Xây dựng các biện pháp can thiệp lãnh đạo mạnh mẽ với ảnh hưởng lâu dài đòi hỏi rất nhiều kế hoạch trước. Đặc biệt quan trọng là một sự hiểu biết thấu đáo về những thách thức kinh doanh trong tương lai. | 224 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE those meetings. The session then switches from an individual focus to a team focus. The remainder of the session is devoted to enabling teams. Participants view The Unified Team16 video and have a discussion about the concepts presented. They self-reflect about their own team s performance and using a team survey they create and share action plans to better enable their own teams. Session 7 The Vortex 8 Hours Participants improve their ability to work effectively across individual group and organizational boundaries through a simulation experience. The ODT facilitates the Vortex Simulation 17 where participants are assigned roles in a new organization called the Vortex. Participants are divided into departments of leaders marketers designers analyzers and builders. To succeed in this new organization participants must interact effectively with the other departments in the organization create and share an organizational strategy gain an understanding of the big picture environment instead of departmental focus and create a feedback system. Throughout the simulation more complexity is introduced by giving selected departments new market data changes in demand and changes in direction for the company. At specified intervals debriefings are held new models for organizational effectiveness are introduced and participants make leadership recommendations to improve the effectiveness of the simulated organization. Participants complete reflection logs requiring them to be introspective about how this experience relates to their work at Intel. A final debriefing is held in learning groups to discuss key learnings and develop action plans for applying their insights as leaders at Fab 12. Session 8 Inspiring a Shared Vision 6 Hours Inspiration is discussed as a key component of an effectively communicated vision and is generated by a leader being authentic in his or her communication. The ODT introduces .
