Ndp leadership development mokgoro

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  • 1. Implementing the NDP: Implications for Leadership Development Job Mokgoro Conference on NDP Work: From Design to Delivery, School of Public Leadership, Bellville 21-23 November 2013
  • 2. Introduction • The NDP is a significant development in the history of SA’s democracy • It represents the most coherent & integrated approach to addressing the socio-economic challenges of SA • Whilst it provides a clearer vision for the future, it raises a number of major questions such as: ‘how to get there?’
  • 3. Doing Things Differently • NDP sets out six (6) interlinked priorities: – Uniting all South Africans around a common programme to achieve prosperity & equity – Promoting active citizenry to strengthen development, democracy & accountability – Bringing about faster economic growth, higher investment & greater labour absorption – Focusing on key capabilities of people & the state – Building a capable & developmental state – Encouraging strong leadership throughout society to work together to solve problems
  • 4. Focus of this Presentation – Focusing on key capabilities of people & the state – Building a capable & developmental state – Encouraging strong leadership throughout society to work together to solve problems
  • 5. Service Delivery Complexity • South Africa is faced with complex problems, domestically and globally • These problems include poverty, inequality, unemployment, service delivery protests • These problems have many causes and many manifestations, and many multiple different players have different kinds of influence over them • Cause & effect are distant in time & space & not easily discernible
  • 6. Service Delivery Complexity • The causes themselves have many causes of their own & are often interlinked & reinforce each other • Poverty causes AIDS, AIDS causes poverty, & both poverty & AIDS are causes of the rise in the number of vulnerable children • Because of this complexity, solutions directed at one part of the system, without a view of the whole, can compound problems in another part
  • 7. Service Delivery Complexity • The prospects of climate change increases the use of bio-fuels, which leads to food shortages, which leads to increased deforestation, which in turn compounds carbon emissions & increases climate change • These problems require us to work out creative & systemic solutions by not only communicating but also learning & collaborating across sectors, levels, & cultures
  • 8. Poor educational outcomes High disease burden Divided communities Crumbling infrastructure Eliminating poverty Reducing inequality Resource intensive economy Corruption Public service performance is uneven Too few South Africans are employed Spatial patterns marginalise the poor
  • 9. Service Delivery Complexity • In tackling our complex service delivery challenges: – What are the qualities of the type of solutions we need? – What mindsets & capacities do we need in order to be effective? – How do we overcome the blockages we face? – What processes & resources can support this work? • We need to innovate at the scale of the whole system rather than pockets • We should develop collective leadership capacity if we are to succeed
  • 10. “We can't solve problems by using the same kind of thinking used when we created them” (Einstein)
  • 11. Complexity • The complexity of the issues & the web of interconnections between government, business, civil society & society mean that the world has: – ‘Become too complex & interdependent for any one institution or sector to effectively respond to today’s challenges & opportunities’ – No one sector on its own has simultaneously the mandate & resources to tackle some of the most difficult societal issues
  • 12. Actors & Stakeholder in Service Delivery Private Sector Government Civil Society Citizens (And non-citizens)
  • 13. Missing Collective Leadership • Using 20th century management tools to resolve 21 st century challenges • We do not have the collective leadership capacity to: – Draw together key stakeholders to uncover common intention – Collectively creating profound innovation at whole system scale • This gap constitutes the blind spot in our institutional design & our intellectual frames about leadership • Unless we address this blind spot we will continue to produce results rejected by society in our attempts to tackle poverty, unemployment, corruption, etc
  • 14. The Blind Spot of Leadership Results: What Process: How Source: Who Blind Spot: Inner place from which we operate
  • 15. Blind Spot of Leadership • Leaders know about what leaders do & how they do it • But do not know about the source level – the inner place or state of awareness from which leaders & social systems operate • Success depends not on what leaders do or how they do it • Success depends on the “interior condition” – the source or inner place from which leaders operate • Usually we are not aware of the source dimension from which effective leadership & social action come into being – it is this source Theory U attempts to explore
  • 16. Key Leadership Competencies Context: Understanding key issues and being able to think strategically about how to respond Change: Complexity: Understanding & working effectively with the dynamics of change Having the skills to survive and thrive in situations of low certainty and low agreement Connectedness: The ability to understand actors in the wider socio-economicpolitical landscape and to engage and build effective relationships with new kinds of internal and external partners
  • 17. Change • Understanding that the only constant is change • Ability to work effectively with the dynamics of individual & organizational change • Leading through & within change • Leaders are required to constantly learn, look for fresh insights & inspire flexible, creative responses or initiatives • Understanding change complexity, including stakeholder perceptions & org capability
  • 18. Context • Leaders must understand the socio-economic-political context in which they operate (eg, understanding current labour-business tensions • They should have the ability to tackle wicked problems – social & political messes that are seemingly intractable problems, composed of inter-related dilemmas, issues & other problems at multiple levels of society, economy & governance • They should be able to think strategically & systemically about how to respond
  • 19. Complexity • Magnitude, overall size, extent & influence of the change • Scope, or extent to which change will impact current functions & operations of the PS • Fluidity, or degree to which the environment is changing during change or transformation (eg unemployment, inequality & poverty) • Adaptability of the change initiative to that changing environment
  • 20. Connectedness • Ability to understand factors & actors in the wider political landscape • Embeddedness: engage with society without becoming captive to political interests • Help communities to develop capacity to engage & manage own developmental challenges • Ability to engage & build affective relationships • Engaging in effective dialogue to build partnership with a broader range of internal & external stakeholders
  • 21. A model of Leadership Development
  • 22. Developmental Experiences ASSESSMENT CHALLENGE DEVELOPMENTAL EXPERIENCES SUPPORT
  • 23. The Development Process Variety of developmental Experiences Leadership Development Organizational (Departmental, InterDepartmental & InterGovernmental Context) Ability to learn
  • 24. Development Experiences CHALLENGE SUPPORT DEVELOPMENTAL EXPERIENCES FEEDBACK
  • 25. RE TU ER FU AD LE Increasing stress from new challenges Experience X Development Experience 2 Development Experience 1 CO Feedback Support (if necessary) Set next experience Feedback Support Set next experience Feedback Support CH A Development The Development Process
  • 26. Assumptions of CCL Model 1. Leadership Development is development of capacities within the individual 2. What makes a person effective in a variety of leadership roles and processes (as opposed to classification as “Leaders” or “Non Leaders”) 3. Individuals can expand their leadership
  • 27. Assessment Provides benchmark for future development Stimulates self evaluation • • • • • What am I doing well? Where do I need to improve? What are others’ views of me? How do my behaviours impact on others? How am I doing relative to my goals? Assessment provides info that helps answer these questions Desire to close the gap between current self and ideal self
  • 28. Challenge  Experiences that make developmental difference are these that stretch or challenge people  People forced out of comfort zones  Disequilibrium makes people question adequacy of their skills, frameworks and approaches  Examples of challenges: • • • • Novelty Difficult goals Conflict Loss, failure, disappointment
  • 29. Support • Message: Efforts to learn and grow valued • Help people handle pain of developing • Source of support:: • • • • • Bosses Coworkers Family Friends Professional colleagues • Coaches & mentors
  • 30. Collective Leadership, Action Learning, Talking Across Sectors
  • 31. Talking Across Sectors • To act more on the level of the whole problems & whole systems, we must get together with people who are based in a different part of the whole • We need to get better at talking to each other across sectors & at working in partnerships where necessary • We do so by: – – – – Becoming self-aware as sectors Understanding complementaries Iterating within microcosms, & Seeing the system in the room
  • 32. U-Process: 1 Process, 5 Movements 1. Co-initiating: uncover common intent Stop and listen to others and to what life calls you to do 2. Co-sensing: observe, observe, observe Connect with divers people and places to sense the system from the whole 5. Co-evolve: institutionalise the new in practices by linking micro, meso, macro change 4. Co-creating: prototype the new In living examples to explore the future by doing 3. Co-inspiring: connect to the source of inspiration and will Go to the place of silence and allow the inner knowing to emerge
  • 33. Government Leadership Development Summit (Dec 10-12) • Informed understanding & commitment of the political leadership & accounting officers in collectively tackling developmental challenges • Enable accounting officers to lead the process of establishing “a capable, developmental, professional & responsive state” which has a learning & developmental strategy • A shared understanding of the causal factors that enable good practice but also causal factors underlying ongoing capacity problems & weaknesses in public service
  • 34. Conclusion • One of the biggest reasons cross-sector collaboration is difficult is because sectors have different logics, values, priorities & comfort zones, ie different cultures • We seldom invest in understanding these different identities, even though it is an integral part of cross-sector partnership efforts • One of the challenges in developing true cross-sector collaboration is that the sectors have perceptions & judgements of each other • We need to develop the ability to become aware of the differences in logic across our sectors & to create a cross-sector, shared methodology as teams
  • 35. Conclusion • Government & business don’t want civil society, & civil society doesn’t want business & government • Societal complex, systemic, messy & intractable challenges make collective leadership an imperative • National School of Government will provide programs to improve synergy through collective leadership development