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Book chapter
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Reference no. 3794BC
Chapter from: "Crossing the Divide: Intergroup Leadership in a World of Difference"
Published by: Harvard Business Publishing
Published in: 2009
Length: 17 pages

Abstract

Human communities have always had to acquire new adaptive capacity. With each new wrinkle of complexity, often generated by new technologies, people have had to invent and discover new ways of living and doing business across group boundaries. So it should come as no surprise that in the face of our ever-changing and globalizing technologies, practices, and aspirations, we face important challenges for which our current repertoire of strategies for managing relationships across groups will not suffice. In this chapter, Ronald Heifetz, founding director of the Center for Public Leadership at the Harvard Kennedy School of Government, briefly outlines the kind of work required when organizations and communities face intergroup problems requiring some degree of new organizational or cultural adaptation. Here he focuses on three aspects of adaptive work: the commonality of loss, the politics of inclusion and exclusion, and the task of renegotiating loyalties. This chapter is excerpted from ‘Crossing the Divide: Intergroup Leadership in a World of Difference'.

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Abstract

Human communities have always had to acquire new adaptive capacity. With each new wrinkle of complexity, often generated by new technologies, people have had to invent and discover new ways of living and doing business across group boundaries. So it should come as no surprise that in the face of our ever-changing and globalizing technologies, practices, and aspirations, we face important challenges for which our current repertoire of strategies for managing relationships across groups will not suffice. In this chapter, Ronald Heifetz, founding director of the Center for Public Leadership at the Harvard Kennedy School of Government, briefly outlines the kind of work required when organizations and communities face intergroup problems requiring some degree of new organizational or cultural adaptation. Here he focuses on three aspects of adaptive work: the commonality of loss, the politics of inclusion and exclusion, and the task of renegotiating loyalties. This chapter is excerpted from ‘Crossing the Divide: Intergroup Leadership in a World of Difference'.

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