.Link to claim CME credit: https://www.surveymonkey.com/r/3DXCFW3CME credit is available for up to 3 years after the stated release dateContact CEOD@bmhcc.org if you have any questions about claiming credit.

Henry Cloud: Trust Henry Cloud is an acclaimed leadership expert, clinical psychologist and a New York Times bestselling author. His 45 books, including the iconic Boundaries, have sold nearly 20 million copies worldwide. He has an extensive executive coaching background and experience as a leadership consultant, devoting the majority of his time working with CEOs, leadership teams, and executives to improve performance, leadership skills, and culture. Henry's work has been featured and reviewed by The New York Times, Wall Street Journal, Boston Globe, Publisher's Weekly, Los Angeles Times, and many other publications. Success Magazine named him in the top 25 most influential leaders in personal growth and development, alongside Oprah, Brené Brown, Seth Godin and others. He is a frequent contributor to CNN, Fox News Channel, and other national media outlets. Henry is the author of Trust: Knowing When to Give It, When to Withhold It, How to Earn It, and How to Fix It When It Gets Broken*. When someone betrays your trust, what do you do next? In this conversation, Henry and I explore the five factors of trust and the importance of each one of them in our relationships. Then, we look at the starting point for rebuilding trust after a betrayal, beginning with you and your own support network. Key Points Five factors are key for trust: understanding, motive, ability, character, and track record. Repairing trust is not clean or orderly. The first step is about you, not the person who betrayed you. Leaders who have a support network already in place are better able to take a pause and work through emotion and anger. An authentic apology from someone should articulate the event itself, demonstrate their empathy for how the event felt to you, and appreciate the consequences of their actions. Forgiving someone does not mean you trust them. Resources Mentioned Trust: Knowing When to Give It, When to Withhold It, How to Earn It, and How to Fix It When It Gets Broken* by Henry Cloud Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Art of Constructing Apologies, with Sandra Sucher (episode 535) The Path Towards Trusting Relationships, with Edgar Schein and Peter Schein (episode 539) How to Approach a Reorg, with Claire Hughes Johnson (episode 621) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Ari Weinzweig: A Lapsed Anarchist's Approach to The Power of Beliefs in Business In 1982, Ari, along with his partner Paul Saginaw, founded Zingerman's Delicatessen with a $20,000 bank loan, a Russian History degree from the University of Michigan, 4 years of experience washing dishes, cooking, and managing in restaurant kitchens and chutzpah from his hometown of Chicago. Today, Zingerman's Delicatessen is a nationally renowned food icon and the Zingerman's Community of Businesses has grown to 10 businesses with over 750 employees and over $55 million in annual revenue. Besides being the Co-Founding Partner and being actively engaged in some aspect of the day-to-day operations and governance of nearly every business in the Zingerman's Community, Ari is also a prolific writer. His most recent publications are the first 4 of his 6 book series Zingerman's Guide to Good Leading, including A Lapsed Anarchist's Approach to The Power of Beliefs in Business. In this conversation, Ari and I explore how the power of our beliefs show up in virtually every one of our daily actions. We examine how to begin looking at what isn't working and how to start examining our beliefs. When those beliefs aren't working, Ari shares several, critical steps we can take to begin to change our thinking. Key Points Our beliefs, many of which we may not be consciously aware of, are often calling the shots in our daily actions and behaviors. Start examining a belief by picking a current problem to address. Listen carefully to your internal voices to identify the language showing up. Notice places especially where you frame things as facts, certitudes, thoughts, theories, norms, shoulds, and should nots. Examine how you came to the beliefs that you uncover. Then, confront your cannons. Change now, find facts later. Most people do that the opposite way. Resources Mentioned A Lapsed Anarchist's Approach to the Power of Beliefs in Business by Ari Weinzweig Humility: A Humble, Anarchistic Inquiry by Ari Weinzweig Schein On, You Crazy Diamond by Ari Weinzweig Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Path of Humble Leadership, with Edgar Schein and Peter Schein (episode 363) How to Help People Engage in Growth, with Whitney Johnson (episode 576) Help People Show Up as Themselves, with Frederic Laloux (episode 580) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Frederic Laloux: Reinventing Organizations Frederic is the author of Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness*. The book is a global word-of-mouth bestseller with over 850,000 copies sold in 20 languages. Frederic's work has inspired the founders of Extinction Rebellion, the Sunrise Movement, and Project Drawdown, as well as countless corporate leaders and faith movements. In a past life, he was an associate principal with McKinsey & Company. He's also the creator of the Insights for the Journey video series. In this conversation, Frederic and I explore a place where almost every leader can have a meaningful impact: helping people show up as their whole selves. We discuss how critical it is for leaders to lead the way in doing this — and how storytelling can be an important entry point. We look at some of practical actions leaders can take to enter into a place of wholeness, including elevating beyond content, using everyday language, and integrating with the work at hand. Key Points As a leader, wholeness begins with you. Exploring wholeness yourself sets the stage for everyone else to be able to engage more fully. Rather than talking lots about wholeness, it's often helpful just to begin modeling it. When you do, everyday language us useful to help others engage. Your personal history, the history of the organization, and the organization's purpose are often helpful stories to share that open up a space for wholeness. You can turn any conversation into a moment of wholeness. One invitation for leaders is to stop talking about content and elevate the dialogue to “what's happening” overall. Resist any temptation to disconnect wholeness from the work at hand. Bringing these together helps people to show up at work more authentically. Resources Mentioned Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness* by Frederic Laloux Reinventing Organizations: An Illustrated Invitation to Join the Conversation on Next-Stage Organizations* by Frederic Laloux Insights for the Journey video series by Frederic Laloux Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Way to Stay Grounded, with Parker Palmer (episode 378) How to Be More Inclusive, with Stefanie Johnson (episode 508) The Path Towards Trusting Relationships, with Edgar Schein and Peter Schein (episode 539) End Imposter Syndrome in Your Organization, with Jodi-Ann Burey (episode 556) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Bonni Stachowiak: Teaching in Higher Ed Bonni is the host of the Teaching in Higher Ed podcast, Dean of Teaching and Learning and Professor of Business and Management at Vanguard University, and my life partner. Prior to her academic career, she was a human resources consultant and executive officer for a publicly traded company. Bonni is the author of The Productive Online and Offline Professor: A Practical Guide*. Listener Questions Allison asked for resources on how to lead others who are more knowledgeable than you in the field of work. Everett wondered how he can navigate a situation where accents make it difficult to understand interview candidates. Stephen asked about motivating people independent of incentives. Resources Mentioned The Empowered Manager: Positive Political Skills at Work* by Peter Block Drive* by Daniel Pink Effective Delegation of Authority: A (Really) Short Book for New Managers About How to Delegate Work Using a Simple Delegation Process* by Hassan Osman The Coaching Habit* by Michael Bungay Stanier Humble Leadership* by Edgar Schein and Peter Schein HBO Max Presents Brené Brown: Atlas of the Heart Leading with Dignity: How to Create a Culture That Brings Out the Best in People* by Donna Hicks On the folly of rewarding A while hoping for B by Steven Kerr Related Episodes How to Improve Your Coaching Skills, with Tom Henschel (episode 190) How to Motivate People, with Dan Ariely (episode 282) The Path of Humble Leadership, with Edgar Schein and Peter Schein (episode 363) Effective Delegation of Authority, with Hassan Osman (episode 413) Start Finding Overlooked Talent, with Johnny Taylor, Jr. (episode 544) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

  This is a video series with Dr. Edgar H. Schein and Peter A. Schein on the new second edition of Humble Inquiry. Ed Schein is Professor Emeritus of the Massachusetts Institute of Technology (MIT) Sloan School of Management. He was educated at the University of Chicago, Stanford University, and Harvard University, where he received his Ph.D. in Social Psychology. He worked at the Walter Reed Institute of Research for four years and then joined MIT, where he taught until 2005. He has published extensively-- Organizational Psychology, 3d Ed. (1980), Process Consultation Revisited (1999), career dynamics (Career Anchors, 4th ed. With John Van Maanen, 2013), Organizational Culture and Leadership, 4th Ed. (2010), The Corporate Culture Survival Guide, 2d Ed., (2009), a cultural analysis of Singapore's economic miracle (Strategic Pragmatism, 1996), and Digital Equipment Corp.'s rise and fall (DEC is Dead; Long Live DEC, 2003). Peter Schein is a strategy consultant in Silicon Valley. He provides help to start-ups and expansion-phase technology companies. Peter's expertise draws on over twenty years of industry experience in marketing and corporate development at technology pioneers. In his early career he developed new products and services at Pacific Bell and Apple Computer, Inc. (including eWorld and Newton). He led product marketing efforts at Silicon Graphics Inc., Concentric Network Corporation (XO Communications), and Packeteer (BlueCoat). He developed a deep experience base and passion for internet infrastructure as the Web era dawned in the mid-1990s. Thereafter, Peter spent eleven years in corporate development and product strategy at Sun Microsystems. At Sun, Peter led numerous minority equity investments in mission-critical technology ecosystems. He drove acquisitions of technology innovators that developed into multi-million dollar product lines at Sun. Through these experiences developing new strategies organically and merging smaller entities into a large company, Peter developed a keen focus on the underlying organizational culture challenges that growth engenders in innovation-driven enterprises. Peter was educated at Stanford University (BA Social Anthropology, Honors and Distinction) and Northwestern University (Kellogg MBA, Marketing and Information Management, Top Student in Information Management), and the USC Marshall School of Business Center For Effective Organizations (HCEO Certificate, 2017). Link to claim CME credit: https://www.surveymonkey.com/r/3DXCFW3 (https://www.surveymonkey.com/r/3DXCFW3) CME credit is available for up to 3 years after the stated release date Contact CEOD@bmhcc.org if you have any questions about claiming credit.

Are you an "asking" leader or a "telling" leader? Edgar and Peter Schein, two of the greatest global thinkers on leadership, recently joined the Greatness podcast to discuss their book, Humble Inquiry, a longtime favorite of mine. The ability of a leader to ask genuine questions, to be authentically curious, is a tremendous skill, especially in cultures where "telling" has become overvalued. The complexity of today's business environment demands that we leverage the knowledge of those around us to develop clarity. This book is a must read and I hope you enjoy this wonderful podcast. Great leaders ask great questions.

(We have a new public e-course launching soon! Visit theghannadgroup.com/dtl-ecourse to learn more)(Guest applications are open: forms.gle/PknqPUSD38CRK3Tr7) In this episode, Amir talks with Ed and Peter Schein, about their ideas regarding Humble Leadership and the interdependency between leadership and organizational culture. For more: theghannadgroup.com/podcast-episodes/ttlpodcast-188Guest Links:Website: ocli.org/ Books: scheinocli.org/publications LinkedIn: linkedin.com/in/peteraschein/, linkedin.com/in/ed-schein-209a9217a/ Twitter: twitter.com/ScheinOcli ——————————The Transformative LeaderWebsite: theghannadgroup.com/NEW Ecourse: theghannadgroup.com/dtl-ecourseBuy the book: theghannadgroup.com/store/the-transformative-leaderCulture Transformation Guide (FREE): theghannadgroup.com/culture-ebookLinkedIn: www.linkedin.com/in/aaghannad/Facebook: www.facebook.com/AmirGhannad/Twitter: twitter.com/AmirGhannadEmail: amir@theghannadgroup.comThe Transformative Leader PodcastWebpage: theghannadgroup.com/podcastGuest application: forms.gle/PknqPUSD38CRK3Tr7 SubscribeiTunesSpotifyAmazon Music/AudiblePandoraGoogleStitcheriHeartRadioTuneInYouTube

Dave Williams: Leadership Moments from NASA Dave is an astronaut, aquanaut, jet pilot, emergency physician, scientist, CEO, and bestselling author. He is the former Director of Space & Life Sciences at NASA's Johnson Space Center and has flown in space twice on Space Shuttles Columbia and Endeavour. Dave holds the Canadian spacewalking record and was the first Canadian to live on the world's only undersea research habitat. He is the recipient of six honorary degrees, the Order of Canada, and the Order of Ontario. Along with Elizabeth Howell, he is the author of Leadership Moments from NASA: Achieving the Impossible*. In this conversation, Dave and I discuss some of the key events from NASA's history since its inception. We highlight three principles that Dave has uncovered in his research of interviews with NASA leaders over the years. Plus, a few practical tips that can help all of us lead teams more effectively. Key Points Introspection is a key and necessary practice for all leaders to hold — and often pays off in unexpected ways. Speaking up and listening up are critical values that helped support many of the NASA successes over the years. Cultural norms, such as senior leaders showing up regularly at all levels of the organization, can help ensure that communication is actually happening. NASA is an example of the movement away from a single, heroic leader and towards leadership, followership, and teamwork. Resources Mentioned Leadership Moments from NASA: Achieving the Impossible* by Dave Williams and Elizabeth Howell Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes An Astronaut's Guide To Life On Earth, with Chris Hadfield (episode 149) Leadership Lessons from Space Shuttle Challenger, with Allan McDonald (episode 229) The Path Towards Trusting Relationships, with Edgar Schein and Peter Schein (episode 539) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Edgar Schein and Peter Schein: Humble Inquiry Edgar Schein is Professor Emeritus of MIT's Sloan School of Management. He is the recipient of the Distinguished Scholar Practitioner Award from the Academy of Management, the Lifetime Achievement Award from the International Leadership Association, and the Lifetime Achievement Award in Organization Development from the International OD Network. Peter Schein is COO of the Organizational Culture and Leadership Institute. He provides counsel to senior management on organizational development challenges facing private and public sector entities worldwide. He is a contributing author to the 5th edition of Organizational Culture and Leadership and co-author of Humble Leadership and The Corporate Culture Survival Guide. The pair co-founded the Organizational Culture and Leadership Institute and have written several books together, including two in the Humble Leadership series. They've recently released the second edition of Humble Inquiry: The Gentle Art of Asking Instead of Telling*. In this conversation, Edgar, Peter, and I explore the four relationship levels and invite leaders to move professional relationships from level 1 to level 2. A key entry point for this is to artfully reveal some of the things we tend to conceal. We discuss some practical steps to take — and the benefit for leaders and organizations. Key Points The four relationship levels: Level –1: Domination/exploitation Level 1: Transactional (professional distance) Level 2: Personal (openness and trust) Level 3: Intimacy We all conceal things. A useful way to build a relationship is for people to open up more of their concealed selves. A relationship is dance — improv if you will. We need to be willing to share the mic with the other party. Open-ended questions like, “What's different today?” can help people to show up in the way they want to. Traditionally, we expected the person with more status to take the first step. That doesn't necessarily need to be the case. Notice your own motivations, interventions, and contributions to the relationship. Resources Mentioned Humble Inquiry: The Gentle Art of Asking Instead of Telling* by Edgar Schein and Peter Schein The Organizational Culture and Leadership Institute Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Path of Humble Leadership, with Edgar Schein and Peter Schein (episode 363) How to Ask Better Questions, with David Marquet (episode 454) Your Leadership Motive, with Patrick Lencioni (episode 505) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Ed Schein is the Professor Emeritus of the Massachusetts Institute of Technology (MIT) Sloan School of Management. He has a Ph.D. in Social Psychology and worked at the Walter Reed Institute of Resear

Ed Schein is the Professor Emeritus of the Massachusetts Institute of Technology (MIT) Sloan School of Management. He has a Ph.D. in Social Psychology and worked at the Walter Reed Institute of Research for four years before joining MIT, where he taught until 2015. He is extensively published, with books including Helping and Humble Enquiry, which won the 2013 Business Book of the Year Award from the Department of Leadership of the University of San Diego. He recently published Humble Leadership: The Power of Relationships, Openness, and Trust, authored by his son, Peter Schein, and himself. He is the recipient of numerous awards, including the 2015 Lifetime Achievement Award in Organization Development from the International OD Network. Peter Schein is a Strategy Consultant in Silicon Valley, assisting start-ups and expansion-phase tech companies. He has more than twenty years of experience in corporate development, product strategy, and marketing—developing products and services for Apple Computer, Inc. and Pacific Bell in his early career. Peter has developed an in-depth understanding of organizational culture challenges from growth in innovation-driven enterprises. He has a Bachelor's degree in Social Anthropology with Honors and Distinction from Stanford University and a Kellogg MBA in Marketing and Information Management from Northwestern University. Ed and Peter join me today to decode organizational culture. We break down the initial culture models, including their structure, living history, and practice, as well as the values and behaviors thereof. We discuss how to get a sense of your company culture to understand, label, and deal with it. We explain how your company climate differs from your company culture and why it is vital for organizations to build a usable vocabulary. We highlight the main characteristics of today's successful leaders, including an aptitude to recognize the culture they are within and identify the things that will allow them to shift it toward new values. We also explore a helpful wave metaphor for cultural change. “The structure and practice of culture are in a continuous and reciprocal iteration of each other.” - Peter Schein This week on Insert:Human The evolution of organizational culture and its comparison to character and personality The components of the initial model of culture The three levels of cultural practice: macro cultures, social cultures, and technical cultures How to observe, capture, and label the current state of your culture with active, passive, and constructive behaviors How leadership creates culture and the issue of mature cultures limiting the type of leadership organizations will accept How the pandemic has created a positive adaptation through a collapse in professional distancing and the re-humanization of organizations The meaning of humility and embracing the fact that you don't have all the answers Resources Mentioned: Book: Reinventing Organizations by Frederic Laloux Connect with Ed and Peter Schein: Organizational Culture and Leadership Institute (OCLI) OCLI on LinkedIn OCLI on Twitter Book: Helping Book: Humble Inquiry Book: Humble Consulting Book: Humble Leadership Book: Organizational Culture and Leadership Book: The Corporate Culture Survival Guide Insert:Human - For a Better Life & Better World Thanks for tuning into this week's episode of Insert:Human. If you enjoyed this episode, please subscribe to the show and leave a review wherever you get your podcasts. Apple Podcasts | TuneIn | GooglePlay | Stitcher | Spotify Be sure to share your favorite episodes on social media to help me reach more seekers and problem-solvers, like you. Join me on Twitter, Instagram, and Linkedin. For more exclusive content and to claim your free copy of the first chapter of my upcoming book, Technology is Dead, visit my website.

As humans, we tend to examine reality through the lenses of black and white, right and wrong, and in the world of safety, commonly through compliance and non-compliance. In this podcast, the world-class anthropologist Ed Schein along with Peter Schein urges us to practice the anthropology of here and now. The world we have created is far too uncertain and it is only by embracing the uniqueness of each situation we can make sense of and successfully navigate uncertainty.

Ed Schein and Peter Schein, father and son duo,  are well-known in the organizational development space and co-founders of the Organizational Culture and Leadership Institute. They've written several books together, including two in the Humble Leadership series. In this discussion, Ed and Peter share their thoughts on what leaders need to prepare for in order to build a more resilient culture, future, and organization. The truth is, your organization is always vulnerable, but you can build a more resilient culture.    Sponsored by...   Cultivate Grit. Amplify Action. Get The Importance of Journaling   We help YOU enjoy the success we've already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more.   Key Takeaways [5:40] The “I alone” leadership model is obsolete. [8:15] When there's market disruption, the “I alone” static leadership will fail you. [8:55] Organizations today need to look more like a human organism and not like a well-oiled machine. [13:00] Leadership has become a moving target. Leaders used to be well-defined in projects. Now, as you bring in different departments to collaborate, it's not as clear. [14:15] Back in the day, Jim had different work, family, and life personas. Now, people realize that you can't truly be “one persona.” [17:50] When discovering what exactly you have to do as a leader in an organization, it almost always means you have to talk to your direct reports, gather information, and act accordingly. [22:50] You can't redesign culture. You need to use your culture to aid a new change, but it does not work the other way around. [24:50] In a young company, leadership creates culture. In an old company, culture creates leadership. [25:45] Culture is a pattern of shared assumptions. You have culture from the type of history you've built. [30:55] When it comes to culture, you have to break it down to see where the disconnects are. [33:45] Ed expands on his statement that questions are a gentle art of asking, instead of telling. [38:15] Peter shares how you can create a humble inquiry within your team. [41:15] The truth is, your organization is always vulnerable. However, you can embrace this and turn it into a power. [45:30] Peter shares an example of what humble inquiry looks like. [47:45] The leader of the future needs to have a much broader perspective of cultures and the world.   Quotable Quotes   “I suddenly could look at culture and leadership from an inner generational point of view, which was all new to me.”   “The heroic leader model, the ‘I alone' model, might have worked when scaling industrial corporations and the product was simpler.” “You can design within the boundaries of your culture or you can destroy the whole organization and start anew, but you can't redesign culture.” “What's really going on with the people I work with? Context over content.”   Resources Mentioned Sponsored by: Pass-life.com. Coupon Code: Duty Connect with Ed and Peter: Scheinocli.org, Ed on LinkedIn & Peter on LinkedIn Ed's books: Humble Leadership, Organizational Culture and Leadership, and Humble Inquiry

Listeners interested in psychology, sociology and leadership are in for a real treat with this special extended Happier at Work episode with father-son duo Edgar and Peter Schein. Ed and Peter co-founded the Organizational Culture and Leadership Institute (OCLI.org) in 2015. Ed and Peter have just completed their fourth collaboration, the upcoming 2nd Edition of Humble Inquiry. In this episode, Aoife O'Brien, Edgar Schein and Peter Schein discuss the importance of communication, the gentle art of Humble Enquiry and the benefits of moving forward with an open and curious mind to create a better culture. Key points covered throughout the episode include: - An introduction to Ed and Peter Schein's backgrounds. - What is Humble Inquiry? - Why we should attack the culture of telling and promote a culture of inquiry. - The importance and influence of personal & trusting relationships. - Psychological safety and cultural evolution. - Encouraging people to speak up. - Rewarding courage in the workspace. - Exploring professional distance. - Process of inquiry – taking time out to examine are you asking the right questions. - The power of groups and learning how to work effectively in a team. - What makes Ed and Peter Happier at Work. Edgar Schein is Professor Emeritus of the Massachusetts Institute of Technology (MIT) Sloan School of Management. Ed received BA degrees from the University of Chicago and Stanford and his PhD in Social Psychology from Harvard University. He is the 2009 recipient of the Distinguished Scholar-Practitioner Award of the Academy of Management, the 2012 recipient of the Life-Time Achievement Award from the International Leadership Association, the 2015 Lifetime Achievement Award in Organization Development from the International OD Network. Peter Schein is the co-founder and COO of OCLI.org. He provides counsel to senior management on organizational development challenges facing private and public sector entities worldwide. Peter's work draws on 30 years of industry experience in marketing and corporate development at technology pioneers including Apple, SGI, Sun Microsystems, and numerous internet start-ups. Ed and Peter's first work together, the 5th edition of Organizational Culture and Leadership, was published in 2016. In 2018, Ed and Peter published Humble Leadership, which won the Nautilus Book Awards Silver Medal, and in 2019 they published Culture + Change +Leadership: The Corporate Culture Survival Guide 3rd Edition. Connect with Edgar & Peter Schein: http://www.scheinocli.org/ http://www.linkedin.com/in/peteraschein/ http://www.scheinocli.org/publications Connect with Happier at Work host Aoife O'Brien: http://www.happieratwork.ie http://www.linkedin.com/in/aoifemobrien http://www.twitter.com/HappierAtWorkHQ http://www.instagram.com/happieratwork.ie http://www.facebook.com/groups/happieratworkpodcast Resources: Douglas McGregor – Theory X Theory Y concept http://www.businessballs.com/improving-workplace-performance/mcgregors-xy-theory-of-management/ Bob Johansen – Institute For The Future http://www.iftf.org/bobjohansen/

Award-winning father-son duo Edgar Schein and Peter Schein are renowned in the organizational healthcare development space. The pair co-founded the Organizational Culture and Leadership Institute and have collaborated on several books, including two in the Humble Leadership series. The first edition of Humble Inquiry (2013) has sold more than 200,000 copies worldwide and has been translated into 17 languages. Asking questions and actively listening to the answers is a foundational skill for everyone in the healthcare space. Unfortunately, in a world of accelerating change, we often find ourselves doing and telling rather than asking and listening.  The Scheins believe our failure to ask humbly and with the right attitude has created healthcare spaces in which people do not feel psychologically safe to communicate freely – a trend that can be especially detrimental to both patients and healthcare professionals. This episode will help us to not only communicate better with our patients, but our healthcare team. Find them at OCLI.org Also, I am now part of a network. The Doctor Podcast Network, where all of the podcasts cater to a physician audience. For instance, Dr. Jeremy Toffle, Hosts the Imperfect Dad MD Podcast. Check it out! Please SHARE!!! Find this and all episodes on your favorite #podcastplatform at PhysiciansGuidetoDoctoring.com A proud member of the Doctor Podcast Network! #DoctorPod #DocPod #PhysicianPodcast #PhysicianPod #DoctorPodcast #DoctorPodcastNetwork #PhysicianPodcaster #DoctorPodcaster #HealthcarePodcast #MedicalPodcast #MedicinePodcast #PhysiciansGuide #GuidetoDoctoring #MedPod #HealthPod #MedCast #HealthCast

In this episode, we interview Dr. Edgar Schein and his son Peter about the second edition of their book Humble Inquiry:  The Gentle Art of Asking Instead of Telling. They share a little about the book and why they wrote the second edition. Ed and Peter describe why Humble Inquiry is not just a process but an “attitude”. Ed talks about the different levels of relationships and shares how Humble Inquiry can be leveraged to raise our levels of relationship.During the interview we also discuss the relationship and need for balance between Certainty and Clarity as well as Competition and Collaboration and how both relate to Telling and Humble Inquiry.  We close the interview with Ed sharing how leaders will benefit from applying Humble Inquiry every day.You probably already realize this episode is full of wisdom that can benefit everyone.  So, you can see, why it makes sense to listen now, can’t you?For full show notes and links, visit:https://www.missinglogic.com/new-podcastNEW:  Enrollment is now open to our NEW Self-Study Program, Caring for Others Without Neglecting YOU!  Click Here NOW to learn more and enroll!We would love to have you contribute to this podcast by submitting a question that we can feature in a future episode.  All you must do is email your question to  questions@missinglogic.com If you found value in this episode, please leave us a review on Apple Podcasts! 

In this episode, Dan & Tim chat to Ed & Peter Schein about how taking a more 'humble' approach to leadership can boost psychological safety, engagement and performance in your team.  Ed Schein is Professor Emeritus of the Massachusetts Institute of Technology (MIT) Sloan School of Management. He is the 2009 recipient of the Distinguished Scholar-Practitioner Award of the Academy of Management, the 2012 recipient of the Life Time Achievement Award from the International Leadership Association, and the 2015 Lifetime Achievement Award in Organization Development from the International OD Network. Peter Schein is a strategy consultant in Silicon Valley.  He provides help to start-ups and expansion-phase technology companies. Peter's expertise draws on over twenty years of industry experience in marketing and corporate development at technology pioneers. Their website is http://ocli.org/ Don't forget you can find out more about our work and submit questions and suggestions for topics and guests for upcoming shows at: https://habitsofleadership.com/podcast/ And please don't forget to like, comment, share & subscribe!

Too often we are knowers instead of learners. Yet as knowers, we close down conversations, dis-incentivize sharing information or perspectives, and risk the health of our team and organization. To be a learner requires us to accept that we don’t know everything and, just as important, that our team members often know more than we do. When we cultivate a relationship based on caring and curiosity, we foster psychological safety and much more.   In this episode, I speak with father and son duo, Edgar and Peter Schein. Ed is Professor Emeritus of the Massachusetts Institute of Technology Sloan School of Management. He is one of the original scholar-practitioners in the fields of organizational psychology and organizational development. He may be best known for first expanding our understanding of organizational culture. His books, including Process Consultation, Organizational Culture and Leadership, Helping, Humble Consulting and Humble Leadership are translated and published worldwide and his consulting and coaching has transformed leadership since the 1970s. His latest work, Humble Inquiry 2nd Edition, co-authored with his son Peter, is an international best seller.    Peter is the co-founder and COO of OCLI.org. Prior to his role there, Peter was a strategy and corporate development executive at large and small technology companies in Silicon Valley. He is co-author of The Corporate Culture Survival Guide 3rd Edition, Humble Leadership, the 5th Edition of Organizational Culture and Leadership, and the 2nd Edition of Humble Inquiry.   The three of us talk about Humble Inquiry - what it is, why it’s important, and how to do it effectively. We talk about the humble component and the inquiry component, and how together, they are a magical combination that every manager and team can benefit from.   Get one of 10 signed copies of the book Humble Consulting if you’re a member of the Modern Manager community. This book is particularly focused at client-facing roles and consultants, but the lessons are applicable even beyond those. To get a copy, you need to be a member and one of the first 10 people to request it.  Join the Modern Manager community -- employees of government and nonpforit organizations get 20% off any membership level.   Subscribe to my newsletter to get episodes, articles and free mini-guides delivered to your inbox.    Read the related blog article: The Simple Brilliance of the “Humble Inquiry” Approach   KEEP UP WITH EDGAR AND PETER SCHEIN Website: www.ocli.org  LinkedIn:  https://www.linkedin.com/in/peteraschein/ Book: Humble Inquiry: The Gentle Art of Asking Instead of Telling    Key Takeaways: The “Humble Inquiry” approach is a way of reacting to situations at work by asking versus telling your team what to do.  Begin with the mindset that you can’t know everything therefore, have much to gain by caring about your team members and their perspectives. Foster a deep curiosity to learn from people around you.  Ask open ended questions without presuming to know the answer. Continue to ask questions that explore further instead of jumping to conclusions too early. Practice deep listening by focusing on their response without interjecting your own thoughts.  Reward people for being open by listening to and incorporating their ideas, and by thanking them for sharing even if you disagree.  If you respond with judgement, anger or dismissiveness, people may fear being open and honest with you again. This leads to destructive behavior, such as hiding mistakes and not mentioning problems, which is harmful to teams and organizations.  If your team gets stuck, shift from the content of your discussion into the process. Ask questions like “Are we making progress?” and “Are we relating to each other well?”  When we build trust and openness using Humble Inquiry, we build psychological safety which leads to positive, healthy workplaces.  Additional Resources: Episode 42: Deep Listening with Oscar Trimboli mamie@mamieks.com

Too often we are knowers instead of learners. Yet as knowers, we close down conversations, dis-incentivize sharing information or perspectives, and risk the health of our team and organization. To be a learner requires us to accept that we don’t know everything and, just as important, that our team members often know more than we do. When we cultivate a relationship based on caring and curiosity, we foster psychological safety and much more. In this episode, I speak with father and son duo, Edgar and Peter Schein. Ed is Professor Emeritus of the Massachusetts Institute of Technology Sloan School of Management. He is one of the original scholar-practitioners in the fields of organizational psychology and organizational development. He may be best known for first expanding our understanding of organizational culture. His books, including Process Consultation, Organizational Culture and Leadership, Helping, Humble Consulting and Humble Leadership are translated and published worldwide and his consulting and coaching has transformed leadership since the 1970s. His latest work, Humble Inquiry 2nd Edition, co-authored with his son Peter, is an international best seller. Peter is the co-founder and COO of OCLI.org. Prior to his role there, Peter was a strategy and corporate development executive at large and small technology companies in Silicon Valley. He is co-author of The Corporate Culture Survival Guide 3rd Edition, Humble Leadership, the 5th Edition of Organizational Culture and Leadership, and the 2nd Edition of Humble Inquiry. The three of us talk about Humble Inquiry - what it is, why it’s important, and how to do it effectively. We talk about the humble component and the inquiry component, and how together, they are a magical combination that every manager and team can benefit from. Get one of 10 signed copies of the book Humble Consulting if you’re a member of the Modern Manager community. This book is particularly focused at client-facing roles and consultants, but the lessons are applicable even beyond those. To get a copy, you need to be a member and one of the first 10 people to request it. Join the Modern Manager community -- employees of government and nonpforit organizations get 20% off any membership level. Subscribe to my newsletter to get episodes, articles and free mini-guides delivered to your inbox. Read the related blog article: The Simple Brilliance of the “Humble Inquiry” Approach KEEP UP WITH EDGAR AND PETER SCHEIN Website: www.ocli.org LinkedIn

Asking Instead of Telling Dr. Ed Schein returns back to the podcast, along with his son Peter, to talk about the recently released Second Edition of their book Humble Inquiry, Second Edition: The Gentle Art of Asking Instead of Telling. It's a book about asking questions--for sure. But it's a remarkably good book about how to have conversations--real conversations--instead of two people talking at each other. Learn more about Ed, Peter, and their Organizational Culture and Leadership Institute at https://www.scheinocli.org/. Let's Stay In Touch! I hear from listeners almost every day and I love it! How about you and I connect on LinkedIn? Go to https://PeopleAndProjectsPodcast.com/LinkedIn and Follow me (I've maxed out the connections but if you Follow me, I'll Follow you back!) Thank you for joining me for this episode of The People and Projects Podcast! Talent Triangle: Leadership   Inspiring Advertising by Rafeal Krux Link: https://filmmusic.io/song/5515-inspiring-advertising- License: https://filmmusic.io/standard-license Inspiring Orchestra by Rafeal Krux Link: https://filmmusic.io/song/5671-inspiring-orchestra- License: https://filmmusic.io/standard-license

In this episode of the HR Leaders podcast, I'm joined by my guests Edgar and Peter Schein, Co-authors of the best selling book Humble Inquiry: The Gentle Art of Asking Instead of Telling. Thanks to UKG for supporting the show!Download their New Future of Work ebook and learn the Four Critical Success Drivers Businesses need successfully engage in the new world of work: http://bit.ly/New-World-E-BookEpisode highlights00:00 - Intro02:43 - The Schein family background05:01 - Peter, on working with his father06:00 - Ed, on working with his son, and why the world needs Humble Inquiry08:23 - Defining humble inquiry as a leadership style13:22 - How to become a humble leader21:31 - The challenges of adoption humble inquiry as a leadership style23:59 - New features of the methodology29:06 - Examples of the method in action34:38 - Diagnosis vs intervention37:40 - Defining "Personisation"40:24 - The impact of Humble Inquiry on a company's culture45:44 - At 93, what drives Ed to disrupt the workplace?53:12 - Parting advice from T.S. EliotIf you enjoyed the podcast be sure to subscribe for more content like this and visit our website to access resources mentioned: www.hrdleaders.com/podcast

"The tragedy is that so many managers get told that you mustn't show weakness, that you should always be in control - this is just nonsense in today's world, and yet we continue to teach it." Join your host, Tobias Sturesson, and his guests, Ed and Peter Schein, for this episode on The Leading Transformational Change podcast. During their engaging conversation, Ed and Peter share how we can build more healthy cultures and trusting relationships through humble leadership and humble inquiry. Be inspired by their insights into why we should stop talking about culture change, how we can build more human workplaces, and what really shapes culture. Ed Schein is Professor Emeritus at MIT School of Management and is the 2012 recipient of the Lifetime Achievement Award from the International Leadership Association. Peter Schein is the co-founder and COO of the Organizational Culture and Leadership Institute in Menlo Park, CA. Prior to that, Peter was a strategy and corporate development executive at large and small technology companies in Silicon Valley. Ed and Peter's latest book, Humble Inquiry 2nd edition, is an international bestseller. Duration: 49:30

Ed Schein is Professor Emeritus from the MIT Sloan School of Management. He's been an educator, consultant and coach for nearly seventy years, and counting. He's considered one of the original thinkers in organizational Development and a founding father of the study of “organizational culture”. He's published over ten seminal books and countless papers earning accolades and lifetime achievement honors in academia and business associations. In 2015 Ed and his son Peter joined to form the Organizational Culture and Leadership Institute based in Palo Alto California. Ed and Peter have co-authored four books including two culture texts, Humble Leadership and the new Edition of Humble Inquiry. Ed was educated at University of Chicago, Stanford University, and received his PhD in Social Psychology from Harvard.   Peter Schein is a consultant and former technology executive having held marketing and strategy positions at Pacific Bell, Apple, Silicon Graphics, and having led corporate development initiatives at Sun Microsystems. He was honored to join his Dad in the “family business” in 2015 including co-authoring books and papers, consulting with companies on Culture and Leadership, and presenting the Schein perspective on Organizational culture in the US, Europe and Asia. He holds an undergrad degree in social anthropology from Stanford University and an MBA from the Northwestern Kellogg School of Management. o   Link to claim CME credit: https://nam11.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.surveymonkey.com%2Fr%2F3DXCFW3&data=04%7C01%7CJake.Lancaster%40BMHCC.org%7Cadfd43975d0d4262718908d8be5e195b%7C2059208fff284b47971ef40dac55a264%7C0%7C0%7C637468658661674416%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=v5Qx9qZDNj%2B0E%2BAfHQif9UGVaoU72DO2iCLPm4f0vt4%3D&reserved=0 (https://www.surveymonkey.com/r/3DXCFW3) o   CME credit is available for up to 3 years after the stated release date. Contact CEOD@bmhcc.org if you have any questions about claiming credit.

In this episode of Leaders Who Learn, our hosts talk with Edgar Schein and Peter Schein of the Organizational Culture and Leadership Institute. The discussion in this episode is an absolute masterclass in leadership, culture, and what it takes to be an effective leader practitioner. Lynn, Joanna, Peter, and Ed talk about humble leadership, psychological safety, culture, and why the term "personized" is more effective than personalized. Hear Peter and Edgar get into specifics about leadership that is probably embedded in the leadership training you received at university or in the board room. This is a can't miss conversation. Ed Schein is Professor Emeritus of the Massachusetts Institute of Technology (MIT) Sloan School of Management. He was educated at the University of Chicago, Stanford University, and Harvard University, where he received his Ph.D. in Social Psychology. He worked at the Walter Reed Institute of Research for four years and then joined MIT, where he taught until 2005. He has published extensively-- Organizational Psychology, 3d Ed. (1980), Process Consultation Revisited (1999), career dynamics (Career Anchors, 4th ed. With John Van Maanen, 2013), Organizational Culture and Leadership, 4th Ed. (2010), The Corporate Culture Survival Guide, 2d Ed., (2009), a cultural analysis of Singapore's economic miracle (Strategic Pragmatism, 1996), and Digital Equipment Corp.'s rise and fall (DEC is Dead; Long Live DEC, 2003). Peter Schein is a strategy consultant in Silicon Valley. He provides help to start-ups and expansion-phase technology companies. Peter's expertise draws on over twenty years of industry experience in marketing and corporate development at technology pioneers. In his early career he developed new products and services at Pacific Bell and Apple Computer, Inc. (including eWorld and Newton). He led product marketing efforts at Silicon Graphics Inc., Concentric Network Corporation (XO Communications), and Packeteer (BlueCoat). He developed a deep experience base and passion for internet infrastructure as the Web era dawned in the mid-1990s.

Bonni Stachowiak: Teaching in Higher Ed Bonni Stachowiak is the host of the Teaching in Higher Ed podcast, a professor of business and management at Vanguard University, and my life partner. Prior to her academic career, Bonni was a human resources consultant and executive officer for a publicly traded company. She is the author of The Productive Online and Offline Professor: A Practical Guide*. Listener Questions Joyce asked our advice on organizational culture assessments. Nina wondered how to create a cohesive culture which allows for unique cultures in each workforce segment. Bonni and Dave shared some recent technology they are playing with, including 1Password and Readwise. Resources Mentioned Human Synergistics 1Password Readwise* Related Episodes The Four Critical Stories Leaders Need For Influence, with David Hutchens (episode 148) How to Create an Unstoppable Culture, with Ginger Hardage (episode 350) The Path of Humble Leadership, with Edgar Schein and Peter Schein (episode 363) Get Smart About Assessments, with Ken Nowack (episode 371) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Bonni Stachowiak: Teaching in Higher Ed Bonni Stachowiak is the host of the Teaching in Higher Ed podcast, a professor of business and management at Vanguard University, and my life partner. Prior to her academic career, Bonni was a human resources consultant and executive officer for a publicly traded company. She is the author of The Productive Online and Offline Professor: A Practical Guide*. Listener Questions Joyce asked our advice on organizational culture assessments. Nina wondered how to create a cohesive culture which allows for unique cultures in each workforce segment. Bonni and Dave shared some recent technology they are playing with, including 1Password and Readwise. Resources Mentioned Human Synergistics 1Password Readwise Related Episodes The Four Critical Stories Leaders Need For Influence, with David Hutchens (episode 148) How to Create an Unstoppable Culture, with Ginger Hardage (episode 350) The Path of Humble Leadership, with Edgar Schein and Peter Schein (episode 363) Get Smart About Assessments, with Ken Nowack (episode 371) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

In this week’s podcast, we explore how humble leadership and humble inquiry can help to improve our workplace cultures. Connect with Edgar & Peter Schein: http://www.scheinocli.org/ [free_product_purchase id="96480"] You’ll Learn: [02:07] - Ed shares clarifies what is culture and how we can shape it. [05:10] - Peter shares what Humble Leadership is and why it matters to workplaces and their culture. [09:13] - Ed gives us an insight into what Humble Inquiry is and what role it plays in Humble Leadership. [13:09] - Peter shares some of the barriers to inquiry. [16:49] - Ed highlights some practical tips for growing an attitude and approach of Humble Inquiry in workplaces. [22:18] - Peter shares where performance measurement and humble inquiry can collide. [24:52] - Ed and Peter enter the lightning round. Thanks for listening! MPPW Podcast on Facebook The Anatomy of Peace by the Arbinger Institute Reinventing Organizations by Frederic Laloux Book by Bob Johansen Thanks so much for joining me again this week.  If you enjoyed this episode, please share it using the social media buttons you see at the bottom of this post. Please leave an honest review for the Making Positive Psychology Work Podcast on iTunes. Ratings and reviews are extremely helpful and greatly appreciated. They do matter in the rankings of the show, and I read each and every one of them.  And don’t forget to subscribe to the show on iTunes to get automatic updates. It’s free! You can also listen to all the episodes of Making Positive Psychology Work streamed directly to your smartphone or iPad through stitcher. No need for downloading or syncing. Until next time, take care!  Thank you, Edgar & Peter!

Leadership can be lonely, but only if you make it so. Offering fresh insights of the price to pay for being a leader, Dr. Tracey Jones interviews Dr. Ed Schein, the professor of Organization Studies Emeritus at the MIT Sloan School of Management, and his son, Peter Schein. Together they talk about their book, Humble Inquiry: The Gentle Art of Asking Instead of Telling, which they are re-releasing after seven years. Sometimes, many leaders feel like it’s only them against everything. However, now more than ever, leadership has evolved into a team sport. Ed and Peter dive deep into that by discussing how leaders need not have all the answers come from them alone—they can simply and humbly ask for it. Join in on this discussion to get a peek into Ed and Peter’s updated book, what to do with loneliness and wariness as a leader, and more.

Andy Kaufman: People and Projects Podcast Andy is a keynote speaker and author on leadership and project management. He’s President of the Institute for Leadership Excellence & Development and works with organizations around the world, helping them improve their ability to deliver projects & lead teams. He’s also a certified Project Management Professional (PMP®) and a member of the Project Management Institute (PMI®). Andy is author of Navigating the Winds of Change: Staying on Course in Business & in Life, Shining the Light on The Secret and an e-book entitled How to Organize Your Inbox & Get Rid of E-Mail Clutter and he’s the host of the People and Projects Podcast. Key Points Change is inevitable — and should not be viewed as the enemy. Often, our training and education tends to lead us towards not thinking in the terms of quick wins. Agile is about incremental delivery. Frequency is valued. Our bias should be towards shorter intervals. Quick wins ultimately help you generate much faster feedback, leading to future steps. Resources Mentioned People and Projects Podcast by Andy Kaufman Related Episodes How to Succeed with Leadership and Management, with John Kotter (episode 249) The Path of Humble Leadership, with Edgar Schein and Peter Schein (episode 363) How to Pivot Quickly, with Steve Blank (episode 476) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Andy Kaufman: People and Projects Podcast Andy is a keynote speaker and author on leadership and project management. He’s President of the Institute for Leadership Excellence & Development and works with organizations around the world, helping them improve their ability to deliver projects & lead teams. He’s also a certified Project Management Professional (PMP®) and a member of the Project Management Institute (PMI®). Andy is author of Navigating the Winds of Change: Staying on Course in Business & in Life, Shining the Light on The Secret and an e-book entitled How to Organize Your Inbox & Get Rid of E-Mail Clutter and he’s the host of the People and Projects Podcast. Key Points Change is inevitable — and should not be viewed as the enemy. Often, our training and education tends to lead us towards not thinking in the terms of quick wins. Agile is about incremental delivery. Frequency is valued. Our bias should be towards shorter intervals. Quick wins ultimately help you generate much faster feedback, leading to future steps. Resources Mentioned People and Projects Podcast by Andy Kaufman Related Episodes How to Succeed with Leadership and Management, with John Kotter (episode 249) The Path of Humble Leadership, with Edgar Schein and Peter Schein (episode 363) How to Pivot Quickly, with Steve Blank (episode 476) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Bonni Stachowiak: Teaching in Higher Ed Bonni Stachowiak is the host of the Teaching in Higher Ed podcast, a professor of business and management at Vanguard University, and my life partner. Prior to her academic career, Bonni was a human resources consultant and executive officer for a publicly traded company. She is the author of The Productive Online and Offline Professor: A Practical Guide*. Listener Questions Dustin asked us about how to handle going through a merger or acquisition. Melanie wondered what our biggest learning curve was when we were new managers. Taryn wanted to know the best ways to track goals and progress when doing internal coaching. Resources Mentioned Difficult Conversations by Seth Godin (Akimbo podcast) Productivity Tools by Bonni Stachowiak Monday.com OmniFocus Related Episodes The Path of Humble Leadership, with Edgar Schein and Peter Schein (episode 363) How to Build Psychological Safety, with Amy Edmondson (episode 404) Appeal to the Nobler Motive (Dave’s Journal) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Bonni Stachowiak: Teaching in Higher Ed Bonni Stachowiak is the host of the Teaching in Higher Ed podcast, a professor of business and management at Vanguard University, and my life partner. Prior to her academic career, Bonni was a human resources consultant and executive officer for a publicly traded company. She is the author of The Productive Online and Offline Professor: A Practical Guide*. Listener Questions Dustin asked us about how to handle going through a merger or acquisition. Melanie wondered what our biggest learning curve was when we were new managers. Taryn wanted to know the best ways to track goals and progress when doing internal coaching. Resources Mentioned Difficult Conversations by Seth Godin (Akimbo podcast) Productivity Tools by Bonni Stachowiak Monday.com OmniFocus Related Episodes The Path of Humble Leadership, with Edgar Schein and Peter Schein (episode 363) How to Build Psychological Safety, with Amy Edmondson (episode 404) Appeal to the Nobler Motive (Dave’s Journal) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

“If there’s ever a Mount Rushmore of leadership thinkers and experts that have changed the world,” Marcel Schwantes says, “...I believe that the bust of Edgar Schein should be deserving of a spot.” Edgar Schein is the world’s foremost expert on humble leadership. He is also the author of the Humble Leadership series, the first two of which are Humble Inquiry and Humble Consulting. The most recent addition to the series is Humble Leadership, which he co-wrote with his son Peter Schein, a leadership expert in his own right. Both Edgar and Peter join Marcel to discuss what makes a humble leader. Edgar defines leadership as an activity “that somehow produces something new and different that is actually better.” [4:38] “Here and now humility means embracing that idea that I don't know, I'm gonna have to trust the people I work with, and together we can figure it out,” Peter says. [6:32] Humble leadership requires a level two relationship: subordinates, peers and leaders get to know each other as whole human beings. This type of relationship makes it easy to ask for and tell one another the truth. [8:10] Effective leaders do not maintain a level one transactional role, they build more personal relationships. “They collapse the psychological distance and thereby enable themselves to be more humble and their subordinates to be more open and honest,” Edgar remarks. [9:56] Peter says that many companies are realizing that building open trusting relationships makes their hierarchy work better. [12:07] “Evolving organizations need to continue to emphasize these… personalized relationships between people that have to work together… Sharing information outside of your box is how you innovate, it’s how you prevent accidents, it’s how you grow the organization,” says Peter. [15:15] Edgar says that the purpose of his work is to help leaders become aware of their limitations without taking away their role as a leader. They need to understand that “this future world” demands a different way of thinking. [17:28] Marcel, Edgar and Peter discuss why management still favors command and control leadership. Peter believes that it’s because of job security as well as job insecurity. Edgar distinguishes between hierarchy and command and control: hierarchy is important for society to function, while command and control is when you use your position inappropriately in a hierarchy. [18:02] “What I am most impressed with is that the modern world is a multi-force, global, interdependent system in which figuring out what's right to do is intrinsically impossible,” Edgar says. [23:35] Edgar and Peter share how they think humble leadership will impact the future. [26:35] Marcel asks the guests to share some practical tips leaders should adopt habitually to become better humble leaders. Edgar replies, “I have truly discovered that good and evil is in my daily actions, not in some set of principles or codes… Every human relationship can start with a constructive intent...” [30:40] Edgar suggests that leading through fear comes in part from the US culture of dominance as well as fear of losing its position in the world. Peter adds that leaders fear being out-innovated. They both agree that leaders have to learn to compete as well as collaborate. [34:45] “Situational awareness,” Edgar comments, “...flows from the fact that the world is a complicated place and you have to be very conceptually and emotionally agile in the complex world.” [40:18] Peter emphasizes the distinction between transparency and openness. He shares why openness should be substituted for transparency. [41:38] Edgar wants listeners to embrace humble inquiry as it builds better relationships and allows you to figure out what’s going on and what you should do about it. [43:20] Resources OCLI.org ScheinE@comcast.net Peter Schein on LinkedIn  MarcelSchwantes.com Marcel Schwantes on LinkedIn

David Marquet: Leadership is Language David Marquet is the former commander of the U.S.S. Santa Fe, a nuclear-powered attack submarine. Under David’s command, the ship had an impressive turnaround, achieving the highest retention and operational standings in the Navy. David is the author of the bestseller Turn the Ship Around: A True Story of Turning Followers Into Leaders* and has just released his new book, Leadership is Language: The Hidden Power of What You Say and What You Don’t*. In this conversation, David and I explore the seven sins of questioning. David shares the story of the ill-fated El Faro and how we can discover better information in leadership by making the shift from self-affirming to self-educating. Key Points A leading question comes from a place of thinking the person is wrong, or that you have the answer. I hear this a lot from people who think they have the right answer but don’t want to use say so, so they use the Socratic method as a “teaching moment.” It’s annoying and arrogant. Self-affirming questions are often binary questions with a special motivation: to coerce agreement and make us feel good about the decision we have already made. Seven Ways to Ask Better Questions: Instead of questions stacking, try one and done. Instead of a teaching moment, try and learning moment. Instead of a dirty question, try a clear question. Instead of a binary question, start the question with “what” or “how.” Instead of a “why” question, try “tell me more.” Instead of a self-affirming question, try self-educating questions. Instead of jumping to the future, start with the present, past, then future. Resources Mentioned Leadership is Language: The Hidden Power of What You Say and What You Don’t* by David Marquet Turn the Ship Around: A True Story of Turning Followers Into Leaders* by David Marquet David Marquet’s website Related Episodes Leadership Lessons from Challenger, with Allan McDonald (episode 229) These Coaching Questions Get Results, with Michael Bungay Stanier (episode 237) The Path of Humble Leadership, with Edgar Schein and Peter Schein (episode 363) How to Build Psychological Safety, with Amy Edmondson (episode 404) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

David Marquet: Leadership is Language David Marquet is the former commander of the U.S.S. Santa Fe, a nuclear-powered attack submarine. Under David’s command, the ship had an impressive turnaround, achieving the highest retention and operational standings in the Navy. David is the author of the bestseller Turn the Ship Around: A True Story of Turning Followers Into Leaders* and has just released his new book, Leadership is Language: The Hidden Power of What You Say and What You Don’t*. In this conversation, David and I explore the seven sins of questioning. David shares the story of the ill-fated El Faro and how we can discover better information in leadership by making the shift from self-affirming to self-educating. Key Points A leading question comes from a place of thinking the person is wrong, or that you have the answer. I hear this a lot from people who think they have the right answer but don’t want to use say so, so they use the Socratic method as a “teaching moment.” It’s annoying and arrogant. Self-affirming questions are often binary questions with a special motivation: to coerce agreement and make us feel good about the decision we have already made. Seven Ways to Ask Better Questions: Instead of questions stacking, try one and done. Instead of a teaching moment, try and learning moment. Instead of a dirty question, try a clear question. Instead of a binary question, start the question with “what” or “how.” Instead of a “why” question, try “tell me more.” Instead of a self-affirming question, try self-educating questions. Instead of jumping to the future, start with the present, past, then future. Resources Mentioned Leadership is Language: The Hidden Power of What You Say and What You Don’t* by David Marquet Turn the Ship Around: A True Story of Turning Followers Into Leaders* by David Marquet David Marquet’s website Related Episodes Leadership Lessons from Challenger, with Allan McDonald (episode 229) These Coaching Questions Get Results, with Michael Bungay Stanier (episode 237) The Path of Humble Leadership, with Edgar Schein and Peter Schein (episode 363) How to Build Psychological Safety, with Amy Edmondson (episode 404) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

What's a leader's top responsibility? Vision? Competence? Legendary authors Ed and Peter Schein say human leaders must focus on relationships. See acast.com/privacy for privacy and opt-out information.

Edgar and Peter Schein join Greatness to discuss their recent book, Humble Leadership. Ed and Peter share tips on how to build genuine, "level 2" relationships that propel teams and organizations to higher levels of performance, and the importance of leadership as a characteristic of all members of the team.

Edgar Schein, Peter Schein and Jeff Schatten discuss the benefits and potential challenges of “humble leadership,” when leaders establish a personal relationship model with subordinates instead of basing interactions on a quid pro quo mindset.  They discuss a wide range of issues relating to leadership, culture and professional relationships in a high-tech world.    Edgar is a Professor Emeritus at the MIT Sloan School of Management.  He is considered one of the foremost experts on organizational culture.  Edgar has a masters in social psychology from Stanford University, and a PhD in social psychology from Harvard University.  Peter Schein is also an expert in organizational culture.  His the Co-founder and COO for the Organizational Culture and Leadership Institute.  Peter has worked in a variety of management roles in a diverse set of companies in silicon valley.  You can check out their new book "Humble Leadership" here

Humble Leadership. Yes, those two words belong together. This week on the podcast, Ed and Peter Schein join me to discuss their book Humble Leadership. We talk about leadership as a verb, the relationships behind the Singapore economic miracle, innovation through psychological safety, script-based modes of adult relating, the costs of maintaining professional distance, giving […] The post Humble Leadership With Ed Schein & Peter Schein (Episode 100) appeared first on .

In this episode Priya and John continue the conversation with Ed and Peter Schein to explore the relevance of Humble Leadership in today’s digital age.  We discuss the importance of emotionally engaging experiences at work and the magic of Silicon Valley. This is the second of a two part episode.

In this episode Priya and John continue the conversation with Ed and Peter Schein to explore the relevance of Humble Leadership in today’s digital age.  We discuss the importance of emotionally engaging experiences at work and the magic of Silicon Valley. This is the second of a two part episode.

Change is all around us. Bestselling author Mark C. Thompson says the only way we grow is when we start to be willing to embrace those changes, and that usually creates a little bit of struggle. When we think about change, we have the resources and we have the means to change within our hearts and souls and our own experience. Mark talks about the growth mindset, team engagement, and driving change in order to accelerate the leadership journey and grow faster. Leadership has always been integrally related with culture in that leaders create cultures, but then cultures are what determine what kinds of leadership are acceptable. That leads to why Edgar and Peter Schein wrote Humble Leadership. Edgar is a former professor at MIT and he created a model of organizational culture that identifies distinct levels of culture. Peter is the Co-Founder and COO for Organizational Culture and Leadership Institute providing OD and leadership consulting and coaching services. They discuss how leadership has to change as the world has changed towards complexity, more teamwork, and more collaboration. Love the show? Subscribe, rate, review, and share!Here’s How »Join the Take The Lead community today:DrDianeHamilton.comDr. Diane Hamilton FacebookDr. Diane Hamilton TwitterDr. Diane Hamilton LinkedInDr. Diane Hamilton YouTubeDr. Diane Hamilton Instagram

For those of you in the U.S., have you had it with turkey, stuffing and cranberry sauce? Even those of you who didn’t just experience a food coma, you’ll appreciate the all-new menu here at the cafe. Today’s Special is… The post Podcast: Just-In-Time Cafe, Episode 44 – Start a Conversation = Become a Great Leader, Featuring Edgar and Peter Schein appeared first on GoLeanSixSigma.com.

Parker Palmer: On the Brink of Everything Parker Palmer is the founder and senior partner emeritus of the Center for Courage & Renewal and is a world-renowned writer, speaker, and activist who focuses on issues in education, community, leadership, spirituality and social change. He is the author of the newly published book, On the Brink of Everything: Grace, Gravity, and Getting Old*. Key Points “The unexamined life is not worth living.” —Socrates Encourage people to examine the fears they have about looking inward. When we befriend what we are afraid of, it will become our friend. “If you can’t get out of it, get into it.” —Outward Bound motto Focus on building goodwill in your business because it repays many times over. Resources Mentioned On the Brink of Everything: Grace, Gravity, and Getting Old* by Parker Palmer The New Better Off: Reinventing the American Dream* by Courtney Martin Outward Bound Book Notes Download my highlights from On the Brink of Everything in PDF format (free membership required). Related Episodes How to Manage Your Inner Critic, with Tara Mohr (episode 232) The Power of Solitude, with Mike Erwin (episode 308) The Path of Humble Leadership, with Edgar Schein and Peter Schein (episode 363) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Parker Palmer: On the Brink of Everything Parker Palmer is the founder and senior partner emeritus of the Center for Courage & Renewal and is a world-renowned writer, speaker, and activist who focuses on issues in education, community, leadership, spirituality and social change. He is the author of the newly published book, On the Brink of Everything: Grace, Gravity, and Getting Old*. Key Points “The unexamined life is not worth living.” —Socrates Encourage people to examine the fears they have about looking inward. When we befriend what we are afraid of, it will become our friend. “If you can’t get out of it, get into it.” —Outward Bound motto Focus on building goodwill in your business because it repays many times over. Resources Mentioned On the Brink of Everything: Grace, Gravity, and Getting Old* by Parker Palmer The New Better Off: Reinventing the American Dream* by Courtney Martin Outward Bound Book Notes Download my highlights from On the Brink of Everything in PDF format (free membership required). Related Episodes How to Manage Your Inner Critic, with Tara Mohr (episode 232) The Power of Solitude, with Mike Erwin (episode 308) The Path of Humble Leadership, with Edgar Schein and Peter Schein (episode 363) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Edgar H. Schein is the author of numerous bestselling books, including the recent Humble Inquiry and Humble Consulting. Schein recently retired from the position of the Society of Sloan Fellows Professor of Management Emeritus at the MIT Sloan School of Management. He has received ample recognition for his work, with multiple lifetime achievement awards from […] The post Learning Insights Radio featuring Edgar and Peter Schein with Organizational Culture and Leadership Institute appeared first on Business RadioX ®.

Michelle Maldonado: Mindfulness Michelle is Founder and CEO of Lucenscia, a human potential and business strategy firm dedicated to developing leaders and organizations with positive impact in the world. Michelle is a faculty member and Meta-Coach for Daniel Goleman's inaugural Emotional Intelligence Coaching Certification Program. Her work has been featured by the Human Capital Institute, the Mindful Leadership Summit, Leadership Excellence, and Chief Learning Officer. Key Points Mindfulness is paying attention to what’s happening in the present moment — in the body, in the mind, in the external environment — with an attitude of curiosity and kindness. What are you thinking, and how is that impacting your interaction with the person before you? There is a different quality of experience when you’re paying attention to what’s happening. The easiest way to get started with mindfulness is to focus on your breathing. Bonus Audio Michelle on Clarity and Resilience Resources Mentioned Emotional Intelligence Coaching Certification Search Inside Yourself Leadership Institute Lucenscia (Michelle’s firm) Flourish by Martin E. P. Seligman* In Group vs Out Group with David Eagleman * Recommended Reading Unconscious Bias: Turning Discovery and Awareness Into Action and Impact Finding the Space to Lead: A Practical Guide to Mindful Leadership* by Janice Marturano Search Inside Yourself: The Unexpected Path to Achieving Success, Happiness* by Chade-Meng Tan The Emotional Life of Your Brain: How Its Unique Patterns Affect the Way You Think, Feel, and Live — and How You Can Change Them* by Richard Davidson and Sharon Begley Mindfulness for Beginners: Reclaiming the Present Moment — and Your Life* by Jon Kabat-Zinn The Mindful Day: Practical Ways to Find Focus, Calm, and Joy From Morning to Evening* by Laurie Cameron Creating Mindful Leaders: How to Power Down, Power Up, and Power Forward* by Joe Burton Related Episodes Have Conversations That Matter, with Celeste Headlee (episode 344) Enhance Your Self-Awareness, with Daniel Goleman (episode 353) The Path of Humble Leadership, with Edgar Schein and Peter Schein (episode 363) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Michelle Maldonado: Mindfulness Michelle is Founder and CEO of Lucenscia, a human potential and business strategy firm dedicated to developing leaders and organizations with positive impact in the world. Michelle is a faculty member and Meta-Coach for Daniel Goleman's inaugural Emotional Intelligence Coaching Certification Program. Her work has been featured by the Human Capital Institute, the Mindful Leadership Summit, Leadership Excellence, and Chief Learning Officer. Key Points Mindfulness is paying attention to what’s happening in the present moment — in the body, in the mind, in the external environment — with an attitude of curiosity and kindness. What are you thinking, and how is that impacting your interaction with the person before you? There is a different quality of experience when you’re paying attention to what’s happening. The easiest way to get started with mindfulness is to focus on your breathing. Bonus Audio Michelle on Clarity and Resilience Resources Mentioned Emotional Intelligence Coaching Certification Search Inside Yourself Leadership Institute Lucenscia (Michelle’s firm) Flourish by Martin E. P. Seligman* In Group vs Out Group with David Eagleman * Recommended Reading Unconscious Bias: Turning Discovery and Awareness Into Action and Impact Finding the Space to Lead: A Practical Guide to Mindful Leadership* by Janice Marturano Search Inside Yourself: The Unexpected Path to Achieving Success, Happiness* by Chade-Meng Tan The Emotional Life of Your Brain: How Its Unique Patterns Affect the Way You Think, Feel, and Live — and How You Can Change Them* by Richard Davidson and Sharon Begley Mindfulness for Beginners: Reclaiming the Present Moment — and Your Life* by Jon Kabat-Zinn The Mindful Day: Practical Ways to Find Focus, Calm, and Joy From Morning to Evening* by Laurie Cameron Creating Mindful Leaders: How to Power Down, Power Up, and Power Forward* by Joe Burton Related Episodes Have Conversations That Matter, with Celeste Headlee (episode 344) Enhance Your Self-Awareness, with Daniel Goleman (episode 353) The Path of Humble Leadership, with Edgar Schein and Peter Schein (episode 363) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Edgar Schein and Peter Schein: Humble Leadership Ed Schein is Professor Emeritus of MIT’s Sloan School of Management. He is the author of many books and publications, including the new book Humble Leadership*. Peter Schein is the cofounder and COO of the Organizational Culture and Leadership Institute and co-author of Humble Leadership*. Key Points The problems today’s leaders face are becoming more and more complex, and leaders can no longer be expected to know all the answers. All people are vulnerable in one sense because nobody knows everything. The value systems of many companies do not incentivize managers to get the most out of their teams, instead of rewarding managers for playing up to management. Bonus Audio Transparency, Openness, and Safety Resources Mentioned Humble Leadership* by Edgar and Peter Schein Organizational Culture and Leadership Institute Related Episodes How to Be a Non-Conformist, with Adam Grant (episode 238) Turn Followers Into Leaders, with David Marquet (episode 241) How to Increase Your Conversational Intelligence, with Judith Glaser (episode 271) How to Be a Happier Person, with Neil Pasricha (episode 334) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Edgar Schein and Peter Schein: Humble Leadership Ed Schein is Professor Emeritus of MIT’s Sloan School of Management. He is the author of many books and publications, including the new book Humble Leadership*. Peter Schein is the cofounder and COO of the Organizational Culture and Leadership Institute and co-author of Humble Leadership*. Key Points The problems today’s leaders face are becoming more and more complex, and leaders can no longer be expected to know all the answers. All people are vulnerable in one sense because nobody knows everything. The value systems of many companies do not incentivize managers to get the most out of their teams, instead of rewarding managers for playing up to management. Bonus Audio Transparency, Openness, and Safety Resources Mentioned Humble Leadership* by Edgar and Peter Schein Organizational Culture and Leadership Institute Related Episodes How to Be a Non-Conformist, with Adam Grant (episode 238) Turn Followers Into Leaders, with David Marquet (episode 241) How to Increase Your Conversational Intelligence, with Judith Glaser (episode 271) How to Be a Happier Person, with Neil Pasricha (episode 334) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Ed Schein, recognized as one of the world's leading experts on culture and leadership, is professor emeritus of MIT and author of several known books. Ed and his son, Peter, joined The Built Revolution to share insights on how leadership shape culture and the importance of teams of people in accomplishing work. Their new book, Humble Leadership, is available for pre-order, and describes how leaders can develop the highly trusting, shared leadership cultures that are critical to survival in today's VUCA world of rapid change.