Leading through complexity and rapid change

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Slides for workshop given at ATLE Convergence 2013 Conference.

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Leading through complexity and rapid change

  1. 1. Leading through Ambiguity, Complexity, and Rapid Change ATLE Convergence Conference 2013 November 21, 2013
  2. 2. SIMPLE Best practice Cause = Effect Known Sense-Categorize-Respond
  3. 3. COMPLICATED Good practice Cause -> Effect Knowable Sense-Analyze-Respond SIMPLE Best practice Cause = Effect Known Sense-Categorize-Respond
  4. 4. COMPLEX COMPLICATED Emergent practice [CE] Retrospectively knowable Networked Leadership Probe-Sense-Respond Good practice Cause -> Effect Knowable Expert Leadership Sense-Analyze-Respond SIMPLE Best practice Cause = Effect Known Feudal Leadership Sense-Categorize-Respond
  5. 5. COMPLEX COMPLICATED Emergent practice [CE] Retrospectively knowable Networked Leadership Probe-Sense-Respond Good practice Cause -> Effect Knowable Expert Leadership Sense-Analyze-Respond CHAOS SIMPLE Novel practice C≠E Unknowable Charismatic Leadership Act-Sense-Respond Best practice Cause = Effect Known Feudal Leadership Sense-Categorize-Respond
  6. 6. COMPLEX COMPLICATED Emergent practice [CE] Retrospectively knowable Networked Leadership Probe-Sense-Respond Good practice Cause -> Effect Knowable Expert Leadership Sense-Analyze-Respond DISORDER CHAOS SIMPLE Novel practice C≠E Unknowable Charismatic Leadership Act-Sense-Respond Best practice Cause = Effect Known Feudal Leadership Sense-Categorize-Respond
  7. 7. Unstable Environment Stable Environment OUTLOOK Do the job right and … Make incremental progress Limit Make calculated investments Avoid Reduce risk with research and data UNCERTAINTY NEW EXPERIENCES Develop Narrow Focus on a few clear ideas REPERTOIRE Consider problems objectively
  8. 8. Unstable Environment Stable Environment OUTLOOK Succeed more often in new situations Place small bets, quickly Manage risk through action Develop multiple opportunities Do the job right and … Make incremental progress Limit Make calculated investments Avoid Continuously learn , adapt and … Reduce risk with research and data Accept UNCERTAINTY Seek NEW EXPERIENCES Develop Broad Develop Narrow Focus on a few clear ideas REPERTOIRE Consider problems empathetically Consider problems objectively
  9. 9. Self-Assessment 1. What are the key positions I’ve held over my career? Which 2 or 3 gave me the most new perspectives and skills? 2. What themes, areas of concentration, and broad capabilities have I developed? 3. Select one or two experiences. What was the challenge or opportunity? What did I do? What resulted? What did I learn? 4. What’s missing? What industries, functions and experiences do I need more of for my current and future growth?
  10. 10. Self-Assessment Do I: • Seek out and examine different businesses and industries for ideas? • Seek out and get to know different kinds of people? • Look for patterns and connections between seemingly disparate ideas? • Seek to understand the context of problems and opportunities? • Expose myself to entrepreneurial thinking by talking to entrepreneurs? • Take on different roles and assignments where I currently work? • Learn from successes and failures and apply what I learn?
  11. 11. Self-Assessment Do I: • Spend a lot of energy worrying about making mistakes? • Consider my ideas fully formed rather than as starting points? • Debate the validity of disconfirming data or try to understand them? • Measure my progress relative to others or to my own improvement? • Handle setbacks as signals to abandon ship or as opportunities to learn and try something different?
  12. 12. Next Steps • Reflect on your self-assessment. – What do you notice? – How do you feel about it? – What patterns did you notice, or insights did you gain? – What are 1 or 2 specific things that you can do to strengthen your skills?
  13. 13. Giving credit where it’s due… Workshop exercises adapted from: Agile 42. "Cynefin Framework Lego Game." Agile 42. N.p., 25 Dec. 2011. Web. 17 Nov. 2013 Slides 2-6 adapted from: Snowden, D.J. Boone, M. 2007. "A Leader's Framework for Decision Making". Harvard Business Review, November 2007, pp. 69–76. Slides 7-11 adapted from: Liedtka, Jeanne M. "How Can We Prepare Ourselves to Be Leaders of Innovation?" Lecture. Design Thinking for Business Innovation. Coursera. Web. 17 Nov. 2013.

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