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Leadership is the integrated sharing of vision, resources, and value to induce positive change.
Richard E. Winder, "Five Dimension Leadership," ASQ Quality Congress, May, 2000.


 

Five Dimension® Thinking

The Five Dimension® Model for Business Management
and Leadership Development


    Consulting and Training Available from
    Leadership Dynamics Research Institute
    home of five dimension® thinking



The Five Dimensions are pervasive in our lives and in our organizations, yet we often do not realize nor account for their effect. Adopting the five dimension® paradigm can dramatically improve the way we understand and work with our organizations.

First presented at a quality conference in 1992, the Five Dimensions are experience, measurement, relationships and systems thinking, interconnectivity and paradigm logic, and value sharing.

Five Dimension® Dynamics. Dynamics are at the core of what happens in everyday life and in our organization’s daily activities. Dynamics can make or break an organization. The five dimensions of dynamics include dynamics, patterns, trends, archetypes, and dynamic systems and structures.

Five Dimension® Relationships. Relationships are key to an organization’s internal and external operations. Internal relationships facilitate the creation of goods and services for delivery to outside customers. External relationships define the organization and the environment in which it operates. The five dimensions of relationships include action, interaction, connection, interconnection, and community.

Five Dimension® Economics. There is more to life than trading relationships. The nature of the relationship can have an impact on the power of the underlying economics. The ultimate level of economic fulfillment—the most efficient and the most equitable—is at the fifth dimension value sharing level, where there is free flow of resources to meet the needs of participants.

Five Dimension® Leadership. Since the seminal article on Five Dimension® Leadership by Richard Winder at the 2000 Annual Quality Congress of the American Society for Quality, much has been done to further enhance the leadership model first developed by Winder in 1991. Interestingly, the basic model has never changed, but new developments now demonstrate the model’s ability to account for both stability and agility, to distinguish between management and leadership, and to account for “hardening of the arteries” which limits responsiveness to the needs of constituents.

Leadership Dynamics Research Institute is a division of Leadership Development Services, Inc. To arrange for consulting or training services, contact Leadership Dynamics Research Institute, 1841 Crest Street, Haslett, Michigan 48840 or access our information on-line at www.ldri.com (email: ldri@ldri.com).


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