See the blogs below that have this tag.


    The Power of Wow

    Excerpt from the book, Flock Not Clock. The Power of Sharing Mental Models: Wow Stories "I am empowered to create unique, memorable and personal experiences for our guests." This simple employee statement (number 3 on the Ritz-Carlton’s list of 12 service values)[14] exemplifies a culture in which employees are empowered to learn. Ritz-Carlton, one of the world’s most recognized luxury hotel chains, with 90 hotels and resorts around the world, uses organizational learning to drive its award-winning customer service. They do so by building capacity through institutionalized processes they call Daily Line-Ups and Wow Stories that use the power of storytelling as a way to spread learning across the organization. At 9 every morning, Ritz-Carlton employees (referred to as “ladies and gentlemen”) meet for their 15-minute Daily Line-Up.[15] All employees, irrespective of position, meet to discuss their wins and losses, and to share their own stories. Empowered by the Gold Standards of the company, employees are encouraged to share stories in which they created a wow moment for a guest. Wow Stories range from small personal moments to complex and involved displays of caring.

    • Derek & Laura Cabrera
      Derek & Laura Cabrera

    Core Tenets of Organizational Culture

    This post is an excerpt from Chapter 6 of Flock Not Clock. Members of your organization will share a large number of mental models, all of varying importance and centrality to the organization and its success. So what are the most important mental models—the pillars of your culture? Where do you focus first and foremost? Organizational success depends on sharing the right mental models, ones that are complexity-friendly and promote learning and adaptation.

    • Derek & Laura Cabrera
      Derek & Laura Cabrera

    Learn by Example

    One of the specific and practical things you can do to build a culture of mental models is to get the entire leadership team to assume another as leaders of learning. The CEO must also serve as a Chief Learning Officer (CLO). This dual role is required not just of CEOs but of any leader across the organization. If managers make learning a priority, others will see it as a priority, too. Effective leaders are skilled “lead learners” adroit at inculcating culture (facilitating shared understanding of key mental models).

    • Derek & Laura Cabrera
      Derek & Laura Cabrera
    Systems Engineering

    Leapfrog Leaders

    "Leapfrog Leaders" written by Drs. Derek Cabrera, Laura Cabrera and Hise Gibson applies existing knowledge about the elements of systems thinking to a widely used decision making framework called SOT. SOT stands for Strategic, Operational, and Tactical - which are are thought to be the three levels of problem solving. More specifically, this paper offers readers insight into the skills needed at each level of decision making; as well as how to develop them through an understanding and application of the basics of systems thinking and leadership.

    • Staff

    Jig: System Of Relationships

    In our jig series, we have explored many jigs such as a Barbell Jig, which combines the patterns R, D and S to create new molecular structures. In this post, we explore the "System of Relationships" jig or "S-of-R". A system of relationships is a part-whole system where the parts are relationships. Usually, (although not always) the relationships act together in some way to make up a meaningful system (as opposed to just being parts of a system of relationships without any dynamical properties or similarities). In other words, it is a jig where a set of relationships work together to form a system. 

    • Elena Cabrera
      Elena Cabrera

    All Organizations Are Complex Adaptive Systems

    You don’t get to choose whether your organization is a complex adaptive system. All organizations are complex adaptive systems because they are made up of individuals (agents) adapting to their environment. The behavior of an organization—an emergent property of the many agents and their interactions with one another and their environment—is not easily predicted by the behavior of the organizational members alone. As a leader, your challenge is to embrace this reality and leverage it to your advantage.

    • Derek & Laura Cabrera
      Derek & Laura Cabrera