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Change and leadership_in_complex_systems

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Change and Leadership in Complex Systems …

Change and Leadership in Complex Systems
To be relevant in the 21st Century, organizations need to adopt processes that foster innovation and change. Modern organizations operate as complex systems and need contemporary, non-linear approaches that lead to innovative and often disruptive change. Learn about the use of a Cynefin model to illustrate organizational issues and problems based on complexity and describe appropriate Cognitive Edge tools/methodologies like safe fail probes, weak signals, and future backwards.

Kevin Gamble serves as an associate director for the national eXtension initiative. He has served in leadership positions at Oregon, Iowa, and North Carolina State universities. Co-presenter: Rhonda Conlon, North Carolina Cooperative Extension.


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  • Jerry – intro us Overview of session
  • Beth
  • Anne – the Cynefin framework
  • Jerry – the worksheets, focusing on Complex with an example
  • Kevin – other models that can be used for complex situations
  • Transcript

    • 1. Change and Leadership in Complex Systems  Anne Adrian, Kevin Gamble, Beth Raney, Jerry Thomas
    • 2. Complex Systems
      • innovative
      • contemporary
      • non-linear
      • flexible
      • agile
    • 3. Creating Narrative Fragments
      • Your Assignment
      • Think of a problem or issue
      • Capture elements – who, what, why …
      • Add labels
      • How would you solve it?
    • 4. Many Right Answers Only Experts Know Answer No Right Answer One Answer
    • 5. Cynefin kʌnɨvɪn: cu-nev-in
    • 6. en.wikipedia.org/wiki/File:Cynefin.png    www.anecdote.com.au/archives/2009/04/a_simple_explan.html Snowden, D.J. Boone, M. "A Leader's Framework for Decision Making". Harvard Business Review, November 2007, pp. 69-76.
    • 7. en.wikipedia.org/wiki/File:Cynefin.png    www.anecdote.com.au/archives/2009/04/a_simple_explan.html Snowden, D.J. Boone, M. "A Leader's Framework for Decision Making". Harvard Business Review, November 2007, pp. 69-76. Complicated Known unknowns Cause & effect are discoverable & separated over time & space Good practice Expert diagnosis More than one possible right answer Analytical & scenario planning Systems thinking Sense-Analyze-Respond Complex Unknown unknowns Cause & effect are coherent only in retrospect & do not repeat Emergent practice Pattern management Perspective filters Complex adaptive system Probe-Sense-Respond Chaotic Unknowables No cause & effect Novel practice Stability-focused intervention Enactment tools Crisis management Act-Sense-Respond Simple Known knowns Cause & effect is obvious, repeatable, & predictable Best practice Standard operating procedure Sense–Categorize–Respond
    • 8.  
    • 9.  
    • 10.  
    • 11.  
    • 12. Seeing the Unseen
      • “ We don’t see things as they are, we see things as we are.”
      • – Anais Nin
    • 13. The Future, Backwards
    • 14. Sensemaking Research
    • 15. Visualization – Fitness Landscape
    • 16. Discussion
    • 17. Contact Info:
      • Anne Adrian: mimsann@auburn.edu
      • Kevin Gamble: kevin.gamble@extension.org
      • Beth Raney: beth.raney@extension.org
      • Jerry Thomas: thomas.69@cfaes.osu.edu
    • 18.