Untangling Conflicting Organizational Agendas (Vol. 5)


Applying Emotional Regulation, SCARF© & Other NeuroLeadership Principles to a Case Study
This paper applies a neuroleadership lens to a 2006 case study. The case study illustrates the idea of organizational tangles™ (http://www.leadershiptangles.com), a term I coined in 2008 to describe highly complex, emotionally charged organizational challenges characterized by diverse stakeholders with conflicting agendas. In this case, tangled or conflicting agendas immobilized the organization. As the case emerged in five distinct phases, the competing agendas were untangled, which allowed the diverse stakeholders to collaborate and function effectively as an organization. One of the findings of the case study was that negative emotions played a large role in immobilizing the organization, and positive emotions played a role in freeing the organization to function effectively. By taking a second look at the data through a neuroleadership lens, I propose that leaders and leadership consultants will be able to diagnose tangles more effectively, early on, and will better understand key stakeholder emotions, interpretations, and actions, and thus avoid immobilization.

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