Illustrate what adjustments would you have had to make

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Reference no: EM1385090

Q. In this week's ‘Leadership and organizing:

Sense making in action' article by Pye, the chief executive (CE) in the case took an approach to change which resulted in his being terminated. Was he too focussed on his preeminent ‘position' as a formal leader and not focussed enough on sense-making? Could the resilient questioning put forth in the Margolis article have changed the outcome of the situation?

To prepare for this discussion, reflect on the main facts of the article, illustrate what he [the CE] perceived the situation to be and explain how he approached it.

With these thoughts in mind, in a 1000-1500 word response, post your answers to the following questions to the Discussion Board by Monday:

Explain how could the resilience questioning put forth in the Margolis article have changed the outcome of the situation?

Based on your examination of the Peak Learning web site and the parameters of its Adversity Quotient Profile, illustrate what adjustments would you have had to make in order to deal with this situation if you were the CE?

Reference no: EM1385090

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