Semester Project Milestones

W12-

What is the name of the organization are you analyzing?

Eastern Idaho Community Action Partnership (EICAP)

Would any of the principles of post-modernism be useful in your organization?

I don’t believe so. While implementing an entirely new set of rules would be unrealistic, I can see how any organization, including EICAP, can benefit from being prepared and willing to evolve with society and technology.

If so, how might they be implemented?

It seems beneficial to stay on top of new developments in products and programs which could increase efficiency and decrease cost. However, with a limited budget based on a grant, the latest gadgets would in most cases not be approved.

Any changes you would recommend?

We learned this week that post-modernism is about a revolution. This concept goes beyond adaptation. The revolution in this case must happen within employees versus external processes.

W09-

What is the name of the organization are you analyzing?

Eastern Idaho Community Action Partnership (EICAP)

What communication barriers do you observe in your organization? Give examples.

There are two policy handbooks for Head Start employees. They are expected to know and follow them exactly. This is a lot of pressure due to the amount of information. The policies are not reviewed often enough for employees to feel comfortable in their knowledge.

What are their effects?

Employees make errors that they were unaware were wrong. Employees feel scared to make decisions because they are unsure of policy.

How would you go about fixing them?

I think devoting a portion of weekly center meetings to policy review would be helpful. Some might benefit from hearing them and discussing them versus reading. Additionally, I think regular reminder emails and quarterly handbook meetings are necessary.

Any structural changes you would suggest?

I believe that even the bottom of the hierarchy employees have a voice. As I have stated in previous weeks, the structure seems to work but it is a matter of if the input given is received and implemented. It seems that as an organization, any changes are slow moving.

W07-

What is the name of the organization are you analyzing?

Eastern Idaho Community Action Partnership (EICAP)

Do you see any of the principles you learned this week at work in your organization? Discuss them.

The Team Leadership Harvard Manage Mentor described in detail how to build and lead a successful team. Building a team culture is very important to the success of the individual centers. The culture also varies depending on the Center Manager’s personality, leadership style, and level of experience.

What is the culture like?

As a whole, the CEO promotes an upbeat and employee-focused culture. Friendships and bonds are encouraged, input is requested, and parties are held. At the particular Head Start facility where I worked, the Center Manager enjoyed bringing us together through games and laughter so as to ease some of the tension of such a large workload.

What principle characteristics does it have?

Because it is based in Idaho, politically conservative views are prevalent. There is also a high percentage of members of the Church of Jesus Christ of Latter-day Saints, so the morals and code of conduct taught here filter in to an overall accepted way of behaving, dressing, and speaking. EICAP’s promise states that their organization as a non-profit “changes people’s lives, embodies the spirit of hope, improves communities, and makes America a better place to live.” It goes on to say, “We care about the entire community, and we are dedicated to helping people help themselves and each other.” I believe this passion is evident when interacting with most of the employees here.

What are the values of the organization?

Empowerment: EICAP believes in empowering participants with the skills, means, and opportunities to achieve maximum independence and self-sufficiency. We will design services and processes that empower people to take responsibility for their lives.
Respect: EICAP believes in valuing the dignity of all human beings and seeks to treat all with kindness and respect.
Collaboration: EICAP believes that by working together with the community we can best accomplish the mission, vision, and goals of the organization.
Continuous Learning: EICAP believes in continuous personal and professional growth of Board, staff, and volunteers. A well-trained organization is essential to our ability to serve the communities of Eastern Idaho.
Accountability: EICAP believes in being accountable to the community and funding sources by providing our services efficiently and effectively.
Integrity: EICAP believes that integrity is essential to our organization. EICAP associates with those who are honest and demonstrate high moral character.
Innovation: EICAP believes that innovation and creativity are required to respond to continually evolving community needs. We seek opportunities to address emerging challenges.

How are they communicated?

It is the responsibility of the leadership to convey the values to the employees, and it is the employee’s responsibility to carry them out in direct contact with the community members they serve.

Do leaders and employees have the same values?

I think the leaders may feel that they have the same values, but it isn’t the same when they don’t have direct contact with the families. Their focus is numbers, meetings standards, maintaining grants, paperwork, networking, and managing overall function. I know they want their employees to display kind and helpful characteristics, but it is hard to say if they have had the experience of working with individuals and really internalizing what difference can be made on the smallest levels.

Does the culture work for or against the organization?

The culture definitely works in the organization’s favor. When you run a human rights-oriented organization, employees must be compassionate, engaged, non-judgmental, understanding, and patient. My experience as an employee and a Head Start parent has confirmed that those they employee are caring individuals who take pride in their contributions to strengthen Idaho Falls.

Any changes you would suggest?

As mentioned in a previous week, I think upper level management needs to come into the centers and experience firsthand the ins and outs of the organization. I believe this could help them have a bigger view as they plan and make changes.

W06-

What is the name of the organization are you analyzing?

Eastern Idaho Community Action Partnership (EICAP)

Do you see any of the principles you learned this week at work in your organization? Discuss them.

I believe EICAP is willing to sacrifice efficiency for cross-training. There seems to be a perpetual need for backup, and the shortage of grant money means everyone often puts in more than their share. Being familiar with multiple job descriptions is absolutely crucial for survival for this non-profit.

To what extent is your organization holographic?

I would say EICAP, especially in the Head Start organizations, is quite holographic. For example, the Center Manager can fully function as a Family Advocate and vice versa. A teacher can perform the functions in another classroom regarding paperwork and protocol. The center aides can stand in as a teacher when required. I believe one reason why Head Start is holographic is the regularly hiring internally. Employees grow and become experienced in multiple positions.

Do they foster creativity and double-loop learning? How?

EICAP asks for yearly employee surveys to be completed. Forum-style meetings are held to encourage input and questions. Outside help has been recruited to analyze survey findings and give concrete suggestions for positive change.

Any changes you would suggest?

So many of the daily paperwork is overkill, however, this is not a local organization issue. Most of the changes I would suggest for increases in efficiency, happier employees, and more fulfilled clients would need to happen on the national level.

W05-

What is the name of the organization are you analyzing?

Eastern Idaho Community Action Partnership

Do you see any of the principles you learned this week at work in your organization? Discuss them.

Whereas I view the organization as a whole as a more open system, the individual parts are more closed. EICAP encompasses many unique areas which do not have much overlap. For instance, the aging department and the Head Start program would not have many reasons to be in contact. However, in another scenario, the aging department and the weatherization department might have more reason to work together in order to assist our senior citizens with home repair issues. It seems dependent on the branch of EICAP, but either way I do believe the idea of coming together as one is important to the CEO because as a former employee we would have all-staff meetings approximately twice a year.

Is your organization more open or closed?

As a non-profit organization serving the local community, they are in constant communication with those who wish to donate to the cause, families they assist, government officials, and other non-profits. EICAP is absolutely more of an open system organization.

Is diversity cultivated?

From previous posts, it is clear I am candid about where I believe EICAP has weaknesses. However, their acceptance and even promotion of diversity should be commended.

What advantages or disadvantage to you observe in your organization as the result of those principles?

The population of community members that EICAP serves is also diverse, so I believe having an employee base of all races and cultures is helpful in connecting with families. I have personally witnessed the importance of employees being bilingual in order to help student’s parents feel more comfortable and get the right information from the Head Start program.

What changes would you suggest?

I think the department that could benefit the most from open system changes is Head Start. They have many locations which run entirely independently. If it were possible to receive more training and cooperation between centers, some of the newer and less experienced teachers would have significantly more support and understanding of their role.

W04-

What is the name of the organization are you analyzing?
- Eastern Idaho Community Action Partnership
Do you see any Humanistic principles at work in your organization? Discuss them.
- The central function of this non-profit is to serve families in need within the community. It would seem to make sense that if employees are being charged with making positive connections with those they serve, the employees need to feel valued and motivated in their role. As a former employee, I felt capable and was given a large responsibility to meet paperwork deadlines, meet with parents, and mentor young children. I do feel the workload was very high, especially for the rate of pay. Trainings were sporadic, overtime was often required, the center was perpetually understaffed, and I believe many of the teachers were stretched thin. That being said, these issues certainly were not due to the direct supervisor. It seems to be an organization-wide dilemma. Non-profits can not generate wages in the same way as a traditional company, however, the health insurance benefits were superior. Efforts were made to boost morale through “kudo cards” (anonymous notes given to colleagues for a job well done) and organization-wide meetings and picnics. The responsibilities given to an individual center are such that there was not time for team-building. Everyone is always behind and picking up the slack because of a shortage of teachers. I believe the humanistic approach is wanted and recognized, but employee retention is severely low and it creates a constant crisis for the employees that remain.
Are those principles correctly applied? What advantages or disadvantage to you observe in your organization as the result of those principles?
- I do not believe the humanistic approach is being applied correctly here. There is an advantage in that I think it is something they want to work on. I see opportunities for employees to give their input, and I see a team of management who are genuinely interested in refining process to make both the organization itself and the employees work better and more effectively. I wonder how seriously they take the suggestions that are offered and it seems like oftentimes they mean well without any significant change. For example, the centers asked for a more regular appearance of the CEO. They wanted him to visit and experience the atmosphere and the day-to-day firsthand. This was brought up in a large auditorium meeting last fall. I worked at the Early Head Start Center until March and never saw the CEO come by, although he promised to check in monthly. I know that at the center level, the humanistic approach is highly encouraged. I felt a comfortable and family-like rapport with my coworkers and boss. This made the long hours and deadlines more bearable, because we were in it together.
What changes would you suggest?
- I think the key is to start small. It is impossible to overhaul a variety of processes immediately and all at once. Starting from the ground level, I think a pay raise is urgent. I understand the shortage of funds, but I have watched good, experienced teachers leave time and time again because they can work for the school district for over three times as much pay. If they want to keep the best, they need to compensate. This will also assist in keeping the number of teacher slots filled, so that the current employees are not forced to take on more than their responsibility. If they keep enough teachers, they may be able to work out more room for team-building and other important aspects of working together like time off and parties. The Early Head Start center has been at risk of closing for some time. Everyone is well aware of this. Hours of operation have been shortened and I see many other last-ditch efforts coming. It would be a shame to close down the 0-3 program, so something needs to be done.

W03-

Do you see any classical principles at work in your organization?
- There are many. A government-funded non-profit means there are very particular procedures which must be followed. The handbooks provided to employees outline detailed rules and regulations. There is absolutely a hierarchy with specific job descriptions, however, I see a lack of education and training for employees who do not always understand the full scope of their responsibilities. The documents, division of labor, and attempts at formal communication are all in place, but it is another hurdle to determine how best to utilize the practices outlined.
Discuss them. Are those principles correctly applied?
- In some ways, yes. It is practical and safe from a liability standpoint to have a paper trail of work that is done, knowledge of who to report to, and access to documents which can further clarify job descriptions. I have witnessed from my own employment here that the bottom of the chain picks up too much slack and also lacks full understanding of their role. Training and hands on experience while leaving room for error could help the classical theory approach be more successful here.
What advantages or disadvantage to you observe in your organization as the result of those principles?
- This organization can not be fully sustained or successful in an impersonal environment. This is a community-driven organization that focuses on fulfilling the needs of Idaho Falls and the surrounding areas. If the board is unable to personalize this goal, EICAP will not be as successful as it could be.
What changes would you suggest?
- If it were possible to make changes, it would better suit the organization’s goals to shift their focus from excessive paperwork and “red tape” checklist items to more attention on the families they serve. While this is the aim of EICAP, being federally funded causes roadblocks.

W02-

What organization have you decided to write your final paper about?

I have chosen the local non-profit, Eastern Idaho Community Action Partnership (EICAP).

How will you gather your data?

I have multiple resources that I will utilize. I am a former employee (experience), a current parent of two young children who attend their Head Start program (first-hand observation), and I have close friends and former colleagues who still work for the organization (informants).

Learning Journal

W12-

Intro podcast-

I always appreciate Brother Embree’s passion and enthusiasm. The greatest thing about this week’s topic of post-modernism is the discovery. There is so much unknown and there are so many ways of running a company and viewing an organization and employees that have yet to be thought of or implemented.

Harvard Manage Mentor-

As society and technology continue to evolve at a fast pace, many organizations are developing extensive online communities. This 20 minute path is a comprehensive look at how to develop and maintain these communities, which is invaluable information to have as we continue to witness postmodernism in action.

Group discussion-

The most valuable input for me in this week’s class discussion was the suggestion that the BYU-I online instructors be broken up into smaller, more manageable groups in order to create a better sense of belonging and more efficient transfer of information.

Other insights-

The video about building an online community featuring Leah Davis was super enlightening as a student currently participating in online classes. It was never a thought in my mind until this video the demand and intricacies that are involved with creating a cohesive community for online instructors. I have to say it was one of the most informative and perspective-altering pieces of class material for me.

W09-

Intro podcast-

Brother Embree asked us to memorize communication barriers because issues in an organization come from these “symptoms”. Having knowledge of these barriers allows for easy and concrete solutions.

Harvard Manage Mentor-

Just like the communication barriers we learned this week, there are barriers to giving and receiving feedback (which is communication)! I appreciated how much the material interconnected.

Group discussion-

My favorite thing about the group discussions are the insights and ideas other students bring to the table that I didn’t think of myself. It is truly a testament to the organizational models we have learned, that diversity and a welcoming open forum enriches groups as a whole.

Other insights-

I felt that this topic was more straight forward than other weeks. I enjoyed learning about an almost scientific approach that called for the understanding of specific barriers. However, while that aspect is concrete, the solutions are many.

W07-

Intro podcast-

I found it interesting how much less Brother Embree spoke this week. I believe he felt passionate about the subject of culture being one we experience firsthand and have the opportunity to explore and discuss. He did however make it a point to emphasize the unique role of leadership in perpetuating and/or influencing a culture, which we saw was relevant throughout the week’s discussions and readings.

Harvard Manage Mentor-

This HMM was very thorough. I appreciated the steps outlined to build a successful team and concrete suggestions for evaluating performance. For such an abstract subject, they succeeded in establishing some substantial strategies that leadership can implement.

Group discussion-

I was inspired and impressed by the variety of organizations chosen for this discussion. The class insights were broad and truly made me think. I enjoyed asking questions to further the discussion and appreciated how unique a culture is to a particular group of people, whether in business, family, or religious activities.

Other important insights gained this week-

This was unique to the previous weeks in that organizational culture is not so much a theory as an inevitable aspect of any organization. It was a refreshing shift with much to discuss. I am most impressed with a team lead’s ability to create and guide culture. I am inspired to take that knowledge and use my influence to inspire positive ethic and morals within the various groups in my life.

W05-

Intro podcast-

As someone who shies away from anything science-related, I was initially uninterested in the mere name of the theory we are studying this week. Brother Embree begins by speaking of organisms and I immediately thought this was going to be intimidating and possibly a theory I would just refuse to agree with for the sake of my pride. Then he talked about survival. This course has been focused on building and growing a successful business structure that is adaptable, innovative, and enduring.

The example of the company president being personable versus the liquidator who spoke with reason and logic demonstrated the necessity of paying attention to changes in the larger economic environment. If New England Wire and Cable would have been structured to be an open system, they would have allowed positive and changing inputs to come in, and let go of things that were outdated or not working to leave. As with an organism, this is the healthiest approach for survival. Because the company remained stuck in old patterns, they showed that self-contained close system structures truly wind down into stagnation and death.

The open system approach is where the theory gets exciting. Bringing in and then welcoming ideas, talent, and diversity provides a fresh perspective and opportunity for positive change. That is why hiring employees from various backgrounds and experience strengthens the whole with the infusion of new energies.

The core conclusion is that just like an organism’s parts are independent, where one part affects all, the same is true for a company structure.

Adapt or die.

Harvard Manage Mentor-

Diversity is such an integral topic as our society continues to evolve. I loved how it was described as “thinking independently together”. This is similar to how college courses run. We are asked to present our own thoughts and then open up productive conversation with others to learn from them as well. It makes me wonder what isn’t transferring to the “real world” that makes it more difficult to continue this practice we learn in school.

While I read the reasons why diversity is needed in the workforce, I thought of another. I believe that consumers think highly of businesses that provide opportunities for diverse employees, especially those that are differently-abled. When I go to Walmart, I love being cheerfully greeted by employees with special needs and it immediately gives me joy and gratitude that they can be gainfully and happily employed despite their limitations in certain areas. Finding room for people of all kinds brings diverse talents and an atmosphere of inclusion.

The challenges of diversity presented in the HMM were all relevant, but the one that really resonated with me was the fear of being prejudiced. It is a valid point to bring up ageism, like in the example, and the solution of correcting misconceptions about difference is true. However, this type of training is complex in the modern world we live in where political correctness, filing lawsuits, being offended, and attacking others for being perceived as intolerant is common.

The conclusion I draw is how essential it is to all challenge our own misconceptions and beliefs. While diversity of race, culture, gender, and ability is encouraged, it is paramount to assess individuals for their unique strengths versus falling back on unhelpful and limiting stereotypes.

The two approaches to inclusion, assimilation and differentiation, both hold advantages. I believe, however, that for forward progression and encouraging society to rid old patterns of thought about certain groups of people, celebrating our differences and finding ways to let that bring us together is the most relevant.

It is almost poetic that our differences have the potential to connect us, both in the workplace and in life.

Group discussion-

This week’s discussion offered starkly different opinions from its contributors. This kind of dialogue always excites me because I thoroughly enjoy picking others’ brains and learning from their viewpoints. One group member assigned his departments almost consistently opposite to what I had chosen. For example, I indicated that the sales department would be best suited as a closed system, while he described why sales is an open system. His reasoning was convincing and I believe both of our interpretations could be a beneficial strategy in running a sales team. One of the most profound things I have learned from this theory is that while both open and closed systems are necessary to run a successful, progressive company, the way this is carried out (meaning which departments function which way) is specific to business needs, size, product, and overall goals.

Other important insights gained this week-

In “Sense and Reliability: A Conversation with Celebrated Psychologist Karl E. Weick”, he talks about encouraging employees to “galumph”: “It doesn’t match the dictionary’s definition, but I use the term to mean a kind of purposeful playfulness. It is not frivolous or aimless play but a kind of improvisation whereby organizations try out different possibilities. In this sense, galumphing keeps people from becoming too complacent; it helps executives see things in a new way.”

This is such an fun way to promote ideas, trial and error, and being brave enough to take risks. I love that “galumphing” brings employees together in an exciting way, where people are heard and the diverse associates are welcomed to contribute to the greater whole.

Altogether, this theory surprised me with its logic but also its maintenance of everything great about the humanistic theory.

W04-

Intro podcast-

The story of the heroic efforts of the employees at the Taj Mumbai to protect their guests in the wake of a terrorist attack was staggering. I was inspired and shocked at the supposed reason for the employee’s willingness to sacrifice. They were chosen from situations where working here would be considered a grand opportunity. They felt inspired and valued, so their role and duties became more precious to them than those in higher social statuses. The employees didn’t feel entitled to their positions; rather, they felt grateful. Management aimed to give recognition. They knew their contributions mattered.

The whole idea is motivation and employee care for the outcome of innovation and retention. I was intrigued by the concept of “discretionary effort”. How does an organization motivate people to work harder and better than they necessarily need to? How is an environment created where there is an employee shift from working minimally in order to avoid losing their job to extra effort and interest? The answer is the humanistic approach, which emphasizes employee relations and mutual respect.

Harvard Manage Mentor-

The term “developing employees” in and of itself connotes employee focus and appreciation. The idea that we place effort to motivate, train, and provide opportunities to grow and excel is a core value of the humanistic approach. The 20-minute path outlined several strategies to engage and encourage employee performance such as providing mentors and challenges. Companies should create situations that enhance collaboration and praise, listen to, and trust their employees. I appreciated the consistency in the importance of the theory demonstrated in this training, but even more so enjoyed having specific tools and suggestions offered to create this company ethic.

Group discussion-

The humanistic theory seems like a great approach and it’s easy to leave it at that until the opposite or lack of its application is demonstrated. That is why the C-Spot Case Study was so impacting for me personally. The situation of the company was so dire that literally the entire organization was in immediate danger. I realized that aspects of humanistic leadership must be applied no matter the organization and its goals, or else they risk complete failure. The case study made the current morale seem urgent and crucial to resolve. Employees run the business, and being mistreated and feeling unseen contributes to ultimate collapse.

Other important insights gained this week-

I read a quote in my own readings this week that ties in perfectly with this humanistic focus: “Train people well enough so they can leave. Treat them well enough so they don’t want to.” -Richard Branson

Organizations thrive off of well-trained and capable workers. The more experience and opportunity they have, the more valuable they will be within the company and perhaps elsewhere. But either way, the emphasis is important.

To round out my thoughts and insights gained this week, I thought I would share the following scripted scenario I came across in my studies that illustrates this concept:

CFO asks CEO: “What happens if we invest in developing our people and then they leave us?”

CEO: “What happens if we don’t, and they stay?”

W03-

Classical Theory has been a thoroughly interesting concept to explore. I appreciate all the pieces it seems to do well- allowing an organization to run efficiently, smoothly, predictably; and I can see how successful this has been for companies like McDonald’s. However, Brother Embree talks about the parts that suffer- specifically morale and innovation. For example, “unconditional compliance can lead to problems”. Dalmer Fisher expounds on this, explaining that not every communication is set up to be so cut and dry. Expounding on that, I think leaving room for the underdog to reach those in positions of power allows opportunities for the exact type of innovation and growth many companies are lacking yet looking for. Gareth Morgan explains that this mechanistic approach has sever limitations, such as not being able to cope with change. Adaptation would need to go hand-in-hand with the possibility of development.

The HMM on improving business practices ties directly in with our discussion this week as well as the second milestone of our semester project. It is interesting making these determinations from the outside looking in, and shows just how important it can be to hire an outsider in certain circumstances to facilitate change and assist in process improvement. I experienced this firsthand working for EICAP, when they hired a professional to come in and analyze employee feedback.

Overall, I am wondering if there is a way to combine the positive aspects of the classical perspective with enough wiggle room to foster better interpersonal relationships, new ideas, and the ability to grow and change as necessary.

W02-

This was an enriching week in learning. What a great start to this semester! I am completely enjoying the readings and videos, and quickly realizing there is a long-term interest for me in this subject.

I loved the lesson introduction video! Brother Embree was engaging and knowledgeable. I am definitely excited to continue learning from him this semester.

He talked about how organizations are made up people and that to ensure that an organization as a whole is successful, the people within the organization must be communicating effectively. The key to diagnose potential issues is to remove any filters we have and be able to see through multiple lenses/utilize a variety of theories. The challenge but also the answer to success in observation is to not be tied to one, but to be able to apply many, depending on the particular situation. This gives us more options for problem-solving, as our ultimate goal is to make these organizations better. We must have the toolbox to do so.

Brother Embree describes that the organizational theories we will become familiar with throughout the semester are universally applicable, both while we are in school and in all our future pursuits. Being a part of an online class means being in an “organization” with a unique amount of diversity. There is more than one way to look at things in life, and that was evident in our introduction discussion as well as our mini-case discussion about how to qualify for the Spirit.

I learned that metaphors in the context of organizational principles are used to draw your attention to certain aspects of organizations. For instance, an organization can be categorized or described in many ways that would all be considered correct. However, if we need to focus on a particular function or problem, we use the metaphor that emphasizes what we need to be resolving. Metaphors are useful as it supplies us with alternative ways of thinking and viewing the same thing.

Harvard Manage Mentor looks like a fun tool. Since we didn’t have a specific assignment this week, I took a look around the program. I am especially looking forward to taking advantage of the lessons in the Communications category. I like how there are small nuggets of information to scroll through. It makes it easier to read and retain, and feels more interactive.

I enjoyed that Matthew Koschmann goes beyond the conventional approach to the subject of Organization Communication. In the relative straight-forward sense, he talks about how the communication within an organization determines the structure and functionality of the organization. The transfer of information needs to be effective in order for the whole to be successful.

In a deeper sense, we communicate for many reasons beyond transferring information. There are different motives and interpretations that affect how communication is delivered and received. If we want to change the issues that arise in communication, we need to shift to viewing organizations AS communication- the “constitutive perspective”. It is fundamental and continual. It goes beyond data, and involves creation and negotiating. “Organizations are the visible manifestations of human activity.” Communication is everything.

This sophisticated approach allows us to have insights we may miss otherwise. I appreciate that this idea is progressive and all-encompassing. Conflict resolution or sharing sensitive information involves more than a “flat earth” approach. I completely agree that without this constitutive perspective, complex issues can have unfavorable outcomes. Organizations are not neutral containers. Our education is structured to question and open our minds. Our knowledge from other subjects, especially, I believe in psychology and human nature, can produce more favorable outcomes in complex interactions that involve much more than an unemotional transfer of information. Exploration and application of all we know creates more sustainable human interaction.

Joel Barker, the futurist, was fascinating. I have often thought about human nature’s resistance to change in a variety of contexts. When approached with information we don’t understand or maybe that doesn’t come easily to us, it is almost as if it is, as he described, invisible. Our own filters are so unique and individual. His description of a paradigm as a problem-solving system was a completely new concept to me.

Barker’s example of the running people of Northern Mexico was absolutely staggering. It makes me wonder how much we are capable of if we could rid ourselves of all the possible paradigms that hold us back. This class continues to amaze me in its applications to all areas of life.

I am so interested in the paradigm shifts in global organizations; how one successful company goes to 0 when they don’t keep up with change. If we want to be less resistant to change, we have to recognize our current paradigms and not be afraid to see that this could prevent us from success and transformation. “Almost always the new rules are written at the edge.” I absolutely love this!

“You can choose to shrug off your old paradigm and adopt a new one. That’s why I’m such an optimist about the future.” Wow. And after reading this, so am I.