“We are at the start of one of the most important learning experiences those of us interested in organisations will ever have.”
In episode 3, two Jelenas' from JelenaCONSULT welcome James Krantz, Ph.D., who is a leading voice in the areas of organizational change and leadership – and also their supervisor and esteemed senior colleague from the International Society for the Psychoanalytic Study of Organizations.
James Krantz – Jim – works as an organizational consultant and researcher in NYC, where he is the Managing Principal of Worklab. He has also worked as a consultant with the Wharton School’s Center for Applied Research. He has held faculty appointments at Wharton and Yale, and has taught in numerous other settings including INSEAD, McKinsey’s Center Asian Leadership, and Columbia University. In addition, he served as Assistant Director of Wharton’s Leadership Program.
Jim has published widely on organizational performance, the impact of emerging social trends on the challenges of management, and issues of leadership in contemporary organizations.
In this – in so many ways a futurist discussion – he talks about the pandemic as a shared experience and reflects on its future effects on organisations, nature of work, and us as individuals.
Jim points out that, although “we don’t really know what the world is going to look like on the other side of the pandemic, one thing is for sure – the new normal is going to be a lot more automated and a lot more driven by technology.”
As Jim honestly puts it, a lot of talk these days boils down to clichés – agility, flexibility, sustainability – code words that tell little about what companies and people are actually grappling with.
While heroic or the command model of leadership worked before, now we are facing great challenges of leadership. Therefore Jim puts a lot of emphasis on the process sensitivity as an important leadership trait – #processconsulting that both Work Lab and JelenaCONSULT do can help a lot with that!
In this thought-provoking discussion, we also touch upon organisational life – what is under the surface – talking about dependency, grief, but also how polarisation cripples organisations.
We conclude with the need for integration, summed up greatly in the quote from Winnicott: “You can only innovate within a tradition” and with a lot of hope. As Jim puts it – social hope is one of the most important things we have to help us move forward.
- How to make or adapt strategic plans during covid times and for the period beyond
- What is important for the organisations to build or improve a solid design that will
last them though covid times, and allow them to thrive in the post-covid world
- How polarisation cripples organisation
- Dependency in organisation
- Why trivialization of mission in the mission statement is not helpful
- Money as a motivator
- Meaning at work
- Which new skills leaders should acquire in order to better lead in the post-covid world – why is
process sensitivity so important?
- Handling yourself with your head and handling others with your heart
- Pandemic as a shared global experience
- Social hope
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