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"A nation, like a person, has a mind - a mind that must be kept informed and alert, that must know itself, that understands the hopes and needs of its neighbors - all the other nations that live within the narrowing circle of the world."
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— Franklin D. Roosevelt
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The CSL research agenda is broad within the targeted field of individual and collective learning. Most projects come under the banners of the following four topics:
- Culture
- Change
- Leadership
- Strategy
CSL consultants help executives and team leaders ask and answer vital
questions in these areas in order to create new insights and gain a competitive
advantage in the world.
Culture
- How are the developing countries being shaped to become innovative, productive and globally competitive? What cultural characteristics promote, and hinder the development of innovative industries?
- Are individual values converging or diverging?
- How does a cross-vergence translate into work-related practices and organizational cultures around the world?
Change
- How can the complexity sciences (i.e., chaos, catastrophe,
self-organization, and dissipative structures) bring new insights
into how the organizational change process is theorized and
modeled?
- How does national context affect organizational change receptivity?
How does the sequencing and pace of organizational change vary
across nations?
- What organizational change processes tend to succeed in producing
specified outcomes in many different situations?
- What is the relationship between response to organizational
change (examined multidimensionally along cognitive, emotional,
and intentional dimensions) and stage of change (e.g., precontemplation,
contemplation, preparation, action, and maintenance)? How do
cognitive, emotional, and intentional reactions evolve across
the different stages of the change?
- How is globalization affecting transititions of societies
and people?
Leadership
- How can awareness and the complexity of emerging leadership
be understood and quickly developed as a rigorous, dynamic
organizational capacity?
- How can the dynamic co-emergence of individuals, organizations,
and their environments create human beings and
organizations that can become more effective at preserving global
awareness and values while at the same time improving the
local organizational culture?
- How can the enactive approach to leadership complexity help
us move beyond static, linear only thinking and more in the
direction of creativity, innovation, and the wisdom of global
mindfulness?
- How can the 21st Century science of mind and affective science
help leaders and followers alike begin to mindfully operate
with
the complementarity of emotion and cognition so that individuals,
organizations and societies can creatively operationalize the
future through the infinite potential of human experience and
practical wisdom?
Strategy
- What is the continuing evolution of organizational
strategies -- from simple business strategies (cost leadership and product
differentiation), to more complex corporate strategies (vertical
integration, product diversification, mergers/acquisitions, and
globalization), to the new frontiers of network strategies (strategic
alliances, cooperative strategies, flexibility-adaptability-agility, and
high-reliability strategies)?
- What are the relationships between the three levels of strategy:
knowledge of the dominant generic macrostrategies, mastery of the
emerging portfolios of mesostrategic options, and capacity to formulate and
implement effective microstrategies?
- How does strategizing process research
– strategic diagnosis/change processes, strategy
formation/implementation processes, and strategic learning/sensemaking
processes – enrich strategy content research?
CSL pursues grants and research partnerships which further this
agenda. CSL is, however, always open to hearing proposals in related
areas.
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