1. Leadership for Emergence: ExploringOrganisations through a Living System Lens Core Education Breakfast 2012 Chris Jansen – University of Canterbury, Linwood College
2. Overview• Self organisation and emergence– what drives this behaviour?• Viewing organisations through aliving system lens• Implications for adaptiveleadership in practice
4. Self organisation… …emergencea collective of independent agents thatself-organise in a dynamic manner inorder to create emergence—a patternedhigher-order response to a threat oropportunity…
5. What examples of selforganisation have youseen this year?
6. How does self organisation work? • independent agents • interactions with neighbours • decentralised control • an attractor - motivated by threat or opportunity Self organisation leading to emergenceComplexity thinking, ccomplex adaptive systems, adaptive leadership 24
7. ―In a few short weeks the education sector has demonstrated that maybe it isnot an hard as previously imagined to challenge traditional concepts of schooling– to allow students and teachers to be more independent, more mobile, andbetter networked in their learning experiences and to maximise the potential forthe whole city to service the needs of education‖ Nicola Meek - Cognition Shaking Up Christchurch Education Network ―Opportunities and challenges: Creating a compelling vision and direction for education in Christchurch - A concept plan‖ http://thinkbeyond.co.nz/suce/concept-plan/
8. change is changing….. Technical challenges ―can be solved with knowledge and procedures already at hand‖ Adaptive challenges―embedded in social complexity, require behaviour change and are rife with unintended consequences‟
9. AdaptiveComplexity / Change / Uncertainty / Ambiguity challengesParadox / Lack of Control / Unintended consequences Organisational capacity Self organising, adaptive, innovative, flexible, nimble, responsive, creative and resilient Leadership capacity
10. The Innovation Stack Management innovation Organisational processes, leadership roles, communication, decision making Strategic innovation Initiatives, programmes etc Product/service innovation Pedagogy, technology etc Operational innovation Timetable, Processes etc Gary Hamel – The Future of Management―A key concept is Goo – like primordial soup, you can see it moving and growing – itinvolves people, relationships, you can‘t control it but you can notice it and foster it…itchanges and evolves – its living and breathing….……..get your goo glasses on – when you walk into a room put aside the programme, cutout the strategy – see the history, interactions, how wired they are, the group dynamics -look for the living breathing thing and then that‘s the stuff that grows….‖ Duane Major 28
11. Machine Living organism+Efficient, reliable, strong - messy and spontaneous-Inflexible, slow to respond +innovative, responsive, nimble ―Formal planning processes, centralised decision making, hierarchical organisation structures, and standardised procedures are still the rule in most organisations. As important as these structures are to organisational efficiency, they tend to limit flexibility and create impediments to innovation, creativity and change‖ (Uhl-Bien & Marion, 2008).
12. The Starfish and the Spider…The unstoppable power of leaderless organisations Ori Brafman and Rod Beckstrom
13. Hierarchies and Networks
14. How do we create a hybrid?…adopting strengths from each way of organising ourselves… 33
15. Can leaders foster self organisation?
16. Can leaders foster self organisation? Conditions for self organisation Leadership role 1. independent agents 1. Proactive mentoring 2. interactions with neighbours 2. Foster interaction and shared learning 3. decentralised control 3. Distribute power 4. an attractor - motivated by 4. Explore/articulate shared vision+values threat or opportunity‗Enabling constraints‘1. Coherence and randomness (enough structure while enough freedom)2. Diversity and redundancy (enough variety while enough in common)
17. Layer 1: Proactive mentoring develop independent agentsRecognise and value people •Strong belief in people •Prioritize them and take the time •Creating space to empower people •Notice, listen, appreciate •Enlarge their self belief •Recognise their strengths and passionsDevelop people •They leave in better shape than when they arrived •Create support structures to meet needs •Make opportunities available •Support initiative and boundary pushing •Note achievements“employee first – customer second”Anand Pillai
18. Who are you activelydeveloping and lookingout for? Who is lookingout for you?How could we increasethis informalmentoring?
19. Layer 2: Foster interaction and shared learning interactions with neighbours ―It is no longer sufficient to have one person learning for the―a healthy organisation is one in organisation... Its just notwhich all participants have a voice‖ possible any longer to figure it out(Peck ,1988). from the top, and have everyone else following the order of the ‗grand Develop culture strategist‘. (Senge , 2002) •Creating environments •Fostering high trust •Build positive relationships •Restorative environment •Compliment each other‘s strengths Foster learning •Role model a learning attitude •Build inquiry into everything •Opportunities to dialogue and build networks •Listening to leverage collective intelligence •Redesign social architecture •Take time to consult, get buy in and find the best solution •Generate feedback
20. Who has a voice in ourorganisation?What mechanisms can wecreate to foster interactionand shared learning?
21. Layer 3: Distribute power and decentralise control decentralised controlShare journey – share leadership •We are all leaders •Break down hierarchy •Share responsibility and accountability – bit by bit … •Create ownership and empowerment •Delegate and let go •Foster interdependance •Master the process – not the content ―Traditional organisations require management systems that control peoples behaviour, learning organisations invest in improving the quality of thinking, the capacity for reflection and team learning, and the ability to develop shared visions and shared understandings of complex issues‖ (Senge, 2002)
22. Who makes thedecisions?How could powerbe shared moreeffectively?
23. Layer 4: Explore and Articulate Shared Values an attractor - motivated by threat or opportunity We need to be culturally tight and managerially loose. Order and design are not externally imposed but emerge as a result of the combination of individual freedom and shared core valuesGetting on the same page •Explore individual values and negotiate organisational values to fit •Role model values in leadership behaviour •Reconnect all staff with personal moral purpose •Establish benchmark of needs •Create clarity around shared vision •Leave space for emergent outcomes 42
24. In what way does ourorganisation live out shared core values and vision?Are we on the same page?
25. Can leaders foster self organisation?Conditions for self organisation Leadership role1. independent agents 1. Proactive mentoring2. interactions with neighbours 2. Foster interaction and shared learning3. decentralised control 3. Distribute power4. an attractor - motivated by 4. Explore/articulate shared vision+values threat or opportunity‗Enabling constraints‘1. Coherence and randomness (enough structure while enough freedom)2. Diversity and redundancy (enough variety while enough in common)
26. Adaptive Complexity / Change / Uncertainty / Ambiguity challenges Paradox / Lack of Control / Unintended consequencesDistribute powerand decentralise Organisational capacitycontrol Self organising, adaptive, Proactive innovative, flexible, nimble, mentoring responsive, creative and of individuals resilient Leadership capacityExplore and articulate shared values Foster interaction and shared learning