Session 4 batch2

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Session 4 batch2

  1. 1. SESSION 4COMMON PURPOSE 1
  2. 2. INTERACTIVE SESSION 2
  3. 3. THE MODEL 3
  4. 4. 4
  5. 5. WHAT DOES THE ‘MODEL’ HAVETO DO WITH LEADERSHIP? 5
  6. 6. RECAP SESSIONS 1 TO 3• Social Change (v/s charity)• Technical / Adaptive changes• Root Cause Analysis• Systems Thinking 6
  7. 7. HOW IS THE LDP AN ILLUSTRATION OFADAPTIVE/ TRANSFORMATIONAL LEADERSHIP ? 7
  8. 8. RECAP SESSIONS 1 TO 3• Citizenship (Citoyenneté + Civisme)• JFK Speech 8
  9. 9. Community ValueCitizenshipBelieving in a process whereby an individual and/or group become responsibly connected to the community and to society through some activity. 9
  10. 10. WHAT HAPPENS WHENCOMMUNITIES ARE DESTROYED?WHAT CAN BE DONE TOMITIGATE THE CONSEQUENCES? 10
  11. 11. COLLABORATIONCollaboration – The social changemodel defines collaboration as:• working together toward common goals / common purposes• by sharing responsibility, authority, and accountability in achieving these goals. 11
  12. 12. COLLABORATIONNot to be confused with…• Competition – Work hard to do better than others• Co-operation – helps each party to achieve its own individual goals, not common goals• Compromise – involves a party losing something in order to accomplish goals 12
  13. 13. DIVERSITYDiversity is an essential partof collaboration 13
  14. 14. MAKINGCOLLABORATION WORK• Building trust• Communicating• Our destinies are inter-related 14
  15. 15. COLLABORATION and ADAPTIVE Leadership• Collaboration on technical problems• Collaboration on adaptive challenges• Adapt your own behaviour• ‘Victims’ have to adapt too 15
  16. 16. DOES THE PREVAILINGELITIST VIEW OFLEADERSHIP ENCOURAGECOLLABORATION? 16
  17. 17. WHAT IS THE LINKBETWEEN LEADERSHIPAND HIERARCHY /AUTHORITY ? 17
  18. 18. HOW DO WE DEFINELEADERSHIP ? 18
  19. 19. WHY DO PEOPLESUPPORT THIS ELITISTMODEL OF LEADERSHIP ? 19
  20. 20. AFTER SESSIONS 1 - 3• Do you have a clearer picture of what the LDP is about?• What were your expectations from the LDP?• Has your understanding of Leadership changed?• Do you feel you have started to change?• Ideas for growing the leadership network 20
  21. 21. DISCUSSION QUESTIONS 21
  22. 22. SESSION 4COMMON PURPOSE 22
  23. 23. OBJECTIVES OF SESSION 4• By the end of this session, participants will be able to: – Describe the three key components of Common Purpose – Engage others within a group to generate shared Visions, Aims and Values – Identify or Develop Common Purpose within groups that they are part of – analyze the role of common purpose within other aspects of the Social Change Model of Leadership Development 23
  24. 24. WHAT IS COMMON PURPOSE? 24
  25. 25. COMMON PURPOSE• Common Purpose has 3 key components: – its occurrence within groups – its presence in shared visions, aims, and values – and its role in working with others. 25
  26. 26. COMMON PURPOSE 1 - GroupsWhat is a Group? – Groups contain more than just a single person – Groups strive to achieve a certain purpose or goal – Groups involve some sort of interaction, cooperation, or commitment to the common goal 26
  27. 27. COMMON PURPOSE2 – shared Vision, Aims, ValuesDefinitions• Vision: What is the group’s ideal future?• Aims: Why does the group exist?• [Core] Values: How do group members agree to treat themselves and each other 27
  28. 28. COMMON PURPOSE 2 – shared Vision, Aims, ValuesCP is a Steadying and Bonding Force if• it has truly originated from the group• the group is truly invested in that common purpose• it is fully embraced by all members of a group, not just its ‘leaders’. 28
  29. 29. COMMON PURPOSE 3 – Working Together• Decision making: 6 methods, depending on context, the type of decision, and time available for discussion – Decision by authority without discussion – Decision by authority after discussion – Expert member – Average members’ opinions – Majority control – Minority control 29
  30. 30. COMMON PURPOSE 3 – Working TogetherDecision making – Consensus – ALL team members have been given the opportunity to share their thoughts – ALL are comfortable with the decision – ALL are willing to support its implementation (Rayner, 1996). – Does not necessarily imply that everyone is satisfied – Can be a very difficult thing to achieve – Is not necessarily always the best option ! 30
  31. 31. COMMON PURPOSERelated Concepts :• Personalized vision• Socialized vision• Consensus 31
  32. 32. COMMON PURPOSERelated Concepts (1)• Personalized vision - Created when the “person in charge” comes up with their own vision or plan and passes it on to other group members or subordinates. 32
  33. 33. COMMON PURPOSERelated Concepts (2)• Socialized vision - Constructed when group members collectively contribute toward developing their group’s purpose and aims. 33
  34. 34. COMMON PURPOSERelated Concepts (3)• Consensus - Method of group decision- making in which all group members have had the opportunity to voice their concerns and are comfortable enough with the decision to support its implementation, regardless of whether all or most group members fully agree with the decision (Rayner, 1996). 34
  35. 35. COMMON PURPOSEChallenges• A person’s inflexibility with engaging others in their own personalized vision.• A group becoming paralyzed within the process of developing a socialized vision.• Regularly revolving memberships make it difficult to keep the group’s vision and common purpose meaningful. 35
  36. 36. LINKS WITH THE 6 C’S 36
  37. 37. The Model 37
  38. 38. INTERACTIVE SESSION 38
  39. 39. BREAK 39
  40. 40. INTERACTIVE SESSION 40
  41. 41. INTERACTIVE SESSION 41
  42. 42. LIST 10 KEY SOCIALPURPOSES INDIVIDUALLY 42
  43. 43. • Assume that your team is the newly-elected cabinet of ministers• List 10 common purposes on which the cabinet would work• Choose TWO top priority purposes• What is currently being done proactively with respect to these two purposes ?• What is currently being done reactively with respect to these two purposes ?• What should be done? 43
  44. 44. • Each group will identify one rapporteur and one observer• The rapporteur will present the two key common purposes identified as well as what is being / should be done about them• The observer will present the process through which the common purposes were identified and prioritized as well as how consensus was achieved 44
  45. 45. Q&AFEEDBACK 45

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