Dr. Daniel A. Schroeder is President/CEO of Organization Development Consultants, Inc. (ODC). ODC serves regional and national clients from its offices in suburban Milwaukee. Additionally, he teaches in the Organizational Behavior and Leadership (bachelor’s) and Organization Development (master’s) programs at Edgewood College (Madison, WI), programs that he founded and for which he served as Program Director.
Career development for women
To the reader:
In my Jan. 11 column for BizTimes Milwaukee, I wrote about some of the challenges confronted by...
Glass ceiling is alive and well: Why mentoring for women is so important
Question:
“Some colleagues and I (all women) are exploring starting a mentoring program at our company. All of us have...
Is your company a ‘learning organization?’: Use competency-based learning partnerships to develop talent
Question:
“In 2014, my company started a three-year strategic planning process, including new vision, mission and values statements, with the...
How to become an effective leader: Multiple tools are necessary
Question:
“Can you offer some advice on what it takes to become an effective leader? There are so many books,...
Employee engagement
Question:
“My company's meeting the challenging economy alright. We're well-established and well-regarded, although we don't rest on our reputation.
“My company's meeting the challenging economy alright. We're well-established and well-regarded, although we don't rest on our reputation.
Seek common ground
Question:
"My work group seems to be the always caught in the middle between other work groups. We provide operational...
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Where’s the passion?
Question:
I'm a member of the senior leadership team at a company in the Milwaukee area. I saw your column...
Different strokes
In my last column, I discussed 12 key characteristics of systems thinking. I described how systems thinking (i.e. holistic thinking) is different than analytic thinking (i.e., parts-based thinking). I made the case that there is great power in looking for interdependencies and connections – between tasks, employees, work areas, stakeholders, etc.
Systems thinking
It is effective to view organizational problems as systems problems and seek answers that integrate within and between each interdependent sub-system (i.e., work areas, teams, departments, etc.).
A healthy corporate culture
Question: "I manage a team of three supervisors. We've been having some difficulty getting the employees in our department...
