Published Articles

ageThis article posits management in this age (Conceptual Age) requires right brain thinking where such social skills such as empathic reasoning, systems thinking and high level listening. Right Brain Thinking and Organizational Adaption, Public Power, Spring, 2007.   

 

 

 

Organizational ChangeThis article is taken from Dr. Walters research on organizational readiness for change centering on electric utilities. Readiness: The Missing Link in Organizational Change. Spark, May 2007.

 

 

 

 

Electric EnergyThis article relates the link between leadership style, civility and safe work environments. Traits of the left and right brain were explained in context of leadership styles. Leadership style was related to the need for balance between intelligence (IQ) and emotional intelligence (EQ). Leading for Safer and More Civil Work Environments. Electric Energy, Summer, 2013.

 

 

 

ELPFor utility management, the challenge is to align the culture to the demands of a changing world. Empowering and expecting employees at all levels to connect is the emerging norm. Of course, the transition requires aligned leadership—but that’s a topic for another day. Less left, more right, Electric Light & Power, p. 70, January/February 2008.    

 

 

 

Protecting Power LineProtecting Power Line Technicians recognizes what is talked about is what materializes. The article contends the electric power industry’s reference to accidents populates the mind with the notion of accidents and thereby leads to more accidents. Changing industry thinking is a significant challenge; yet one that must be taken if the rate of incidents not accidents is to improve. Thinking towards success instead of away from failure is one means of instituting change at the personal level.  

 

 

Changing Leadership StylesThis article addresses changing leadership style as a matter of habit. Tactics for changing habit are provided such as Strengthening one’s Emotional Intelligence, Thinking Towards Success instead of Away from Failure, Visualization, and Embracing Followership. Changing Leadership Styles: A Matter of Habit. REEL, August, 2014.

 

 

 

Leading for SaferLeading for Safer More Civil Work Environments

The shift from the great Man to the great collaborator is presented in the context of developing civil work environments. The thrust of the article is balanced thinking between the analytical left and the creative right brain is crucial for building collaboration. The evolution of thinking as it relates to leadership is addressed through comparison to the industrial, informational, and current conceptual era. Lastly, leadership training is compared from a balanced and imbalanced approach to further clarify the leadership style needed for the 21st century.

 

 

Think about power line worker safetyThink About Power Line Worker Safety

This article contends the pace of world change is colliding with the electric power industry’s dominate left-brain tendencies. Electric utilities and contractors are experts at building the electric infrastructure that draws on workers analytical ability or left-brain dominance. However, how we manage organizations throughout the world continues to shift to a more holistic orientation. This means leaders must come to see the bigger picture, which requires right brain abilities. The article ends by reinforcing the need for balanced thinking and introduces the A/L Balance (Attention to the World/Living in the Mind) as a way to achieve the same.

 

Left BrainRight-Brain Thinking and Organizational Adaptation

David Saxby’s article printed in the March/April, 2007 edition of Public Power claimed leaders today must be more connected to those they lead. He contends abilities such as listening and feedback are crucial for leaders. This article builds on Saxby’s work by arguing forces for change such as Generation X and Millennials (Nexters) who demand more empathy from their bosses and world order to flatter management. These forces require leaders who have both left and right-brain qualities. The article ends by relating the industrial and information age’s machine orientation to the current conceptual age shift to people.

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