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SURVIVING	
  DURING	
  CHANGE	
  &	
  TURBULENCE	
  
PRESENTER:	
  SAMUEL	
  NJENGA	
  
	
  
AGENDA  

Perspec'ves	
  for	
  a	
  
Changing	
  World	
  	
  
	
  
Complexity	
  	
  
&	
  	
  
Anxiety	
  
Self-­‐
differen'a'on	
  
§  Murray	
  Bowen	
  and	
  Family	
  Systems	
  Theory	
  
§  OrganizaIons	
  are	
  emoIonal	
  spaces	
  
§  OrganizaIon	
  characterized	
  by	
  constant	
  movements	
  to	
  
find	
  stability	
  	
  
§  These	
  movements	
  while	
  created	
  by	
  the	
  need	
  to	
  manage	
  
anxiety	
  also	
  create	
  anxiety	
  
§  Unmanaged,	
  anxiety	
  can	
  lead	
  to	
  STUCKNESS	
  
PERSPECTIVES  FOR  A  CHANGING  WORLD  
Anxiety	
  can	
  be	
  triggered…	
  
	
  
§  Change	
  of	
  leaders	
  
§  OrganizaIonal	
  restructuring	
  	
  
§  ShorSall	
  in	
  the	
  budget	
  or	
  revenue	
  
§  Large	
  Projects	
  
§  Audit	
  and	
  report	
  sessions	
  
§  Influx	
  of	
  new	
  members	
  
§  Loss	
  of	
  members	
  
§  Significant	
  changes	
  announced	
  
§  Exclusion	
  from	
  important	
  decisions	
  
COMPLEXITY	
  AND	
  ANXIETY	
  
Symptoms	
  of	
  chronic	
  anxiety-­‐	
  stuckness	
  
• ReacIvity	
  
• Herding	
  	
  
• Blame-­‐	
  scapegoaIng	
  
• Quick	
  fix	
  mentality	
  
• Lack	
  of	
  well	
  differenIated	
  leadership	
  
• PreoccupaIon	
  with	
  past	
  successes	
  
• Fixing	
  image	
  and	
  percepIon	
  rather	
  than	
  ‘the	
  problem’.	
  	
  
COMPLEXITY	
  AND	
  ANXIETY	
  
The	
  collec've/	
  
dominant	
  
stories	
  of	
  an	
  
organisa'on	
  
Self	
  
differen'ated	
  
leadership	
  
Followership	
  
Measurements	
  
Structure	
  
The	
  leadership	
  role	
  
• Leadership	
  is	
  an	
  interacIve	
  relaIonship	
  between	
  
individuals.	
  	
  
• Learning	
  to	
  lead	
  does	
  not	
  mean	
  learning	
  methods	
  
to	
  change	
  yourself	
  to	
  fit	
  a	
  leadership	
  role.	
  Rather	
  it	
  
means	
  learning	
  how	
  to	
  bring	
  more	
  of	
  who	
  you	
  truly	
  
are.	
  (Short,	
  1991,	
  p.	
  viii).	
  
• Thus,	
  leadership	
  is	
  more	
  about	
  clarity	
  of	
  self	
  than	
  it	
  
is	
  about	
  technique	
  or	
  data.	
  
SELF-­‐DIFFERENTIATION	
  
Short,	
  R	
  (1991)	
  cited	
  in	
  hJp://www.jimforce.ca/Differen'atedLeadership.pdf	
  
Self-­‐differenIated	
  presence	
  
1.  having	
  clarity	
  about	
  one's	
  own	
  life	
  principles,	
  
vision	
  and	
  goals,	
  
2.  being	
  able	
  to	
  remain	
  calm	
  in	
  the	
  presence	
  of	
  
others'	
  anxiety	
  and	
  reacIvity,	
  
3.  being	
  separate	
  while	
  being	
  connected	
  
SELF-­‐DIFFERENTIATION	
  
Email: njengasammy@gmail.com
Cell: 0820871962

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SURVIVING CHANGE AND TURBULENCE

  • 1. SURVIVING  DURING  CHANGE  &  TURBULENCE   PRESENTER:  SAMUEL  NJENGA    
  • 2.
  • 3. AGENDA   Perspec'ves  for  a   Changing  World       Complexity     &     Anxiety   Self-­‐ differen'a'on  
  • 4. §  Murray  Bowen  and  Family  Systems  Theory   §  OrganizaIons  are  emoIonal  spaces   §  OrganizaIon  characterized  by  constant  movements  to   find  stability     §  These  movements  while  created  by  the  need  to  manage   anxiety  also  create  anxiety   §  Unmanaged,  anxiety  can  lead  to  STUCKNESS   PERSPECTIVES  FOR  A  CHANGING  WORLD  
  • 5. Anxiety  can  be  triggered…     §  Change  of  leaders   §  OrganizaIonal  restructuring     §  ShorSall  in  the  budget  or  revenue   §  Large  Projects   §  Audit  and  report  sessions   §  Influx  of  new  members   §  Loss  of  members   §  Significant  changes  announced   §  Exclusion  from  important  decisions   COMPLEXITY  AND  ANXIETY  
  • 6. Symptoms  of  chronic  anxiety-­‐  stuckness   • ReacIvity   • Herding     • Blame-­‐  scapegoaIng   • Quick  fix  mentality   • Lack  of  well  differenIated  leadership   • PreoccupaIon  with  past  successes   • Fixing  image  and  percepIon  rather  than  ‘the  problem’.     COMPLEXITY  AND  ANXIETY  
  • 7.
  • 8. The  collec've/   dominant   stories  of  an   organisa'on   Self   differen'ated   leadership   Followership   Measurements   Structure  
  • 9. The  leadership  role   • Leadership  is  an  interacIve  relaIonship  between   individuals.     • Learning  to  lead  does  not  mean  learning  methods   to  change  yourself  to  fit  a  leadership  role.  Rather  it   means  learning  how  to  bring  more  of  who  you  truly   are.  (Short,  1991,  p.  viii).   • Thus,  leadership  is  more  about  clarity  of  self  than  it   is  about  technique  or  data.   SELF-­‐DIFFERENTIATION   Short,  R  (1991)  cited  in  hJp://www.jimforce.ca/Differen'atedLeadership.pdf  
  • 10. Self-­‐differenIated  presence   1.  having  clarity  about  one's  own  life  principles,   vision  and  goals,   2.  being  able  to  remain  calm  in  the  presence  of   others'  anxiety  and  reacIvity,   3.  being  separate  while  being  connected   SELF-­‐DIFFERENTIATION