Leading with New Authority Workshop Documentation from the 4th International Conference on Non-Violent Resistance in, Sweden, Malmo 16may27th With Haim Omer, ...

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Frank H. Baumann-Habersack
Author . coach . consultant
LEADING WITH NEW AUTHORITY
WORKSHOP – 2016, May 27th - Malmö
Social profiles: Twitter @FrankBauHa_eng |Facebook frank.baumannhabersack

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AUTHORITY BASICS: A SOCIOLOGICAL/ PSYCHOLOGICAL VIEW
• Authority is an immanent element of human relations. In relations it is also
always an issue, who leads (in this moment), who is going ahead.
• There is nothing like the authority itself. Also natural authority is not
existing. Authority is a social construction. Authority cannot creat
authority out of itself.
• Authority needs attribution from someone, communication and interaction
to have an impact of authority on the person who attributes.
• The attribution of authority characteristics to someone, turns back the
impact of the characterstics to the person who attributes.
• The person who receives the attribution gains influence on the person
who is attributing.
• The context can enhance the potential influence through structures,
symboles or rituals. This perceived „reality“ is part of our socialization.
AUTHORITY BASICS MENTAL MODELS THE 7 ELEMENTS MEANING BOOK

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MENTAL MODELLS: LEADERSHIP MINDSESTS
old authority new authority
expert knowledge
mistrust and control
burdened relations/ distance
separation & competition
pressure to act
subordination & obidience
escalation & retaliation
lack of transparency
relationship knowledge
trust
presence
networking & collaboration
persistence
equivalence and autonomy
de-escalation & compensation
transparency
new working world
autonomy & self-organization
faults = fast learning &
development opportunities
sense & fun
networked collaboration
at eye level
going for new, unknown ways
shared- & self-responsibility
V.U.K.A
volatile, unsecure, complex, ambiguous
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NEW AUTHORITY IN LEADERSHIP: THE FOUNDATION
the 7 elements of new authority in leaderhsip
presence
self-guidance
leadershipcoalitions
compensation
transparency
persistanceand
de-escalation
reflexion
AUTHORITY BASICS THE 7 ELEMENTS MEANING BOOK
Based on the concept of New Authority by Prof. Haim Omer.
MENTAL MODELS

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COMPARISON: ELEMENT PRESENCE
old authority
Distance and insecrurity
• Authority and respect arise from
distance, aloofness and arbitrariness
• As a result feelings arise like
insecurity and surrendered by
arbitrary decisions.
• Due to low physical/ emotional
presence leadership will be perceived
as less powerfull.
• Due to high physical/ emotional
presence, leadership will be
perceived as (very) powerfull.
new authority
closeness, presence and security
• Authority and respect arise from
closeness, predictability and interest.
• As a result the feeling of security
arises.
• Arbitrary acts will be avoided as good
as posible.
• This leads to the perception of
presence.
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COMPARISON: ELEMENT SELF-GUIDANCE
old authority
Control and obidience
• Instructions must be followed.
If not, this will be interpreted by
leaders as loss of control, influence
and authority.
• It will be threatened with
consequences or they will be
executed right away. Or in the sense
of anticipated consequences,
autonomy will be restricted in
advance.
• Attitude: the behavior of others has
to change and therefore they have
to be controlled.
new authority
Self-guidance und self-control
• Attitude: humans can influence or
control their own behavior, only.
• Leaders can inspireor irritate
behavior of the team members, only.
• Leaders act out of the overall
responsibilityand are therefore
legitimated and obliged to draw lines
respectivly to support the valid rules.
• Control is replaced by trust.
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COMPARISON: ELEMENT LEADERSHIP COALITION3
old authority
Hierarchy and power
• If leaders are faced with problems
(with team members) mostly they
act in solo efforts.
• Asking for help is marked as
weakness and loss of power. This
often causes feelings of helplessnes
and overload.
• Competetion within the leadership
level is beeing welcomed and actively
supported to hinder the connection/
binding between the leaders. These
dynamics are recinforcing the
position power of the higher level.
Hierarchy, networking and strength
• Each leader is embedded and
connected within the college.
• Each leader represents the whole
college, its values and aims. Thus
one‘s obliged to claim the valid rules
for the collective.
• This social involement and collegial
support leads to feelings of strength
and collaboration.
new authority
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COMPARISON: ELEMENT COMPENSATION4
Apology and retaliation
• The leaders are executers of
punishments/ consequences, if
team members are crossing (social)
lines or doing (social) damage.
• Retaliation meassures aremostly
internal exclusion or termination.
• Culprits will be humiliated in front of
the internal public and are forced to
apologize.
Compensation and conciliation
• Team members have the opportunity
to compensate the damage the have
caused in order to redeem/ re-
integrate themself.
• In the phase of compensation leaders
are companions and supporters for
the team members and show
reconciliation gestures.
• They stay as representatives of the
whole leadership-system. Therefore
they are benevolent guardians of the
collective.
old authority new authority
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COMPARISON: ELEMENT TRANSPARENCY5
Fear for faults and infallibility
• For fear of dealing with faults by the
hierarchy, leaders try as bestas
possible to cover up faults.
• If faults are made public, the leader
trys to find culprits.
• The dignity of the culprit is violated,
e.g. by the loss of face.
• This leads to the loss of leadership
presence.
Transparency
• Faults are beeing made public
(internally)to report about them and
to enable learnings processes.
• The search for culpability and
humiliation reamained undone.
• It reinforces presence, if leaders take
responsibilityfor their faults and
stop humilitating others.
old authority new authority
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COMPARISON: ELEMENT PERSISTENCE + DE-ESCALATION6
Deceleration, persistence und resistance
• Leaders delay their response and are
taking time for prudent answers.
• First of all leaders can consult in the
sense of „Am I in linewith the aims
of the collectiv?“. The result is de-
escalation.
• The spiral of escalation will be
interrupted.
• With persistence leaders aremarking
the lines. If necessary, leaders show
non-violentresistance.
Urgency and struggle for power
• By misconduct or non-execution
from team members, leaders come
unter pressure to act immediatley.
• Team members have to be
sanctioned, so leaders can
demonstrate their authority.
• This demonstration of authority has
to be succsessful. This is the entry
of a conflict win-lose-dynamic.
(power struggle and loss of face)
old authority new authority
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COMPARISON: ELEMENT REFLEXION7
Self-reflexion and reflexion of one‘s
biographie of authority
• Leaders do reflect their own
biographie of authority and the
associated leadership attitude.
• They also reflect – from time to time
– their own parts in the leadership
relation with the team members.
• If problems appear, the focus is on
the team members but also on the
communication dynamic between
leader and team members.
Leading without reflexion, blinding out
one‘s parts
• Leaders do not reflect their attitude
about authority nor their relation
with the team members.
• If problems appear, the focus only is
on the team member.
• Reflections with the team members
about the quality of the leadership
relation remain undone.
old authority new authority
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THE MEANING FOR ORGANIZATIONS AND LEADERS
• The change of the leadership attitude towards authority is the
prerequisite for letting go of control, obidience, punishment and
enforcement of power.
• The waiver of destructive thinking and acting torwards relationships is the
prerequisite for building or keeping secure and sustainable relationships.
• Secure and sustainable relationships will lead to trust. Trust is enabling
networking and collaboration. This again turns into security.
• These interpersonal dynamics are the only posibilities, to act in unsecure,
complex and always changing environments. Moreover these dynamics
are „producing“ creativity.
• This is the new „interpersonal operating system“ for organizations to
survive in the „V.U.C.A.-world“.
• After all it opens the space to restructure dysfunctional organziational
structures which have violent effects on the people.
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CAN YOU READ GERMAN?
If not, don‘tworry. Here as an excellent summary of my book in English by Sebastian Radics
» www.tinyurl.com/NAUTHIL
And maybe one day my book will bepublished in English ...
AUTHORITY BASICS THE 7 ELEMENTS MEANING BOOKMENTAL MODELS

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