LTC - 2

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  • Selecting "better boundaries" means learning to think - and to lead- systemically- that is, not limited to boundaries, borders or cultural and personal "blind spots."
  • LTC - 2

    1. 1. SYSTEMS THINKINGSYSTEMS THINKING DefinitionDefinition “IdentifyingIdentifying all (or as many as possible of theall (or as many as possible of the conflict and understanding theconflict and understanding the relationshiprelationship between them.”between them.”
    2. 2. SYSTEMS THINKINGSYSTEMS THINKING Background: Drawing Better BoundariesBackground: Drawing Better Boundaries Where do you define the boundaries of the system ofWhere do you define the boundaries of the system of which you are a part? This is one of the mostwhich you are a part? This is one of the most critical questions of leadership todaycritical questions of leadership today -Ronald Heifetz,JFK School Of Goverment,-Ronald Heifetz,JFK School Of Goverment, Havard UniversityHavard University I think our very survival depends on our being betterI think our very survival depends on our being better systems thinker”systems thinker” -Margaret Wheatly, Leadership and the New Science-Margaret Wheatly, Leadership and the New Science
    3. 3. SYSTEMS THINKINGSYSTEMS THINKING Background: Drawing better boundariesBackground: Drawing better boundaries “Current Leadership is Leading different sectorsCurrent Leadership is Leading different sectors apart from each other”apart from each other” - Daisy Ncube-Gwanda- Daisy Ncube-Gwanda Politics has political leaders. The economy orPolitics has political leaders. The economy or the business sector has its own leaders.the business sector has its own leaders. Commercial farmers have leaders. Academics,Commercial farmers have leaders. Academics, researchers, NGOs, etc. have their own leaders.researchers, NGOs, etc. have their own leaders.
    4. 4. SYSTEMS THINKINGSYSTEMS THINKING Background: Drawing better boundariesBackground: Drawing better boundaries Each of the sectors has different goals. Others -Each of the sectors has different goals. Others - the politicians - wants voters and followers.the politicians - wants voters and followers. Business people want to make profit and they wantBusiness people want to make profit and they want us as their market and workers. Commercialus as their market and workers. Commercial farmers want us as farm workers and at theirfarmers want us as farm workers and at their market. The churches and NGOs want us in theirmarket. The churches and NGOs want us in their membership and as project holders.membership and as project holders.
    5. 5. SYSTEMS THINKINGSYSTEMS THINKING Background- Drawing Better BoundariesBackground- Drawing Better Boundaries All these leaders want us to follow them. As aAll these leaders want us to follow them. As a result of this fragmented leadership the world isresult of this fragmented leadership the world is growing apart behind them as leaders. Jealousiesgrowing apart behind them as leaders. Jealousies and tensions grow, and then conflicts and fightsand tensions grow, and then conflicts and fights over resources and territories.over resources and territories. We are tired of being led apartWe are tired of being led apart Selecting "better boundaries" means learning toSelecting "better boundaries" means learning to think - and to lead- systemically- that is, notthink - and to lead- systemically- that is, not limited to boundaries, borders or cultural andlimited to boundaries, borders or cultural and personal "blind spots."personal "blind spots."
    6. 6. SYSTEMS THINKINGSYSTEMS THINKING Applications: We are “all connected now”Applications: We are “all connected now” The properties of the parts can be understoodThe properties of the parts can be understood only from the dynamics of the wholeonly from the dynamics of the whole Ultimately there are no parts at allUltimately there are no parts at all What we call a part is merely a pattern in anWhat we call a part is merely a pattern in an inseparable web of relationshipsinseparable web of relationships
    7. 7. SYSTEMS THINKINGSYSTEMS THINKING TipsTips Keep it simpleKeep it simple Think systematically about your roleThink systematically about your role View yourself and your organization from “outsideView yourself and your organization from “outside the box”the box” Practice asking,” And then what?”Practice asking,” And then what?” Think twice before you call someone as “enemyThink twice before you call someone as “enemy
    8. 8. PRESENCEPRESENCE DefinitionDefinition “ApplyingApplying all our mental, emotional andall our mental, emotional and spiritual resource tospiritual resource to witnessingwitnessing ourselves andourselves and the conflict to which we are now a part.”the conflict to which we are now a part.”
    9. 9. PRESENCEPRESENCE Background: Becoming AwakeBackground: Becoming Awake Most of us are stuck, to varying degrees in less-Most of us are stuck, to varying degrees in less- than present behaviors.than present behaviors. Being "awake is an excellent, down to earth way ofBeing "awake is an excellent, down to earth way of describing the quality of presence that we need whendescribing the quality of presence that we need when dealing with a conflict.dealing with a conflict.
    10. 10. PRESENCEPRESENCE Background: Becoming AwakeBackground: Becoming Awake It is less about what the Mediators know orIt is less about what the Mediators know or can do than about who they are.can do than about who they are. Describing the experience of presence is likeDescribing the experience of presence is like commenting on the taste of wine: words arecommenting on the taste of wine: words are inadequate; you still need to taste it.inadequate; you still need to taste it.
    11. 11. PRESENCEPRESENCE Applications: Are You Present Right Now?Applications: Are You Present Right Now? ““The more faithfully you listen to the voice withinThe more faithfully you listen to the voice within you, the better you will hear what is soundingyou, the better you will hear what is sounding outside.”outside.” --Dag Hammarskjold, former UN secretary-generaDag Hammarskjold, former UN secretary-generall Being present in both time and space.Being present in both time and space.
    12. 12. PRESENCEPRESENCE TipsTips Find your own pathFind your own path Practice a reliable witnessPractice a reliable witness Be present even in the face of fearBe present even in the face of fear Pay attention to energyPay attention to energy
    13. 13. PRESENCEPRESENCE TipsTips Clarify your motivationClarify your motivation Promote presence in meetingsPromote presence in meetings Cultivate quite patienceCultivate quite patience
    14. 14. INQUIRYINQUIRY DefinitionDefinition “Asking questionsAsking questions that unlock essential andthat unlock essential and spiritual resources to witnessing ourselvesspiritual resources to witnessing ourselves and the conflict to whichand the conflict to which we are now awe are now a part.”part.”
    15. 15. INQUIRYINQUIRY Background: The Power of QuestionsBackground: The Power of Questions What else can we learn about this situation?What else can we learn about this situation? Is there some useful, perhaps vital, information thatIs there some useful, perhaps vital, information that I lack?I lack? Do I truly understand the way others see theDo I truly understand the way others see the situation?situation?
    16. 16. INQUIRYINQUIRY Background: The Power of QuestionsBackground: The Power of Questions Should I consult with others before IShould I consult with others before I intervene?intervene? Inquiry deficit.Inquiry deficit.
    17. 17. INQUIRYINQUIRY Applications: Building an "InfrastructureApplications: Building an "Infrastructure for Learning"for Learning" Mohd Yunus - the story of Bangladesh'sMohd Yunus - the story of Bangladesh's Grameen BankGrameen Bank
    18. 18. INQUIRYINQUIRY TipsTips Make your question countMake your question count Remember the interrogation in not inquiryRemember the interrogation in not inquiry Lean your question towards the lightLean your question towards the light Instead of blaming, try listening more deeplyInstead of blaming, try listening more deeply
    19. 19. INQUIRYINQUIRY TipsTips Practice inquiry especially with those you hate -Practice inquiry especially with those you hate - and love.and love. Take a simple listening test.Take a simple listening test. Learn from the master mediators.Learn from the master mediators. Listen particularly to those who have no voice.Listen particularly to those who have no voice.
    20. 20. CONCIOUS CONVERSATIONCONCIOUS CONVERSATION DefinitionDefinition ““DevelopingDeveloping our awareness of the fullour awareness of the full range of choicesrange of choices about how weabout how we speakspeak andand listenlisten ““
    21. 21. CONCIOUS CONVERSATIONCONCIOUS CONVERSATION Background:Choosing How we Talk and ListenBackground:Choosing How we Talk and Listen We have a choice between how we speak and listen.We have a choice between how we speak and listen. Most of the time, conversation turns ratherMost of the time, conversation turns rather arbitrarily and unconsciously.arbitrarily and unconsciously. What distinguishes conscious conversation from mereWhat distinguishes conscious conversation from mere communication is that we are mindful of how, at thatcommunication is that we are mindful of how, at that moment, we are choosing to speak and listen.moment, we are choosing to speak and listen.
    22. 22. CONCIOUS CONVERSATIONCONCIOUS CONVERSATION Application: The Freedom of ConversationApplication: The Freedom of Conversation If we want to change the world, we have to changeIf we want to change the world, we have to change ourselves- including how we talk and listenourselves- including how we talk and listen Ground rules with the objective to create a safeGround rules with the objective to create a safe environment for open conversation are Respect,environment for open conversation are Respect, Fairness, Listening, Openness, Privacy andFairness, Listening, Openness, Privacy and CommitmentCommitment Range of discourse of the Mediator is starting withRange of discourse of the Mediator is starting with Debate, Presentation/Q&A, Discussion, Negotiation-Debate, Presentation/Q&A, Discussion, Negotiation- Interest-based and Position-based, Council,Interest-based and Position-based, Council, Dialogue- Transformational/ Inquiry-oriented andDialogue- Transformational/ Inquiry-oriented and Reflective silence.Reflective silence.
    23. 23. CONCIOUS CONVERSATIONCONCIOUS CONVERSATION TipsTips Go beyond Robert's RulesGo beyond Robert's Rules Set ground rules before you need themSet ground rules before you need them Make rules that everyone ownsMake rules that everyone owns Let go of winning argumentsLet go of winning arguments Replace abstractions with relationshipsReplace abstractions with relationships Get out of your comfort zoneGet out of your comfort zone
    24. 24. DIALOUGEDIALOUGE DefinitionDefinition “Communicating in order toCommunicating in order to catalyzecatalyze thethe human capacity forhuman capacity for bridgingbridging andand innovationinnovation.”.”
    25. 25. DIALOUGEDIALOUGE Background: Moving Beyond Either – OrBackground: Moving Beyond Either – Or Yearning is for deep, honest, inclusive andYearning is for deep, honest, inclusive and respectful dialogue.respectful dialogue. Dialogue is designed for situations in which peopleDialogue is designed for situations in which people have fundamentally different frames of reference.have fundamentally different frames of reference. Different frames of reference – World views,Different frames of reference – World views, belief systems, mind-sets or "mental models."belief systems, mind-sets or "mental models."
    26. 26. DIALOUGEDIALOUGE Background: Moving Beyond Either – OrBackground: Moving Beyond Either – Or Dialogue is a way of conversing thatDialogue is a way of conversing that Enables wide range of feelings to be expressed thanEnables wide range of feelings to be expressed than in debate.in debate. Inspires more honesty and forthrightness than otherInspires more honesty and forthrightness than other methods.methods.
    27. 27. DIALOUGEDIALOUGE Background: Moving Beyond Either – OrBackground: Moving Beyond Either – Or Avoids superficial forced compromisesAvoids superficial forced compromises Generates learning, new options and innovations.Generates learning, new options and innovations. Seeker deeper truth in each perspective.Seeker deeper truth in each perspective.
    28. 28. DIALOUGEDIALOUGE Applications: Crossing the Threshold ofApplications: Crossing the Threshold of HopeHope The level of mistrust prevents gettingThe level of mistrust prevents getting necessary work done.necessary work done. Fundamentally different frameworks areFundamentally different frameworks are causing chronic misunderstanding.causing chronic misunderstanding. Changes need to be made throughoutChanges need to be made throughout the organization or a community.the organization or a community.
    29. 29. DIALOUGEDIALOUGE Applications: Crossing the Threshold ofApplications: Crossing the Threshold of HopeHope A new strategy or project requires buildingA new strategy or project requires building shared ownership and commitment.shared ownership and commitment. You and your colleagues are recovering from aYou and your colleagues are recovering from a crisis.crisis.
    30. 30. DIALOUGEDIALOUGE Applications: Crossing the Threshold ofApplications: Crossing the Threshold of HopeHope "Dialogue is not about the physical act of talking"Dialogue is not about the physical act of talking at all, it is about minds unfolding."at all, it is about minds unfolding."
    31. 31. DIALOGUEDIALOGUE TipsTips Seek the ripple effectSeek the ripple effect Uncover assumptionsUncover assumptions Make hidden agendas visibleMake hidden agendas visible Equalize power relationshipsEqualize power relationships
    32. 32. DIALOGUEDIALOGUE TipsTips When necessary, combine dialogue with actionWhen necessary, combine dialogue with action When trust is low, rebuilt itWhen trust is low, rebuilt it Challenge arrogance with dialogueChallenge arrogance with dialogue Use respect to dissolve stereotypes.Use respect to dissolve stereotypes.
    33. 33. BRIDGINGBRIDGING DefinitionDefinition “BuildingBuilding actual partnershipsactual partnerships andand alliancesalliances thatthat cross the borders that divide and or across the borders that divide and or a community.”community.”
    34. 34. BRIDGINGBRIDGING Background: From "Them" and "Us" to "We"Background: From "Them" and "Us" to "We" Generating new information that re frames theGenerating new information that re frames the conflict more constructively.conflict more constructively. Forging a new integration that creatively synthesizesForging a new integration that creatively synthesizes two or more positions.two or more positions.
    35. 35. BRIDGINGBRIDGING Background: From "Them" and "Us" to "We"Background: From "Them" and "Us" to "We" Launching a joint inquiry that finds a previouslyLaunching a joint inquiry that finds a previously uncharted path through conflictuncharted path through conflict In the bridging process, the critical word is we.In the bridging process, the critical word is we. Some aspect of the 'them" and "us" in the conflictSome aspect of the 'them" and "us" in the conflict must be transformed into a credible and durable "we"must be transformed into a credible and durable "we"
    36. 36. BRIDGINGBRIDGING Applications: The CEO of the Future Is aApplications: The CEO of the Future Is a TeamTeam Leaders who are Mediators will outperform those whoLeaders who are Mediators will outperform those who aren't because they know how to build thearen't because they know how to build the partnerships and alliances that are key to enduringpartnerships and alliances that are key to enduring success.success. Three characteristics--- equity, transparency andThree characteristics--- equity, transparency and mutual benefit-- tremendously increase the chancemutual benefit-- tremendously increase the chance that bridging relationships that would lead tothat bridging relationships that would lead to innovation.innovation.
    37. 37. BRIDGINGBRIDGING TipsTips Build bridges one step at a time.Build bridges one step at a time. Bridge idealism and practicality.Bridge idealism and practicality. Build from the middle not only on top.Build from the middle not only on top. Think like a minority.Think like a minority.
    38. 38. BRIDGINGBRIDGING TipsTips Raise the level of the gameRaise the level of the game Learn bridging by doing itLearn bridging by doing it Think in terms of webs, not wallThink in terms of webs, not wall
    39. 39. INNOVATIONINNOVATION DefinitionDefinition ““CatalyzingCatalyzing social or entrepreneurial breakthroughssocial or entrepreneurial breakthroughs thatthat foster new optionsfoster new options for moving throughfor moving through conflicts”conflicts”
    40. 40. INNOVATIONINNOVATION Background: From "Good Idea" to Real ChangeBackground: From "Good Idea" to Real Change Innovation is more than a toolInnovation is more than a tool Innovation, a potential breakthrough, emerges fromInnovation, a potential breakthrough, emerges from carefully and creative applying all the seven precedingcarefully and creative applying all the seven preceding tools.tools. Innovators are bridging between otherwise separate,Innovators are bridging between otherwise separate, insulated worlds in order to create breakthroughinsulated worlds in order to create breakthrough innovations.innovations.
    41. 41. INNOVATIONINNOVATION Background: From "Good Idea" to RealBackground: From "Good Idea" to Real ChangeChange To become innovation, something must changeTo become innovation, something must change the way people in a conflict situation think andthe way people in a conflict situation think and act.act. It must make a difference in their lives.It must make a difference in their lives. Innovative idea,plan or process must beInnovative idea,plan or process must be adopted by those who are driving the conflict.adopted by those who are driving the conflict.
    42. 42. INNOVATIONINNOVATION Applications: Inspiring the System toApplications: Inspiring the System to ChangeChange Develop New, More Reliable InformationDevelop New, More Reliable Information Coordinate a Joint InquiryCoordinate a Joint Inquiry Integrate Compete ApproachesIntegrate Compete Approaches Create Bridging OrganizationsCreate Bridging Organizations
    43. 43. INNOVATIONINNOVATION Applications: Inspiring the System toApplications: Inspiring the System to ChangeChange Launch Collaborative ProjectsLaunch Collaborative Projects Design Better Contracts, Agreements andDesign Better Contracts, Agreements and LegislationLegislation Renew Atrophying InstitutionsRenew Atrophying Institutions Change the GameChange the Game
    44. 44. INNOVATIONINNOVATION TipsTips Don't seek the limelight.Don't seek the limelight. Practice collaboration as well as preach it.Practice collaboration as well as preach it. Emphasize co-leaders and teams rather thanEmphasize co-leaders and teams rather than individuals.individuals. Fix the process, not just the problem.Fix the process, not just the problem. Ensure that rules are fair.Ensure that rules are fair. Learn to dance.Learn to dance.
    45. 45. Learnings for Transformational ChangeLearnings for Transformational Change Raising a Conflict- Literate Generation.Raising a Conflict- Literate Generation. Learning How to Turn Conflict into an AssetLearning How to Turn Conflict into an Asset Teaching About Other WorldviewsTeaching About Other Worldviews Designing Public Spaces for DialogueDesigning Public Spaces for Dialogue Expanding the News Media's RepertoireExpanding the News Media's Repertoire
    46. 46. Learnings for Transformational ChangeLearnings for Transformational Change Using Mediator's Tools in Public ForumsUsing Mediator's Tools in Public Forums Running Healthier Political CampaignsRunning Healthier Political Campaigns Creating a Legislative Office for FacilitationCreating a Legislative Office for Facilitation Forming Mediation Teams for ConflictsForming Mediation Teams for Conflicts Creating a UN Inquiry CouncilCreating a UN Inquiry Council Working Together for a Sustainable, EquitableWorking Together for a Sustainable, Equitable FutureFuture
    47. 47. When Conflict Erupts- Guidelines in TimesWhen Conflict Erupts- Guidelines in Times of Crisisof Crisis Make time for allyMake time for ally Breathe- and protect yourselfBreathe- and protect yourself Determine your goal and focus on itDetermine your goal and focus on it Speak who is presentSpeak who is present Avoid name calling and blamingAvoid name calling and blaming
    48. 48. When Conflict Erupts- Guidelines inWhen Conflict Erupts- Guidelines in Times of CrisisTimes of Crisis Beware of self-righteousnessBeware of self-righteousness Keep you shadow in front of youKeep you shadow in front of you Listen to everything, but respond selectivelyListen to everything, but respond selectively First inquire, then fireFirst inquire, then fire Consider calling a third sideConsider calling a third side
    49. 49. When Conflict Erupts- Guidelines inWhen Conflict Erupts- Guidelines in Times of CrisisTimes of Crisis Take stock before you take sidesTake stock before you take sides Listen more, speak lessListen more, speak less Learn your adversary's "language"Learn your adversary's "language" Let you adversary know youLet you adversary know you Observe the sacred rulesObserve the sacred rules
    50. 50. CONCLUSIONCONCLUSION To transform these conflicts into opportunities,To transform these conflicts into opportunities, all that is needed is people like you and me, whoall that is needed is people like you and me, who are willing to become Mediators.are willing to become Mediators. Nothing that we do matters more than leadingNothing that we do matters more than leading through the conflicts of our time towards athrough the conflicts of our time towards a human future that truly honors the magnificenthuman future that truly honors the magnificent creation to which we all belong.creation to which we all belong.
    51. 51. THANK YOU!!!THANK YOU!!!

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