This document summarizes Paul Schumann's book "Leadership in the Interactive Age" which discusses how leadership must adapt to new technologies. It provides tools for developing leadership skills like using intellectual, responsive and intuitive perceptual tools. It also discusses how leaders must learn introspection to help organizations and individuals transform. Leaders are encouraged to continuously re-create their mental maps and connect with others to fully develop their leadership potential in this new interactive age.

1. Leadership in the Interactive Age Organizations and Individuals That Have Invented New Tools for New Times Part 8 Paul Schumann

9. The “Star Trek” Model McCoy Spock Scotty Kirk Intellectual Intuitive Responsive Integrated

10. The Historical Application of Perception Hunter/Gatherer Agricultural Industrial Interactive Information Time Intellectual Responsive Intuitive

12. Creative Action Plan - Individual Integration Integration Transformation Perceive Perceive Define Define Define Problem/Goal Proposal Action

13. Creative Action Plan - Individual Integration Integration Transformation Perceive Perceive Define Define Define Problem/Goal Proposal Action Intellectual Evaluation Responsive Reaction Intuitive Understanding Intellectual Evaluation Responsive Reaction Intuitive Understanding

14. Creative Action Plan - Team Synthesis Synthesis Transformation Perceive Perceive Define Define Define Problem/Goal Proposal Action Conversation Conversation

15. You Are Here! Social Political Economic Demographic Competitive Scientific Technological Stakeholders Capability Capacity

16. You Are Here! “ In the past, I was able to focus on excellence in the job itself, and in career planning and advancement. Now, my thoughts are more of fear and insecurity, which aside from the obvious added stress, detract from the ability to do as good a job on the work itself. Instead of wondering how to best achieve the next level on the career ladder, I wonder what I can do to best assure I have a job at all.”

17. You Are Here! “ We work in flatter organizations and we no longer have implicit guarantee of lifetime employment. The nature of the employer/employee contract has changed. We have jobs only so long as we add value.”

18. You Are Here! “ I think the workforce and the workplace will become increasingly split between management and worker. The computer enables much of the work to be done with lower individual skill. Pressure is on management to perform. Hence I see growing conflict between the workers and management in ‘traditional’ corporate structures.”

19. You Are Here! “ Management is just beginning to recognize how important employees are to the success of their business. The knowledge worker and the learning organization are concepts that are beginning to gain acceptance even though current management are still encumbered with yesterday’s baggage to accept wholeheartedly.”

20. You Are Here! “ Change requires a willingness to change. That willingness is not universal.”

21. You Are Here! “ Smaller entities will likely be highly competitive and more successful than large. Large organizations had historic advantages -- money, capital, etc. Now small entities have advantages of flexibility, adaptability, etc. Competition will be fierce.”

22. You Are Here! “ I think that the successful companies in ten years time will be the ones that provide the most conducive environment for their knowledge workers to most fully take advantage of their talents.”

23. You Are Here! “ Teams can now be far apart and work together. They no longer need to exist in the same physical location. This will allow teams to be much more diverse. My suspicion is that this will lead to both great success and failure.”

24. You Are Here! “ Leadership has become more a “democratic’ process. With the rightsizing of organizations and the effort to ‘empower’ employees, leadership has to be demonstrated rather than defined.”

25. You Are Here! “ The leaders must have vision; intelligence to understand where they are (a reality sense); the courage to implement change, plans, and follow-through; and do it ethically.”

26. You Are Here! “ Leadership is beginning to recognize that we are in transition between the older view that the worker has to be driven to contribute, to one that accepts that Man’s nature is to wish to contribute.”

27. You Are Here! “ We make a living by what we receive, but we make a life by what we give.”

28. You Are Here! “ Why we work? I think that it comes back to the fact that we would like to contribute; to make things change for the better; to help others. Does that seem too corny?”

30. Personal Transformation Yourself Others Intimacy Responsiveness Introspection Reflection

31. The Johari Window Source: Grant Self Known Unknown Others Unknown Known Public Blind to Self Hidden From Others Unconscious #1 #2 #3 #4

38. Developing Your Leadership Potential Goals Growth Unknown Interaction Re-creation Habits Change