Horizontal Leadership   Managing Change And Complexity Eng 2009
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Horizontal Leadership Managing Change And Complexity Eng 2009

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Why is it so, that today's challenges increasingly fall between stools?

Why is it so, that today's challenges increasingly fall between stools?
How to lead horizontally across organizational boundaries without a formal authority and mandate?

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  • The real finish line for this program is not the last day of class, but improvement in your on-the-job performance. Follow-through is critical to reaching the goal/finish line. Please make the most of this opportunity.
  • The real finish line for this program is not the last day of class, but improvement in your on-the-job performance. Follow-through is critical to reaching the goal/finish line. Please make the most of this opportunity.
  • Just like learning to ride a bike, playing a sport or becoming fluent in another language, change requires repeated practice to develop new habits.

Horizontal Leadership   Managing Change And Complexity Eng 2009 Horizontal Leadership Managing Change And Complexity Eng 2009 Presentation Transcript

  • EDGE – Mastering Change and Complexity Horizontal Leadership – mastering challenges Gunnar Westling, Ph D, Centre for Advanced Studies in Leadership at the Stockholm School of Economics  
    • Why is it so, that today's challenges increasingly fall between stools?
    • How to lead horizontally across organizational boundaries without a formal authority and mandate?
    • Assistant professor, Centre for Advanced Studies in Leadership, Stockholm School of Economics
    • - Research focus on leadership when facing complex challenges
    • Program Director IFL Executive Education
    • Strategic advisor and change catalyst
  •  
  • Challenges during the ”Good ol’ times”
    • ” I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the Moon and returning him safely to the Earth”
    President John F. Kennedy's A Special Address to Congress On The Importance of Space May 25, 1961 Eight years later…
  • International space station – cooperation between 15 nations
    • In the new era of exploring space, the biggest challenge is on ground rather than in space.
    “ In some ways it was easier to go to the moon, because we had total control,” Cabana (Astronaut) said. “ We didn’t have to ask, ’What is your opinion on this? How do you want to do it? You know, we just dictated to ourselves how we are going to do it.’ But those days are gone. (O’Brien, M. “Earthly Woes Mount for International Space Station” CNN.com, May 29, 2000.)
  •  
  • To Master Challenge – Understand Your Network
  • “ Vertical leadership” Manage a group, unit, or function Defined responsibility - authorization Allocated resources Routines + processes + problem solving “ Horizontal leadership” Manage tasks laterally across the organization Often challenges of great importance – unclear who is responsible Resource allocation based on negotiation/consent of others Sencemaking+ network + prototypes
  • Cooperation and leadership across organizational barriers. Is it a good idea?
    • Overall, research recommends:
    • ” Don’t do it, unless you have to”
    (Huxham och Vangen, 2005)
  • More ”wicked” problems?
    • The problem itself appears as fragmented
    • The problem cannot be understood before solutions are tried out in practice
    • Solutions often create new problems
    • The problem can not reach its final solution, There is not “stop rule”
    • Different stakeholder have different views and ways to understand the problem
    Crisis Extraordinary situation ” Tame” ” Wicked” Type of problem
    • Sound solutions can be worked out through analysis
    • Couse-effect relationships hang together
    • It is possible to organize ways to solve the problem
    • Act fast and bring more resources
  • Addressing a challenge often looks like an attempt at reducing FRAGMENTATION
    • HOW DOES FRAGMENTATION OCCUR?
    • Forces which pull apart something which is potentially whole
    • Fragmentation gives the players involved a sense of being separated from one another
    • Knowledge and information on the situation become chaotic and incoherent
  • Problem Solution Time Linear ”tame” problem solving Working on ”wicked” problems Gather data Analyze data Formulate solution Implement solution
  • Källa http://icasualties.org/
  • Adoption curve Number of ”supporters” Time Source: Bresman, INSEAD Typically expected Typically experienced (S-kurva)
  • The ant perspective When we’re totally absorbed by the challenge
  • Solution 1: Zoom out
  • Solution 2 Change perspective
  • Solution 3 Variation
  • Conclusion - The leadership challenge  
    • Challenges faced by organizations are foremost found in the hinterland between units and organizations (rather than falling neatly into boxes in the organization ready to deal with them)
    • It is thus as important, or more important, to understand and manage the social complexity of a problem as it is to solve the problem operatively/technically
    • Conclusion: How to lead horizontally?
    • Big enough idea or vision and yet focused enough to create action
    • Understand links between the challenge and the organization’s mission and competitiveness
    • Carefully map stakeholders and their interests
    • Find a sponsor (insurance in bad times)
    • To be influenced is the best method to influence others.
    • Variation, innovation and “language games”
    • Respectful collaboration in small groups (create a “fellowship”
    • Early, hands-on prototypes!
    • Dare to confront
    • Endurance (”S-curve”)
    •  
  • EDGE – Mastering Change and Complexity 1 Start Finishing line You are here Business and personal results 2 3 3 Follow-Through: Put Learning to Work Oct Nov Dec Jan Feb Mar Apr May
  • EDGE – Mastering Change and Complexity, Modules Follow-Through: Put Learning to Work 1 2 3 3 MODULE 1 Relevance Explore and (re)define the challenge. Focus on WHY • Factors for competitiveness • The business context and individual connections to the challenge • Meaningful assignment MODULE 2 Innovative solutions Find and test solutions together with others. Focus on HOW • Build alliances and involve stakeholders • 360° interviews, based on the challenges • Personal leadership MODULE 3 Action! Prepare and carry out concrete actions. Focus on ACTION • Support for successful mastering • The tool box • Learning around critical events 3 3 2
  • Examples of Tools for Handling Challenges
    • Story-boarding
    • Strategic analysis (the world around us and the relationship to your own resources)
    • Visualization
    • Art
    • Think tank
    • Network analysis –partners and critics
    • Divergent and convergent thought processes – the Solution Matrix
    • Development Engine (web-based follow-up tool)
    • Consultation
    • Endurance, Profile of Mood State (POMS)
    • Learning around critical events
  • Practicing new behaviors over time is essential to developing new skills or changing old habits. Action is required! Practicing new behaviors over time is essential to developing new skills or changing old habits.