When leaders view problems as catalysts to transformation, they access a deeper level of commitment and innovation than does a typical problem-resolution mind set. One way to do this is to recreate the conditions of a crisis which naturally allow for deploying a boundary-spanning team of stakeholders and making unequivocal demands for rapid progress. Stimulating these behaviors when there is not a true crisis can help the organization become more resilient, agile, and competitive.
This article provides simple guidelines for leaders who want to apply the lessons of crises to their organizations’ problem-solving responses, including finding hidden potential in the organization and selecting an end result as a starting point. Leaders who follow these steps can seize the opportunities hidden within organizational problems – and make them the fuel for ongoing organizational transformation and learning.
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