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Innovations in Intercultural leadership

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Innovations in Intercultural leadership

  1. 1. Innovations in Intercultural LeadershipThe Alice Springs Desert Leadership Program John Huigen CEO Desert Knowledge Australia
  2. 2. Working harder at old ‘solutions’ won’t work
  3. 3. New thinking new language new approaches needed
  4. 4. A new type of leadership needed
  5. 5. The peculiarity of desert /remote Australia Desert Knowledge Australia DKA Strategy Desert Leadership Guiding principles Intercultural leadership…and consequences Impact and opportunity
  6. 6. Discrete Indigenous CommunitiesAustralian Standard Geographical ClassificationRemoteness Structure 2001
  7. 7. Desert Knowledge Movement• Began late ’90s in Alice SpringsKey ideas: – Desert knowledge has value • New economies (knowledge economy) – Holistic (commercial, social, environmental) – Actively bring Aboriginal and other Australians together (new ways needed) – Whole-of-desert (cross jurisdictional) – Partnership & network model (partnerships not power) – Public/Private/Government partnerships essential
  8. 8. What do we actually do? (and why?) DREAM DETERMINE DECIDE DO Harmony = Social health Sustainability = Environmental sustainability Wealth creation = Prosperity
  9. 9. CLIMATE VARIABILITY: LIMITED LIVELIHOODS:Variability and extremes in primary Lack of diverse small business drivers (rainfall, other weather) and livelihood options SCARCE RESOURCES: SCARCE CAPITAL: Widespread low soil fertility and Low levels of financial, physical patchy natural resources and human investment SPARSE POPULATION: Sparse, mobile and patchy human population OBN REMOTENESS: Desert Leadership Distant markets, business, political centres, mental models LOCAL KNOWLEDGE: CULTURAL DIFFERENCES: Limited research, local/traditional Particular types of knowledge more important people, cultures and institutions remoteFOCUS SOCIAL UNCERTAINTY: Unpredictability in or lack of control Science of over markets, labour, policy Desert Living Program Stafford Smith & Huigen, 2009
  10. 10. Why? The need and challenge
  11. 11. An initiative of… In partnership with…
  12. 12. Approach
  13. 13. The team
  14. 14. Five guiding principles
  15. 15. Guiding principle 1: Intercultural
  16. 16. Cultural Interaction Paradigm © Mark Yettica-Paulson
  17. 17. Guiding principle 2: Systemic Science of Desert Living Program Stafford Smith & Huigen, 2009
  18. 18. UNPREDICTABLE CLIMATE: LIMITED LIVELIHOODS:Variability and extremes in primary Lack of diverse small business drivers (rainfall, other weather) and livelihood options SCARCE RESOURCES: SCARCE CAPITAL: Patchy natural resources and Low levels of financial, physical widespread low soil fertility and human investment SPARSE POPULATION: Sparse, mobile and patchy human population REMOTENESS: Distant markets, business, political centres, mental models LOCAL KNOWLEDGE: CULTURAL DIFFERENCES: Limited research, local/tradit - Particular types of people, ional knowledge more important cultures and institutions SOCIAL UNCERTAINTY: Unpredictability in or lack of control over markets, labour, policy
  19. 19. Guiding principle 3: Ethics and values
  20. 20. Vectors of Leadership/Dispositions - Synthesis vs. Analysis• Synthesis • Analysis• Building • Dissecting Logistical Strategic Tactical Diplomatic • Analysis • Synthesis • Separating • Holding Vector Ethics© Thwaites & Bartos 2007
  21. 21. Guiding principle 4:Enabling language Enabling language
  22. 22. Guiding principle 5:Action/learning Action/learning
  23. 23. Program 1: Adult Desert Leadership
  24. 24. Program partner sponsors Corporate sponsorin partnership with Place sponsor Place co-sponsors
  25. 25. Program 2: Youth Desert Leadership
  26. 26. in partnership with Sponsored by
  27. 27. Impact • Evaluation • Immediate anecdotal – individual • Group… • Community…
  28. 28. What next?
  29. 29. Contact:John HuigenCEODesert Knowledge AustraliaPh: (08) 8959 6009john.huigen@desertknowledge.com.auwww.desertknowledge.com.au/desertleadership

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