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Beyond leadership v4 mp

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A work in progress developing a learning journey

A work in progress developing a learning journey

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Beyond leadership v4 mp Beyond leadership v4 mp Presentation Transcript

  • Beyond leadership DraftV4 MP
  • The current state how ouror ‘leaders’ spend their time Leader Operational Coach Management
  • A locally determined desired future NowActual Futurestate state The journey View slide
  • A process to equip leaders to undertake the ‘journey’• Understanding self• enabling others• collaborating for improvement View slide
  • The types of problems we face
  • The balance now or where energy is expended
  • Internal • Tame problems-manager • Wicked problems-leader • Critical problems- External commander
  • What the balance needs tobe to undertake the journey
  • • Tame problems-managed• Wicked problems- leaders• Critical problems-commander
  • If we take a systemic view, we turn away from blame and away from easy technical fixes, and to look in the social domain-in building capacity to collaborate effectively on wicked problems Jeff Conklin
  • The desired future state or how our leaders will spend their time Leader Coach Operational Management
  • To get there:Shift leadership development from: the individual to the group/teamtheory/competence to the practice/problem the retreat to the frontline
  • Managing complex systemsJake Chapman
  • Managing complex systems l Work with the adaptive potential of the system (not against it) - Use attractorsJake Chapman
  • Managing complex systems l Work with the adaptive potential of the system (not against it) - Use attractors l Discover what works by making interventions and observing effects - create a learning systemJake Chapman
  • Managing complex systems l Work with the adaptive potential of the system (not against it) - Use attractors l Discover what works by making interventions and observing effects - create a learning system l Foster innovation and novelty and then select the changes that are in the right direction - an evolutionary approachJake Chapman
  • Improved Engaged and worked with External Self-aware Leader A proactivelearning setting Enabled Internal Team
  • • Developing the authentic, self aware leader• Developing the enabling leader- creating the conditions for success• Developing the space making and conducting leader-a context where meaning can emerge through dialogue
  • • Leaders lead most effectively when they are being themselves and true to themselves Goffee and Jones• “The success of an intervention depends on the interior condition of the intervenor.” Bill O’ Brien
  • Understanding Self
  • Theory U
  • Theory UDownloading past patterns
  • Theory U Downloading past patterns Seeingwith fresh eyes Sensingfrom the field
  • Theory U Downloading past patterns Seeingwith fresh eyes Sensingfrom the field Presencing connecting to Source
  • Theory U Downloading Performing by past patterns operating from the whole Seeing Prototyping the new bywith fresh eyes linking head, heart, hand Sensing Crystallizingfrom the field vision and intention Presencing connecting to Source
  • Theory U Downloading Performing by past patterns operating from the whole suspending embodying Seeing Open Prototyping the new bywith fresh eyes Mind linking head, heart, handredirecting enacting Open Sensing Heart Crystallizing from the field vision and intention letting go Open letting come Will Presencing connecting to Source
  • Theory U Downloading Performing by past patterns operating from the whole suspending embodying Seeing Open Prototyping the new bywith fresh eyes Mind linking head, heart, handredirecting enacting Open Sensing Heart Crystallizing from the field vision and intention letting go Open letting come Will Presencing connecting to Source Who is my Self? What is my Work?
  • Results Action /Behaviours The “Thinking “ that you have / your view of the worldPast – Prejudices/experiences Future – What outcomes do I attitudes / past evidence want / how do I deliver them ? Self Background conversations / Self awareness awareness Background commitments
  • What we want leaders to be doing.....
  • Live with and acknowledge great uncertainty Embrace error Seek and accept the ethical responsibility and the conflict laden interpersonal circumstancesthat attend goal setting Evaluate the present in the light of the anticipated future and commit themselves to actionsthat respond to such long range anticipation Live with role stress Be open to changes in commitment and direction suggested by changes in the conjecturedpictures of the future, and by the evaluation of ongoing activities
  • VisioningSensemaking Leader Relating Inventing
  • ...and how they will be doing it
  • • Convening-the way people gather is critical to the way the system functions• Naming the question-taking time to understand the quest that matters• Initiating new conversations for learning-beyond alignment to real learning• Sticking with strategies of engagement and consent-effect change through dialogue• Designing strategies that support local choice