In this essay I identify several ways in which this transformation can take place in a closely=held enterprise through specific acts of appreciation.
Those practitioners who (1) help to bring about a specific change in the client system, (2) are advocates of, but do not initiate, a specific change in the system, (3) advocate no specific change but begin with the assumption that change in the system is required, and (4) neither advocate a specific change nor begin with the assumption that the system needs to change.
We must discard that which is superficially interesting but transitory and determine that which we individually and collectively should attend to at any point in time.
Major shifts have occurred as our world has moved from a premodern era (based in the extraction of natural resources and craft work) to a modern era (industrial and human-service based). Shifts of a similar magnitude are now occurring throughout the world (and particularly in the Western world) as we move into a postmodern world.
The leaders of organizations in the 21st Century often must deal with major challenges associated with the anxiety experienced by specific members of their organization, as well as the diffuse anxiety that pervades specific departments in the leader’s organization or the entire organization.
Theory E²: Working with Entrepreneurs in Closely-Held Enterprises III. The Appreciation of Entrepreneurship and Enterprise
I explore the many dimensions of appreciation and then provide a way in which an appreciative process can be engaged in what I have identified as the investment in human capital.
It is important to recognize both the newness of the world in which we are leading and the organizational and societal structures, problems and opportunities that we have inherited and that are emerging in our current world.
This essay concerns a critical concept as we prepare to lead into the future: the changes we are now experiencing are not reversible.