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Autumn News and Events California Seminars - Come share the Sun! |
| AGS Global News & Events | Fall 2010 |
Click for a Brochure |
The Fall Mid-Term is open for Admission:
The Adizes Graduate School (AGS) is open for applications for the Fall Mid-Term and for the Winter Term. Students interested in the online Ph.D. or Master of Arts programs, or the dual-track MA/PhD program, should visit our website and contact Stephanie Galindo, M.Ed., Director of Admissions, immediately at Degree@Adizes.com for detailed information. The Fall Mid-Term starts with an online class or two live seminars - see below for details!
Applying to AGS is FREE... why wait? |
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November 8-13, 2010 Spiral Dynamics in Santa Barbara!
It is time once again for the Fall Certification seminars for Spiral Dynamics, Level 1-2: Natural Designs with Dr. Don E. Beck.
The Spiral Dynamics seminars in Santa Barbara focus on Second Tier Leadership, Organizational Elegance & Integral Management.
The Level 1 seminar provides the basic structure and academic background of the theory. Spiral Dynamics value systems are then experienced through a variety of films, music, and cartoons that illustrate how each of the systems existing in the world today are represented, how they change, evolve and interact. You will learn:
In Level 2, participants are treated to guest lectures and hands-on experience applying new knowledge for managing change to specific contexts.
Above, Elza Maalouf introduces the Vital Signs Monitor and discusses the work she and Don are doing in Israel and Palestine.
Below, Darrell Gooden, a Ph.D. candidate at Adizes Graduate School, introduces Adizes methodolgy and explains how he meshes Adizes and Spiral Dynamics in his work with the U.S. military. 
Ben Levi is also a frequent guest. He specializes in the utilization of various web-based Spiral Dynamics assessments in individual and organizational contexts, including customized reports based on individual or group assessments.
Participants will gain insight into how to:
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communicate with people in ways they understand best on their terms, -
motivate people in ways that matter to them, at this time, in this place, and to -
design natural systems within a coherent framework - aligning the work to be done, the people who will be doing it, the management style that fits those people, and the technologies that apply naturally.
Dr. Don E. Beck will update us with insights from the May, 2010, Confab in Dallas, Texas, including activities with the Brain Research Lab at the University of Cologne in Germany, and the Spiral Dynamics BrainSCAN Assessment process which identifies 16+ indicators of neurological patterns. November 8-13, 2010 Join us for the
Following this seminar, join 3-weeks online dialogue where you can focus on individual applications of spiral dynamics concepts. |
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Every organization grows and develops according to a natural lifecycle, facing predictable problems at each stage along the way. Insights into these patterns can be critical to your success. Some of these patterns include:
CORPORATE LIFECYCLES:
What are the pathologies to avoid as you journey from an entrepreneurial entity to Prime? What does a CEO have to do to revitalize an aging company?
PAEI stands for Producer, Administrator, Entrepreneur, and Integrator: the four management styles and roles that apply in the workplace. What qualities should the leadership team have at each stage of the lifecycle? What is the difference between roles and styles and how does this affect the decision making?
CAPI (Coalesced Power, Authority and Influence) is needed to create functional problem-solving teams.
How does one create CAPI for implementing an organizational initiative?
Attend an Adizes seminar to find out the answers to these questions! Participants in the Breakthrough to Prime! seminars will also learn:
Mastering Change
1. The nature of problems, how they are created how they can be solved
2. The nature of conflict
3. Useful tools for dissecting sources of conflict in order to make conflict constructive
Structure and Lifecycles
1. How to accelerate the rate that change is implemented
2. How organizations grow and die and what to do about it
3. How to structure an organization correctly
Click for a demonstration of the Lifecycle model.
Click herefor a free online Lifecycle Assessment!
To find out more about the BTP seminars, click here or contact Shoham at Adizes.com. |
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The Adizes Graduate School is now accepting applications for the Fall Term, 2010.
New student Applications for all programs are due by December 1, 2010.
For information on all Adizes Graduate School programs, contact Stephanie Galindo, M.Ed., Student Dean, at Degree@Adizes.com.
To apply to the School, visit the Application page of the AGS website.
AGS Founder: Dr. Ichak Adizes
with core faculty member,
Dr. Don E. Beck |
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Don't forget to register for Spiral Dynamics: Natural Designs in Santa Barbara this fall! Click here for details or contact us! |
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 | | Dr. Ichak Adizes |
Obama: A performance review
Dr. Ichak Adizes has created a blog for discussions on the various topics explored in the Adizes Institute newsletter, Insights.
We would like to encourage you to visit the blog, review the multi-national perspectives being shared there, add your own response and engage in dialogue. To intrigue you, we are reprinting this article from the Friday, September 24, 2010 issue of the Insights, which already has received 38 fascinatingly thoughtful responses worldwide. To get the Insights, click here.
Obama: A performance review
During the 2008 election for the U.S. Presidency, whenever I lectured on the topic of organizational lifecycles, I would ask the people who attended my lectures: Where do they think the United States is in its lifecycle?
There was a near-consensus that the country is on the aging side of the curve. When was the United States in its Prime? Sixty years ago, in the 1950s. What are the signs of aging? One of the major signs is the increasing (A), bigger governmental machinery, and growing government expenses as a percentage of GNP.
In my writing about lifecycles, I have often said that the increase in (A) that occurred in the United States during the 1930s was a desirable change, which took the country from the Go-Go stage through Adolescence to Prime. But as usual, what is desirable at one stage of the lifecycle can be dysfunctional at other stages. The (A), the interventionist role of government, legitimized by Keynesian economics, mushroomed and became a cause of aging.
As the system starts to age, it is also falling apart. The first obvious signs of disintegration could be seen in the campaign slogan for Richard Nixon's 1968 Presidential election: "Bring us together." Typically, as the system ages, people look for leadership that will provide both (E) and (I). That is what Obama promised, and he was elected- to drive a car heading downhill without brakes.
How well has he done? He is definitely trying to change the system-major changes-and predictably, as Machiavelli once pointed out, if you want to be hated, try making big changes. And he is getting more hate than any previous President in my lifetime. Bush was despised. Obama is hated. To judge by the media, he cannot do one thing right. Is it only because he is making change happen, or is there more to it? In my work managing corporate lifecycles, I have seen that when a system approaches the recrimination stage, an advanced stage of aging, people attack their leaders. They are experiencing pain, but instead of analyzing what is wrong with the system that is causing the pain, they personalize the cause and attack their leaders.
I suggest to you that no matter who was elected, John McCain or any of the other Presidential contenders, every one of them would by now be in the same "soup", Obama is in, criticized endlessly no matter what he or she did.
The next President will have it even worse. His polls will plummet faster-and even sooner-than Obama's. Obama is trying to fix the system. Even if you do not agree with his efforts, you must recognize that he is acting. If he did not act, he would be criticized even more. He is in a no-win situation: If he acts, he is criticized (whatever action he takes); and if he does not act, he is criticized for his aloofness. In other words, the criticism of Obama is generated not by his actions but by the United States' location on its lifecycle. And it will only get worse.
If my analysis of the United States' position on its lifecycle is correct, then in the not-so-distant future we will see unrest, breakdown, fighting between the haves and have-nots, riots, and the rise of anti-Semitism.
- Ichak Kalderon Adizes, Ph.D. |
 | | Breakthrough to Prime! | Adizes Breakthrough to Prime seminar November 15-17, 2010
This seminar presents the cornerstones of the Adizes Methodology, inclluding concepts like organizational lifecycles; authority-power-influence in organizations; working styles and interests; and decision-making strategies. These, and other key knowledge points, give your team the opportunity to perform at its highest capability. The seminar is highly interactive. Participants experience the power of the Adizes Methodology firsthand through carefully constructed exercises. From the workshop website:
UNDERSTAND your personal management style. RECOGNIZE the key factors that impact decision making. LEARN HOW to avoid destructive conflict. DISCOVER where your organization is in its lifecycle. PREDICT and prepare for the challenges you will face. MASTER strategies to avoid the downward corporate spiral.
Attendees enjoy a spirit of collaborative inquiry and the lovely Santa Barbara surroundings. For details, email Paula or call 805-565-2901 xt 109, or register here. |
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AGS FACULTY NEWS: Profile of Dr. Ted Sun
Dr. Ted Sun earned his Ph.D. from Capella University with a specialization in understanding the relationship between values, beliefs and leadership behaviors. In addition, he has a Doctoral degree in Management from the University of Phoenix with a focus on entrepreneurship. With an MBA and an engineering background prior to this, the Adizes Graduate School is pleased to welcome Dr. Sun to our faculty.
Dr. Sun has been teaching at SMC University, Switzerland, in the BBA, MBA, DBA, D. Management, D. Finance, D. Diplomacy programs since 2008. He also teaches part time at Citi University in Beijing;South University in Pittsburgh; Southern New Hampshire University; and Argosy University in Phoenix. Since 2003 he has consulted with executives through his own firm, Executive Balance.
 In the past year, Dr. Sun has presented at the Inernational Academy of Management (Istanbul, Turkey) on Change Leadership, and at the 9th annual European Shared Services and Outsourcing conference (Budapest, Hungary), and the International Conference on Advanced Management Perspectives (Suzhou, China). His newest book (left) was released in 2010 (Greenwood Publishing Group). He also authored Survival Tactics: The Top 11 Behaviors of Successful Entrepreneurs (2007).
Dr. Sun's personal vision is to be "... a Global Change Leader enabling systemic shifts in thought around the world and leading humanity toward evolution from Within."
Dr. Sun recently completed the online Adizes conceptual foundations course, Leadership Tools for Managing Change this summer. Faculty members are also invited to attend the Adizes Breakthrough to Prime! and Spiral Dynamics Level 1-2 seminars hosted live in Santa Barbara, California, each year. These seminars are open to the public and attract participants worldwide.
Visit our website for details on educational opportunities available through the Adizes Graduate School. Students interested in a graduate degree are encouraged to Email: Edu@Adizes.com.
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 | | Adizes PAEI construct | Student Spotlight!
Gerlinde Sarkar is a Ph.D. student at Adizes Graduate School, studying organizational transformation. When she joined AGS, she had been Director of Planning, Research and Development at the Saskatchewan Institute of Applied Science and Technology (SIAST) for 16 years. In 2006 she accepted an assignment as Director, Office of Institutional Analysis, Planning and Quality Assurance at the College of the North Atlantic-Qatar. Her responsibilities gave significant insight into what would later become the objective of her dissertation research. She was called upon to:
- Develop an Institutional Research and Planning office
- Develop and lead processes for strategic planning, annual planning and reporting
- Direct institutional research in support of policy formulation
- Develop data collection system and reports for data driving decision-making
- Direct research projects that monitor student, alumni, employer and employee satisfaction
- Develop and coordinate Institutional Effectiveness processes (ISO 9001:2000) and a Key Performance Indicator framework
- Consult to members of the College on matters of research design and analysis related to institutional activities
- Work with other educational institutions in Qatar and the Qatar Statistical Authority
- Act as UNESCO - UNEVOC representative for education
Gerlinde's roles at SIAST and the College of the North Atlantic-Qatar led to the dissertation topic: educational leadership in bi-cultural initiatives in Arab countries with a focus on the role of the project Integrator. The research explores the importance of cultural intelligence as a characteristic of global leaders who manage educational initiatives in the Arab World:
The importance of Cultural Intelligence in an "Ethno relativity" model of global leadership: managing bi-cultural initiatives in education in Gulf Arab States In this age of globalization and connected economies, corporations, universities and other organizations often establish operations overseas. The trend of globalization has given rise to the internationalization of education and the proliferation of trans-national college campuses. Leaders who manage higher educational institutions in Gulf Arab States require characteristics and competencies beyond those required of a domestic manager. These individuals are asked to bridge or "coalesce" the different value systems of the host country and the workforce of the organization.
This dissertation intends to more fully develop the "integrator role" of the Adizes complementary management team (Producer, Administrator, Entrepreneur and Integrator). In the context being discussed, the Integrator role becomes the most important role on the leadership team. The ability of global leaders to become "coalescing" leaders depends on a high level of 'cultural intelligence', which in turn corresponds to a higher level of awareness of the needs of the potentially very different value systems existing in the context. The leader must be able to recognize, observe and understand the deeply held values of different groups and then adapt his/her management style as needed to be effective. Leadership is then no longer ethno-centric, but ethno-relative. This is illustrated in the Ethno-relative model or CoLCAPS (Coalescing Leader as the Change Agent for Paradigm Shifts).
This dissertation is a based on a combination of extensive literature review, surveys of global leaders in education, interviews, observations and personal experiences gained by having directly experienced the management context for a number of years. Although this research concentrates on the leadership competencies required of Western leaders who manage organizations in a bi-cultural environment in post-secondary education in Arab Gulf States, it may also be valuable for any organization with a multicultural workforce or for professionals who need to interact with people from other ethnic and national groups.
Presently, Gerlinde is President and principal consultant of the management consulting firm, GEOMARC Technologies Inc. The company holds proprietary software that uses Geomatics, or satellite imaging, to monitor rice growth and predict the crop yields in the Philippines. In the past year Gerlinde has also consulted with immigration organizations so that they might become more self-sufficient and less reliant on government project funding; and she has assisted a medical firm in Australia with financial planning.
Gerlinde is also active in various women's groups, including the Federation of Business and Professional Women (BPW) and the Canadian Federation of University Women. She represented BPW in March, 2010, at the United Nations in New York, where BPW has permanent seats and has consultative status on women's issues. Gerlinde has worked in Nepal, Philippines, India, Jordan, Egypt and lastly in Qatar. This has provided her with significant insights into her dissertation subject.
In January, 2011, Gerlinde will go to Haiti to work as a volunteer in an orphanage (God's Littlest Angels). This trip had been planned for 2010 but was cancelled because of the earthquake (January 12, 2010), and again postponed because UNICEF kept the children in tents rather than releasing them to the orphanage. All told, she has traveled to over 100 countries. Recent travels have included Kenya, Yemen, Oman, Iran, Jordan, Turkey and South Africa. For Christmas, she will meet her three sons in Egypt. |
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20% OFF ~ Insights: Policy Issues! |
NEW for 2010! - Insights: Policy Issues, by Dr. Ichak Kalederon Adizes
Orders that refer to the blog (here) get 20% off the cover price!
Adizes says: "In this book - the first of a series of Insights collections - all of the essays deal with governmental policy, both within and among nations. The ideas for the Insight column often evolved out of something I saw or heard or felt as I traveled around the world, consulting to organizations that included government administrations, Parliaments, Cabinets, and sometimes even the president of the country. Then, in light of the response from my readers, I often rethought the essays, re-edited or rewrote them, and also updated the ones that needed it.
So here, in that somewhat changed form, are my thoughts as they evolved at the beginning of the 21st century, as I witnessed changes - as well as their unintended consequences - occurring before my own eyes." | |
Give feedback to Dr. Adizes personally, visit Dr. Adizes blog! |
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