Getting Unstuck Using Leadership Paradox to Execute with Confidence
Humans are naturally wired to solve problems. Implement the right solutions and the problems generally go away. Paradoxes are quite different. They consist of opposites that do not appear to be able to coexist, but must. Most of the issues that keep organizations from achieving strategic success are not problems, they are paradoxes. Practical approaches to address our most important paradoxes do exist. By reading this book you will learn how to address the paradoxes commonly encountered in organizations and in life.
Getting Unstuck: Using Leadership to Execute Paradoxes with Confidence will teach you how to balance key paradoxes to achieve greater long-term growth and enhanced sustainability than those who rely on financial data and problem solving methods alone. It addresses the issues that are the most troublesome to people and the organizations they work for.
Describing how to think and work more strategically, the book introduces the language and tools you need to share innovative approaches to dilemmas within your organization and to develop better working relationships, both internally and externally. It provides a practical and powerful platform to help you develop new possibilities and achieve your strategic objectives. You will learn how to see conflict with a fresh set of eyes, how to redefine your roles, and how to become more effective professionally and personally.
If you have experienced trouble implementing strategic objectives, difficulties getting people from different parts of your organization to work together; if you want to achieve a higher level of success, if you feel stuck, then read this book. Filled with examples of real-world paradoxes, it supplies valuable insights into the root causes of workplace conflicts to help you execute change with greater confidence and effectiveness.
What’s a Paradox? Why It’s Relevant!
What Am I/Are We Supposed to Do?
It’s Not Really a Problem
Is This a Problem or a Paradox?
Whatever Happened to Right and Wrong?
The Paradox Training Advantage
Organization Paradoxes: Understanding Resistance to Change
It Shouldn’t Be This Hard
What May Not Help?
Common Organization Paradoxes
Organization Paradox Examples
The Drama of the Unbalanced Paradox
Your Leadership Role
How Can You Spot a Strategic Paradox?
Strategic Paradoxes: How to Create Sustainable Growth
Structural Paradoxes: How to Lower the Silos
It’s a Battle in Here
How to Overcome Structural Paradoxes
Additional Options to Creating More Effective Structures
Hackathon: Example of an Emerging
Functional/Division Paradoxes: Why Are We Fighting with Each Other
The Work of Senior Leadership: Balance the Functional Silos
How to Spot a Functional Paradox
Role Paradox: Damned If You Do…Damned If You Don’t
The Paradox of Time: The Struggle to Focus on the Important
The Secret to Improving Productivity AND Employee Engagement
Achieving the Balance
Living a More Powerful Life
The Paradox of Team
Leader Paradoxes: Conflicting Roles/Conflicting Advice
Personal Leader Paradoxes
Paradoxical Commandments of Leadership
The Paradoxes of Making Decisions
The Limitations of Judgment
Addressing Decision-Making Paradoxes
The Paradoxes of Building a Corporate Culture
Leading Organization Cultural Change: The Drama
The Best Leadership Model
Personal Paradox: Addressing Life’s Universal Challenges
Universal Human Paradoxes
The Polarity Map™
When Interests and Values Collide
Closing Thoughts on Personal Paradox
Addressing Humanity’s Most Pressing Challenges
What We Experience
Antibiotics in Agriculture Processed as Paradox
The Healthcare Paradox
Breaking Down the Silos
The Right Moves: Taking Action
Taking Individual Action to Balance Your Most
Moving from Thinking to Action
Leadership Actions to Balance Paradox
Taking Leadership Action
The Organization Path to Balancing Paradox: An Example
Appendix: Three Roles That Leaders Play
Once again, Jacobson has nailed it–here he illuminates perhaps the single most important management concept that most have ignored. He sees paradox as a defining constant in all organizations, and then provides the tools that help leaders recognize, understand, communicate and manage paradox in their organizations, and in their personal lives.
—David E. Longnecker, MD, Robert D. Dripps Professor Emeritus, University of Pennsylvania & former Director, Health Care Affairs, Association of American Medical Colleges
Navigating paradoxes is the essence of this delightful book that elegantly describes the complexity of paradoxes and then offers a progressively layered approach on how to successfully navigate paradox on several levels. The reader immediately resonates with the material and examples offered; the author’s ability to offer pragmatic solutions is based upon proven, successful approaches in the real world.
—Peter Angood, CEO, American College of Physician Executives
Successfully managing in this complex, constantly changing environment requires leaders to be comfortable with ambiguity and to possess high levels of agility and dexterity. This is one of the few leadership books that provides truly practical principles and tools that make it easier for leaders to achieve their strategic objectives. It provides a new perspective on conflict, innovation, and change that enables leaders to work through issues which defy resolution, yet are critical for professional and organization success.
—Stephen J. Kontra, Vice President, Global Learning & Development, Pfizer Inc.
I love this book. It is perfect. We spend half our lives looking for solutions to life’s paradoxes. If you want a really clear understanding how to change and grow, than this is the book for you!!
—Paul Grundy, MD, MPH, FACOEM, FACPM, founding President of the Primary Care Patient Centered Collaborative and IBM’s Director of IBM Global Healthcare Transformation
I wish I had read this book 20 years ago and avoided wasting my time trying to solve problems when the challenge was a paradox. This is the only book that gets to the heart of insolvable problems and provides a path for resolution.
—Don Ledbetter, Corporate Director of Management and Organizational Effectiveness, L-3 Communications
In his new book, Getting Unstuck: Using Leadership Paradox to Execute with Confidence, Ralph Jacobson explains that your toughest problem might not be a problem at all, but rather it’s a paradox. ... A paradox is a situation that has at least two competing sides, and may appear as a contradiction. It has two polarities that can be both right and wrong at the same time. ... Jacobson’s breakthrough book gives us tools to achieve higher levels of success, both professionally and personally as we find ways to balance the competing sides of our toughest issues.
— Kevin Kruse, writing on Forbes.com
View the full review at: http://www.forbes.com/sites/kevinkruse/2013/09/09/how-leaders-use-the-paradox-secret-to-solve-tough-problems/