• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Plenary 2 Leaders and Leadership - The Good, The Bad and The Ugly
 

Plenary 2 Leaders and Leadership - The Good, The Bad and The Ugly

on

  • 1,157 views

 

Statistics

Views

Total Views
1,157
Views on SlideShare
694
Embed Views
463

Actions

Likes
0
Downloads
14
Comments
0

4 Embeds 463

http://www.nhsscotlandevent.com 449
http://nhsscotlandevent.com 9
http://nhsevents.clients.civiccomputing.com 3
http://www.google.co.uk 2

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • We have come to theorize bureaucratic dysfunction in a different way, drawing from different bodies of literature. How are we selling ourselves short as a society if we accept a suboptimal system? How can we articulate the work in terms of a public value proposition. How do we call a public into existence around this problem? Bureaucratic dysfunction is a problem in itself, but it is also a symptom. What does it mean for our efforts? If BD is not solvable, how will we lead the process to cope with it? Who will lead? How to energize leadership from below?

Plenary 2 Leaders and Leadership - The Good, The Bad and The Ugly Plenary 2 Leaders and Leadership - The Good, The Bad and The Ugly Presentation Transcript

  • Leaders and leadership -the Good, the Bad and the UglyIrwin Turbitt
  • Is anyone nervous?
  • NORMAL DISTRIBUTION or BELL CURVE
  • NORMAL DISTRIBUTION or BELL CURVE
  • NORMAL DISTRIBUTION or BELL CURVE“What was I thinking” Average TARGET -ve deviancy Abnormal Normal +ve deviancy Abnormal
  • What you see depends on what you are looking for!
  • Tom Peters
  • Leaders Leadership The Good, The Bad & The Ugly
  • Leaders –The Good & The Bad
  • Leaders –The Good & The Bad
  • Leaders People who occupy a post withExecutive and Symbolic Leadership AUTHORITY
  • Leaders, Heroes, Rock Stars.There is perhaps no more corrosive trend to the health of our organizations than the rise of the …rock star leader whose deepest ambition is first and foremost self-centric. Jim Collins 2001 Ego-centric --------- Altruistic
  • Leaders People who occupy a post withExecutive and Symbolic Leadership AUTHORITY
  • Theory & Practice “The young Executive arrived at a unionised textile mill and told the Union Officer „I am the new Manager here, and when I manage a Mill, I run it. Do you understand?‟ The Union Agent nodded and waved his hand. Every worker stopped; every loom stopped. Then the Agent turned to the Manager and said, „Go ahead, run it.”Authority is a relationship not a possession
  • Symbolic Authority Golden moments of TruthI hear what you say but I see what you do and seeing is believing
  • Healthcare Quality Strategy for NHS Scotland• to deliver the highest quality healthcare services to people in Scotland and through this to ensure that NHSScotland is recognised by the people of Scotland as amongst the best in the world.• We will work with and through people - our most valuable asset - our leaders, service users, health professionals and support staff to create and sustain a culture where quality can thrive and the contribution of every individual to quality is recognised and valued.• "bullying is common creating an undermining, intimidating, demeaning, threatening and hostile working environment for some staff". Independent Report into the management culture in NHS Lothian
  • Leaders Leadership
  • Keith Grint WICKED Leadership TAME CRISIS Management Command Grint
  • Virtually everything our modern culture believes about the type of leadership required to transform our institutions is WRONG. It is also DANGEROUS. Jim Collins 2001
  • Keith Grint WICKED Leadership TAME CRISIS Management Command Leadership is the practise of getting the people to face complex collective responsibilities It is unpopular and dangerous Grint
  • Leadership • Leadership requires Change • Change requires LOSS • Loss leads to DISTRESS • Distress can be PRODUCTIVE • Productive zone of DistressMAINTAINING people within THEIR Productive Zone of Distress
  • WICKED Leadership that MAINTAINS people within THEIR Productive Zone of Distress Adaptive leadership is about disappointing people at a rate they can absorbIt is unpopular and dangerous
  • Complex Adaptive Social Systems1 +1 = 2 relationship determines outcomeAuthority is a relationship not a possession Leadership is about relationships
  • A+B=C A B C
  • AB C
  • The relationshipdetermines the outcomeA+B=C
  • The Seven Principles for Leading Adaptive Work Get on the Balcony • A place from which to observe the patterns in the wider environment as well as what is over the horizon (prerequisite for the following five principles) Identify the Adaptive Challenge • A challenge for which there is no ready made technical answer • A challenge which requires the gap between values, beliefs, attitudes and behaviours to be addressed Create the Holding Environment • May be a physical space in which adaptive work can be done • The relationship or wider social space in which adaptive work can be accomplished Regulate Maintain Give back the distress Disciplined Attention the work• Create the heat • Work avoidance • Resume responsibility• Sequence & pace the work • Use conflict positively • Use their knowledge• Regulate the distress • Keep people focussed • Support their efforts Protect the voices of Leadership from below • Ensuring everyones voice is heard is essential for willingness to experiment and learn • Leaders have to provide cover to staff who point to the internal contradictions of the organisationIrwin Turbitt +44 (0)7867 640926 irwin@kafkabrigade.org.uk
  • Leaders choosing exercising to exercise Leadership
  • Adaptive Leadership for What? Creating Value • The Private Sector aims to create private value – Financial Profit The bottom line • The Public Sector aims to create Public Value – ? Who Decides? No (concrete) bottom line
  • Reference Book Mark Moore (1995)
  • Inputs & OutputsMoney based Private Sectori.e. anything that can be Money basedpurchased Profit•buildings ROI•equipment Shareholder Value•peoples time INPUTS OUTPUTS Public SectorAuthority basedthe unique resource only Money Mission basedavailable to state authorities to How much progress basedobligate citizens to do what have we made with i.e. anything thatthey would not volunteer to do can be purchased regard to our mission •buildings (PVP) •equipment •peoples time INPUTS OUTPUTS
  • Inputs & Outputs• Public Managers are not limited, as they are in the private sector, to the provision of goods and services; “often public managers are in the business of imposing obligations not providing services."• Probably the public managers most commonly thought to be engaged in this “retail delivery of obligations” are those in policing. Moore 1995
  • Inputs & OutputsMoney based Private Sectori.e. anything that can be Money basedpurchased Profit•buildings ROI•equipment Shareholder Value•peoples time INPUTS OUTPUTS Public SectorAuthority basedthe unique resource only Money Mission basedavailable to state authorities to How much progress basedobligate citizens to do what have we made with i.e. anything thatthey would not volunteer to do can be purchased regard to our mission •buildings (PVP) •equipment •peoples time Goods & Services INPUTS OUTPUTS Obligations
  • Public Service –v- Serving the Public Unwilling & the Unable• Inputs • Outputs – Money – Goods – Authority – Services – ObligationsDo you pay as much attention to managing yourAUTHORITY resources as you do to your moneyresources?Do you devote as much energy and enthusiasm to thedesign and delivery of OBLIGATIONS to citizens as you doto goods and services?
  • Public managers and criminals have a lot in common “They use force and other people’s money to accomplish their objectives” Mark Moore, 1995
  • The relationshipdetermines the outcomeA+B=C
  • The potential for co-production The Police & Community Policing• 17, 048 police officers • 3,272,220 citizens of in Scotland working age in Absence and office duties Scotland• 16,000 police officers work 6.25 hrs a day 218 days per year• 15, 456, 200 front line • 47secs policing per hours on duty per citizen of working age annum per day
  • The potential for co-production 5.5 million 3.2 million 586,600 130,000 ?
  • Problems, Problems, Problems.• PROBLEM • RESPONSE METHOD• Wicked • Leadership Trial & Error To make Progress -asking good questions Research & Development• Tame • Management To identify and design a Fix - Managing the best process Command & Control• Crisis • Command To restore normality (order) - Providing an answer
  • Leaders - Heroes, Rock Stars. Ego-centric --------- AltruisticPeople who occupy a post with Executive and Symbolic AUTHORITY Authority is a relationship not a possession I hear what you say but I see what you do and seeing is believing What you see depends on what you are looking for!
  • Leadership It is unpopular and dangerous Leadership is the practise of getting the people to face complex collective responsibilities Adaptive leadershipMAINTAINS people within THEIR Productive Zone of Distress It is about disappointing people at a rate they can absorb
  • Public Value• No (concrete) bottom line – Using Money & Authority to co-produce Goods, Services & Obligations• “often public managers are in the business of imposing obligations not providing services.“• Unwilling & the Unable• You – The People -v- The Person
  • Factions in the situation
  • The Good, The Bad & The Ugly
  • DrumcreeWarwick Business 49
  • „Drumcree‟ 1996 cost in excess of £40 millionAt Drumcree 1998:• 144 houses had been damaged in attacks• 615 attacks were made on members of the security forces• 76 police offices were injured• 632 petrol bombs were thrown but 2,250 were recovered by the RUC and• 837 plastic baton rounds were fired.
  • The Drumcree Results 2002 • Brief Disorder • Damage to Police property • 31 Police Injured • 31People Arrested • Cheaper Overall • Shorter Tail
  • Drumcree 2011 Sunday, 10 July 2011, 15:09 GMT 16:09 UK Orangemen hold Drumcree parade The annual Orange Order parade at Drumcree in Portadown has passed without incident.Orangemen have been banned since 1998 from going down themainly nationalist Garvaghy Road in Portadown after their annualmarch from Drumcree church.Hundreds of Orangemen took part in the march and Sunday serviceat the church.They handed a protest letter to police over the ParadesCommissions refusal to allow them to return along what they say istheir traditional route.
  • Complex Adaptive Social Systems1 +1 = 2 relationship determines outcomeAuthority is a relationship not a possession Leadership is about relationships
  • Wicked Problems• Holy Cross School Dispute• Drumcree• Alcohol fuelled Violence• Glencree Sustainable Peace Network• Kafka Brigade
  • KAFKABRIGADE Dealing with Bureaucratic Dysfunction - Re-imagined• Bureaucratic Dysfunction as a Loss of Public Value (See Moore 1995)• Bureaucratic Dysfunction as a Symptom of Wicked Problems (See Rittel and Webber; Grint)• Bureaucratic Dysfunction as an Adaptive Challenge (See Heifetz & Linsky; Turbitt)
  • KAFKA BRIGADE Process Action Checkpoint Checkpoint planning Checkpoint & meetings (deliver) meetings & & meetings reflection Collective reflection reflection Performance Review Expert (counter- factual) critique Case research & preliminary reports Explorative research &case selection
  • Complex Adaptive Social Systems1 +1 = 2 relationship determines outcomeAuthority is a relationship not a possession Leadership is about relationships
  • So Be Leaders Who when faced with wicked problems: Will choose to Will practise Adaptive Leadership Will And Will Create Public Value
  • Circumstances"People are always blaming theircircumstances for what they are.I dont believe in circumstances.The people who get on in this worldare the people who get up and look for the circumstances they want,and if they cant find them, make them" George Bernard Shaw in “Mrs Warrens Profession”
  • The Good, The Bad & The Ugly
  • Leaders and leadershipThe Good, the Bad and the UglyIrwin Turbitt