‘Leadership’, ‘management’ and other sorry excuses for treating people like crap*<br />*And a few of the nicer alternative...
What does ‘leadership’ mean to you?<br />
Leadership?<br />Can it be learned?<br /> In a classroom?<br />Is it ‘inherent’ to some?<br />Is a skill?<br />Is a qualit...
Leadership<br />...as our grandparents imagined it...<br />The Great Man Theories<br />Trait theories<br />Behaviourist th...
How does leadership relate to management?<br />
Much of what we call management is still about practical application of the old leadership ideas, in organisations.<br />i...
 Controlling
 Specialised
 Impersonal</li></li></ul><li>What do you like in a manager?<br />
Debunking management ‘truths’ #1<br />Strategise for Success!<br />Image ‘first light’ CC by eschipul on Flickr<br />
“Strategies are not tablets conceived atop mountains, to be carried down for execution; they are learned on the ground by ...
Debunking management ‘truths’ #2<br />Experts rule!<br />
Debunking management ‘truths’ #3<br />Carrots and Sticks work<br />‘The Humble Carrot’ image CC by nickwheeleroz on Flickr...
Debunking management ‘truths’ #4<br />Control: it gets things done<br />
Debunking management ‘truths’ #5<br />Risk must be managed<br />
But what if...<br />We’re ALL leaders?<br />We organise ourselves?<br />We encourage risky new ideas?<br />We plan ‘develo...
“Everywhere, life self-organizes as networks ofinterdependent relationships. When individuals discover a common interest o...
Simple? --- Complicated? --- Complex?<br />Complex:<br />Raising a child<br />Complicated:<br />Launching a rocket ship<br...
“[The] combination of shared meaning with freedom to determine one’s actions is how systems grow to be more effective and ...
The Growing Anatomy of a Human Institution<br /> Flexibility<br />Mutual Trust<br /> Autonomy<br /> Experiential Diversity...
How would you apply these ideas in your communities?<br /><ul><li> What roles can individuals play?
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'Leadership', 'management' and other sorry excuses for treating people like crap

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This is meant for a workshop-style class, so a lot of the slides simply ask questions or put ideas out there for discussion. Some slides w/ more detail can be found in this presentation: http://www.slideshare.net/ConcreteSolutions/understanding-e-campaigning

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  • Take notes on flip chart
  • RensisLikehart (1967) Behavioural Leadership Styles TypologyExploitative autocratic – manipulative dictatorBenevolent autocratic - controlParticipative - EngagementDemocratic – Challenge and VoiceAll based entirely on the individual.
  • Take notes on flip chartCan one exist without the other? Can a manager w/ no leadership abilities be a good manager? Can a leader w/ no management ability be a good leader?Where does power fit into this?
  • Take notes on flipchart
  • Strategies compartmentalise; they create job descriptions that whittle down peoples’ capabilities to a list of bullet points get us fixed on means, rather than ends (what we are doing, rather than what we hope to achieve) reduce our natural ‘adaptive resilience’ to complex change create bureaucratic mechanisms that tell us only if we’re ‘on target’ rather than actually make a difference
  • Much thinking in management and leadership is from the private sector... And to be honest, they’re getting better at practically implementing voluntary sector values than most of the voluntary orgs I’ve known...
  • The Wisdom of crowdsExperts create hierarchies&gt;&gt;&gt;SNAFU PrincipleSocial conditioning to trust people who appear to be experts (uniforms, job titles, etc.)How expertise narrows perspective by giving us 1 lens to understand the world through.Experts panels are too often homogenous groups who don’t fundamentally challenge each other
  • Show Dan Pink video
  • Trafigura – peoples’ own examples of autonomy or networks
  • Many systems of management are built on this principle – monitoring, multiple levels of sign-off, job responsibility + job title.No risk = good for assembly lines... But even then has its limits.
  • If time, show Jeremy Rifkin video
  • Note how counterintuitive this is to most models of leadership and managementAlso – draws link between participation + sustainability...
  • And we have a whole range of complex situations in the world... Not the least of which are communities!Our systems need to acknowledge and work with complexity, rather than pretend it doesn’t exist.
  • FlexibilityTrust-Based Mutual AccountabilityAutonomyExperiential DiversityPlain CommunicationSelf-reflectionRisk EmbraceVoluntary sector values... Why are we using private sector structures?No ‘template’ – practical implementation will vary drastically
  • Also mention Wisdom of Crowds, Weird Ideas that Work, Good Boss, Bad Boss...
  • 'Leadership', 'management' and other sorry excuses for treating people like crap

    1. 1. ‘Leadership’, ‘management’ and other sorry excuses for treating people like crap*<br />*And a few of the nicer alternatives<br />Liam Barrington-Bush, Concrete Solutions C.I.C.<br />@ Birkbeck College <br />25 November 2010<br />
    2. 2. What does ‘leadership’ mean to you?<br />
    3. 3. Leadership?<br />Can it be learned?<br /> In a classroom?<br />Is it ‘inherent’ to some?<br />Is a skill?<br />Is a quality?<br />Is it an ethos?<br />
    4. 4. Leadership<br />...as our grandparents imagined it...<br />The Great Man Theories<br />Trait theories<br />Behaviourist theories<br />Situational leadership<br />
    5. 5. How does leadership relate to management?<br />
    6. 6. Much of what we call management is still about practical application of the old leadership ideas, in organisations.<br />i.e.<br /><ul><li> Elitist
    7. 7. Controlling
    8. 8. Specialised
    9. 9. Impersonal</li></li></ul><li>What do you like in a manager?<br />
    10. 10. Debunking management ‘truths’ #1<br />Strategise for Success!<br />Image ‘first light’ CC by eschipul on Flickr<br />
    11. 11. “Strategies are not tablets conceived atop mountains, to be carried down for execution; they are learned on the ground by anyone who has the experience and the capacity to see the general beyond the specifics.”<br />- Henry Mintzberg (from ‘Crafting Strategy’)<br />
    12. 12. Debunking management ‘truths’ #2<br />Experts rule!<br />
    13. 13. Debunking management ‘truths’ #3<br />Carrots and Sticks work<br />‘The Humble Carrot’ image CC by nickwheeleroz on Flickr<br />A stick insect I saw in NZ<br />
    14. 14. Debunking management ‘truths’ #4<br />Control: it gets things done<br />
    15. 15. Debunking management ‘truths’ #5<br />Risk must be managed<br />
    16. 16. But what if...<br />We’re ALL leaders?<br />We organise ourselves?<br />We encourage risky new ideas?<br />We plan ‘developmentally’?<br />
    17. 17. “Everywhere, life self-organizes as networks ofinterdependent relationships. When individuals discover a common interest or passion, they organize themselves and figure out how to make things happen.”<br />- Margaret Wheatley<br />
    18. 18. Simple? --- Complicated? --- Complex?<br />Complex:<br />Raising a child<br />Complicated:<br />Launching a rocket ship<br />Simple:<br />Baking a cake<br />
    19. 19. “[The] combination of shared meaning with freedom to determine one’s actions is how systems grow to be more effective and well-ordered… People who are deeply connected to a cause don’t need directives, rewards, or leaders to tell them what to do.”<br />- Margaret Wheatley<br />
    20. 20. The Growing Anatomy of a Human Institution<br /> Flexibility<br />Mutual Trust<br /> Autonomy<br /> Experiential Diversity<br /> Plain Communications<br />Self-Reflection<br /> Risk Embrace<br />
    21. 21. How would you apply these ideas in your communities?<br /><ul><li> What roles can individuals play?
    22. 22. What roles can traditional community organisations play?
    23. 23. How would this approach change your work?</li></li></ul><li>You want more???<br />Leadership in the Age of Complexity: From Hero to Host<br />Margaret Wheatley w/ Debbie Frieze 2010<br /> Management? It’s not what you think!<br /> Henry Mintzberg, et al. Prentice Hall 2010<br />Getting to Maybe: How the world is changed<br />Frances Westley, et al. Vintage Canada 2006<br />
    24. 24. Thanks for taking part!<br />Liam Barrington-Bush<br />email: liam@concretesolutions.org.uk<br />web: www.concretesolutions.org.uk<br />twitter: @hackofalltrades<br />mobile: +44 (0) 7775732383<br />

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