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©2014 Center for Creative Leadership. All rights reserved.
CCL Points of View:
Leadership Development
Charles J. Palus PhD...
©2014 Center for Creative Leadership. All rights reserved.
CCL Points of View:
Leadership Development
Dialogue
DAC Model
R...
Leadership
Essentials™
Chat
As you study the image, enter the following in the chat box
to All Participants:
• The number of the image.
• What do...
1
4
7
2 3
5 6
8 9
1
2
3
4
5
6
7
8
9
1
4
7
2 3
5 6
8 9
Chat
As you study the image, enter the following in the chat box
to All Participants:
• The number of the image.
• What do...
©2014 Center for Creative Leadership. All rights reserved.
CCL Points of View:
Leadership Development
Dialogue
DAC Model
R...
©2014 Center for Creative Leadership. All rights reserved.
CCL Points of View:
Leadership Development
Dialogue
DAC Model
R...
Whether or not you
are a formal
leader, you are
most probably
engaged in the
process of
leadership.
*”Group” refers to any type of collective, e.g., a team, an organization, a work group, or a community.
Leadership is a so...
© 2014 Center for Creative Leadership. All Rights Reserved.© 2015 Center for Creative Leadership. All Rights Reserved.
The...
© 2014 Center for Creative Leadership. All Rights Reserved.© 2015 Center for Creative Leadership. All Rights Reserved.
The...
© 2014 Center for Creative Leadership. All Rights Reserved.© 2015 Center for Creative Leadership. All Rights Reserved.
The...
© 2014 Center for Creative Leadership. All Rights Reserved.© 2015 Center for Creative Leadership. All Rights Reserved.
The...
© 2014 Center for Creative Leadership. All Rights Reserved.© 2015 Center for Creative Leadership. All Rights Reserved.
The...
©2014 Center for Creative Leadership. All rights reserved.
PERSPECTIVE OPPORTUNITY DILEMMA
DAC as outcomes of
leadership
A...
©2014 Center for Creative Leadership. All rights reserved.©2014 Center for Creative Leadership. All rights reserved.
Appli...
Society
Organization
Group
Individual
DIRECTION
Impact increases as DAC is held among many.
“Zooming”
“From close-in
to
fu...
©2014 Center for Creative Leadership. All rights reserved.
To what degree has the team generated DAC thus far?
Very Little...
©2014 Center for Creative Leadership. All rights reserved.
CCL Points of View:
Leadership Development
Dialogue
DAC Model
R...
©2014 Center for Creative Leadership. All rights reserved.
DAC as Ontology
Direction-alignment-commitment leadership ontol...
Relational leadership ontology (“sociology”)
Leadership is an emergent property of relations (Denis,
Langley & Sergi, 2012...
Leadership: the production of direction, alignment, and commitment among
people with shared work.
Leaders: the individuals...
http://cop.ccl.org/connected/
©2014 Center for Creative Leadership. All rights reserved.
CCL Points of View:
Leadership Development
Dialogue
DAC Model
R...
2010 Center for Creative Leadership. All rights reserved.
Research
1988
2010 Center for Creative Leadership. All rights reserved.
Research
2012 Center for Creative Leadership. All rights reserved.
Lessons of Experience
The LOE research program is guided by one...
Lessons
Shifts in ….
Experiences
Memorable events that
influence a person’s approach to
leading & managing
Knowledge
Skill...
2012 Center for Creative Leadership. All rights reserved.
70-20-10
Coursework
and Training
Developmental
Relationships
Ch...
2012 Center for Creative Leadership. All rights reserved.
70-20-10
Assessment for Development
2012 Center for Creative Leadership. All rights reserved.
Horizontal
move
TurnaroundBosses &
superiors
New
Initiative
Inc...
2012 Center for Creative Leadership. All rights reserved.
The Plus Two’s
Personal
Experiences
Stakeholder
Engagements
Eth...
“Success and Derailment” research was also part of this major
project. Derailment refers to the phenomenon of managers get...
• We can help leaders grow by
creating experiences for them
to stretch, fail, and learn.
• We can grow leaders quicker
by ...
©2014 Center for Creative Leadership. All rights reserved.
CCL Points of View:
Leadership Development
Dialogue
DAC Model
R...
©2014 Center for Creative Leadership. All rights reserved.
CCL Points of View:
Leadership Development
Dialogue
DAC Model
R...
Leadership: the production of direction, alignment, and commitment among
people with shared work.
Leaders: the individuals...
The Evolution of Leadership Cultures
Leadership is a
collective activity
Leadership emerges out of
individual expertise an...
Contact:
David Magellan Horth
Chuck Palus
Lyndon Rego
Leadership Metaphor Explorer™ at
www.leadingeffectively.com/leadersh...
© 2009 Center for Creative Leadership. All Rights Reserved.
How is DAC created in different cultures?
How do we achieve
ag...
©2014 Center for Creative Leadership. All rights reserved.
CCL Points of View:
Leadership Development
Dialogue
DAC Model
R...
Vertical Development:
The evolution of minds and cultures
in an interdependent world
Charles J. (Chuck) Palus PhD
CCL Seni...
The challenges we face …
… require human transformation.
Layers of Development
©2014 Center for Creative Leadership. All rights reserved.
• Children develop in dramatic steps or “stages” (Jean
Piaget)
...
©2014 Center for Creative Leadership. All rights reserved.
Development = Horizontal + Vertical
Vertical Development: Growi...
©2014 Center for Creative Leadership. All rights reserved.
Developmental movement from one stage to the next
is often driven by limitations in the current stage.
• People are frustr...
© 2016 Center for Creative Leadership. All rights reserved.
Toward Interdependent Leadership
Independent
Division competen...
©2014 Center for Creative Leadership. All rights reserved.
─ Coaching / mentoring
─ Dialogue / difficult conversations / d...
Reflect:
When in your life did you first see yourself as an adult.
Or, when did others first see you as an adult.
Choose:
...
Reflect:
What is happening in your life right now that might
influence your further development?
Choose:
One card --
that ...
Transformations™
is
a tool for discerning key patterns in your
life, individually and together in groups,
organizations, a...
Transformations™
is
Two sets of cards and a User’s Guide:
1. Life Logics (84 cards)
2. Catalysts (50 cards)
An interactive...
Contact:
David Magellan Horth
Chuck Palus
Lyndon Rego
Transformations™ at www.ccl.org/Transformations
Seven Transformations (Action Logics)
of Adulthood: Growing “Up”
Rooke, D., & Torbert, W. R. (2005, April). Seven transfor...
From Transformations in Leadership © Dr. Edward J. Kelly 2014
“Leaps in evolution usually occur in a manner of “transcending and
including,” not by wiping out what came before.
For ins...
©2014 Center for Creative Leadership. All rights reserved.
Vertical Development is Both
Individual and Cultural
Leadership...
© 2009 Center for Creative Leadership. All Rights Reserved.
How is DAC created in different cultures?
How do we achieve
ag...
Leadership is a
collective activity
Leadership
emerges out of
individual
expertise and
heroic action
People in
authority
a...
From: William R. Torbert. Listening into the Dark: An Essay Testing the Validity and Efficacy of
Collaborative Development...
“Collaborative Developmental Action Inquiry (CDAI) (Torbert, 1976, 1991;
Torbert & Associates, 2004; Torbert & Livne-Taran...
Reading List: Vertical Development / Transformation
http://cop.ccl.org/connected/connect/foundational-bibliography-
on-rel...
©2014 Center for Creative Leadership. All rights reserved.
CCL Points of View:
Leadership Development
Dialogue
DAC Model
R...
CCL Points of View on Leadership Development Through the Lens of Relational Leadership
CCL Points of View on Leadership Development Through the Lens of Relational Leadership
CCL Points of View on Leadership Development Through the Lens of Relational Leadership
CCL Points of View on Leadership Development Through the Lens of Relational Leadership
CCL Points of View on Leadership Development Through the Lens of Relational Leadership
CCL Points of View on Leadership Development Through the Lens of Relational Leadership
CCL Points of View on Leadership Development Through the Lens of Relational Leadership
CCL Points of View on Leadership Development Through the Lens of Relational Leadership
CCL Points of View on Leadership Development Through the Lens of Relational Leadership
CCL Points of View on Leadership Development Through the Lens of Relational Leadership
CCL Points of View on Leadership Development Through the Lens of Relational Leadership
CCL Points of View on Leadership Development Through the Lens of Relational Leadership
CCL Points of View on Leadership Development Through the Lens of Relational Leadership
CCL Points of View on Leadership Development Through the Lens of Relational Leadership
CCL Points of View on Leadership Development Through the Lens of Relational Leadership
CCL Points of View on Leadership Development Through the Lens of Relational Leadership
CCL Points of View on Leadership Development Through the Lens of Relational Leadership
CCL Points of View on Leadership Development Through the Lens of Relational Leadership
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CCL Points of View on Leadership Development Through the Lens of Relational Leadership

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CCL Points of View on Leadership Development Through the Lens of Relational Leadership featuring Chuck Palus, CCL Senior Fellow. This is a special session for new CCL coaches and associates in Europe, Middle East and Africa. The topics include Dialogue, DAC Model, Relational Leadership, Lessons of Experience, ACS Model, Leadership Culture and Vertical Development.
Streaming recording link at https://ccl.webex.com/ccl/lsr.php?RCID=2ccc9bea43e943ff869ade36d413a2d1

Published in: Leadership & Management
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CCL Points of View on Leadership Development Through the Lens of Relational Leadership

  1. 1. ©2014 Center for Creative Leadership. All rights reserved. CCL Points of View: Leadership Development Charles J. Palus PhD Senior Fellow palusc@ccl.org Theoretical Roots Applied Practice Opportunities and Dilemmas
  2. 2. ©2014 Center for Creative Leadership. All rights reserved. CCL Points of View: Leadership Development Dialogue DAC Model Relational Leadership Lessons of Experience ACS Model Leadership Culture Vertical Development
  3. 3. Leadership Essentials™
  4. 4. Chat As you study the image, enter the following in the chat box to All Participants: • The number of the image. • What does this image say about shared direction, mutual alignment, and personal commitment – any or all of these? Reflect How do you define the word leadership? Choose an image that says or represents something important about how you define leadership.
  5. 5. 1 4 7 2 3 5 6 8 9
  6. 6. 1
  7. 7. 2
  8. 8. 3
  9. 9. 4
  10. 10. 5
  11. 11. 6
  12. 12. 7
  13. 13. 8
  14. 14. 9
  15. 15. 1 4 7 2 3 5 6 8 9
  16. 16. Chat As you study the image, enter the following in the chat box to All Participants: • The number of the image. • What does this image say about shared direction, mutual alignment, and personal commitment – any or all of these? Reflect How do you define the word leadership? Choose an image that says or represents something important about how you define leadership.
  17. 17. ©2014 Center for Creative Leadership. All rights reserved. CCL Points of View: Leadership Development Dialogue DAC Model Relational Leadership Lessons of Experience ACS Model Leadership Culture Vertical Development
  18. 18. ©2014 Center for Creative Leadership. All rights reserved. CCL Points of View: Leadership Development Dialogue DAC Model Relational Leadership Lessons of Experience ACS Model Leadership Culture Vertical Development
  19. 19. Whether or not you are a formal leader, you are most probably engaged in the process of leadership.
  20. 20. *”Group” refers to any type of collective, e.g., a team, an organization, a work group, or a community. Leadership is a social process that enables individuals to work together as a cohesive group* to produce collective results. The leadership process is effective when it generates three crucial outcomes: Direction Alignment Commitment
  21. 21. © 2014 Center for Creative Leadership. All Rights Reserved.© 2015 Center for Creative Leadership. All Rights Reserved. The Outcomes of Leadership Direction: Agreement in the group on overall goals
  22. 22. © 2014 Center for Creative Leadership. All Rights Reserved.© 2015 Center for Creative Leadership. All Rights Reserved. The Outcomes of Leadership Direction: Agreement in the group on overall goals Alignment: Coordinated work within the group
  23. 23. © 2014 Center for Creative Leadership. All Rights Reserved.© 2015 Center for Creative Leadership. All Rights Reserved. The Outcomes of Leadership Direction: Agreement in the group on overall goals Commitment: Mutual responsibility for the group Alignment: Coordinated work within the group
  24. 24. © 2014 Center for Creative Leadership. All Rights Reserved.© 2015 Center for Creative Leadership. All Rights Reserved. The Outcomes of Leadership Direction: Agreement in the group on overall goals Commitment: Mutual responsibility for the group Alignment: Coordinated work within the group
  25. 25. © 2014 Center for Creative Leadership. All Rights Reserved.© 2015 Center for Creative Leadership. All Rights Reserved. The Outcomes of Leadership What does it look like when one aspect is missing? Coordinated, facing same way but lacking energy • Promises without delivery • People not helping each other • Only easy things get done Dedicated, bought in, but uncoordinated • Duplication of effort • People unintentionally negating each others work • Things inadvertently falling through the cracks Willing cooperation but lacks purpose • Teams going nowhere fast • People uncertain about what they are trying to achieve together • People feel pulled in different directions
  26. 26. ©2014 Center for Creative Leadership. All rights reserved. PERSPECTIVE OPPORTUNITY DILEMMA DAC as outcomes of leadership A cross-context way of assessing whether leadership is happening If it’s not happening, tell me how to improve DAC production. DAC impacts collective results (but so do other factors) Doesn’t make leadership synonymous with results How can we say we have effective leadership if we aren’t achieving results? DAC is produced through the interactions of people with shared work A way of seeing that all leadership is shared leadership Are you promoting participative or democratic forms of leadership? A wide variety of social processes can produce DAC Expands the possibilities when it comes to producing leadership Aren’t you diluting the distinctiveness of leadership as a concept? Opportunities and Dilemmas
  27. 27. ©2014 Center for Creative Leadership. All rights reserved.©2014 Center for Creative Leadership. All rights reserved. Application: Putting DAC to Work • Improving Group Processes: Monitoring and improving leadership (DAC) in teams • Empowering People to Act: Encouraging all people to see their role in producing DAC • Crafting New Leadership Practices: Developing leadership beliefs and practices that better enable the production of DAC in the face of complex challenges
  28. 28. Society Organization Group Individual DIRECTION Impact increases as DAC is held among many. “Zooming” “From close-in to furthest-out”
  29. 29. ©2014 Center for Creative Leadership. All rights reserved. To what degree has the team generated DAC thus far? Very Little A great deal DIRECTION 1 2 3 4 5 6 7 8 9 10 ALIGNMENT 1 2 3 4 5 6 7 8 9 10 COMMITMENT 1 2 3 4 5 6 7 8 9 10 What did the team do collectively to produce direction, alignment, or commitment (DAC)? What did I do to contribute to the production of DAC? What can the team do going forward to better produce DAC? What can I do going forward to better contribute to the production of DAC? Group Processes: DAC Debrief
  30. 30. ©2014 Center for Creative Leadership. All rights reserved. CCL Points of View: Leadership Development Dialogue DAC Model Relational Leadership Lessons of Experience ACS Model Leadership Culture Vertical Development
  31. 31. ©2014 Center for Creative Leadership. All rights reserved. DAC as Ontology Direction-alignment-commitment leadership ontology Longer-term Collective Outcomes Direction, Alignment, Commitment Individual Leadership Beliefs Collective Leadership Beliefs Leadership Practices Leadership Culture Context Drath et al., 2008.
  32. 32. Relational leadership ontology (“sociology”) Leadership is an emergent property of relations (Denis, Langley & Sergi, 2012). Leadership is a relational process of shared sense- making and meaning-making (Bill Drath, The Deep Blue Sea, 2001). Individual leadership ontology (“psychology”) In its simplest form leadership is a tripod—a leader or leaders, followers, and a common goal they want to achieve. (Warren Bennis, 2007).
  33. 33. Leadership: the production of direction, alignment, and commitment among people with shared work. Leaders: the individuals actively creating or guiding the production of direction, alignment, and commitment. Leadership practices: the actions and routines intentionally deployed in the organization (or in certain subgroups) to create the leadership outcomes of shared direction, alignment, and commitment. Leadership beliefs: the taken-for-granted assumptions, beliefs, and values widely shared in the organization (or in certain subgroups) that determine and justify the leadership practices. Leadership culture: the mutually reinforcing web of these leadership beliefs and practices, as they are held, tested, and evolved over time in an organization or other community. Followers: participants in the leadership culture, though with different roles that vary dramatically depending on the type of culture. “Changing Our Minds About Leadership”
  34. 34. http://cop.ccl.org/connected/
  35. 35. ©2014 Center for Creative Leadership. All rights reserved. CCL Points of View: Leadership Development Dialogue DAC Model Relational Leadership Lessons of Experience ACS Model Leadership Culture Vertical Development
  36. 36. 2010 Center for Creative Leadership. All rights reserved. Research 1988
  37. 37. 2010 Center for Creative Leadership. All rights reserved. Research
  38. 38. 2012 Center for Creative Leadership. All rights reserved. Lessons of Experience The LOE research program is guided by one question: What are the processes by which executives learn, grow, and change over the course of their careers? The assumption underlying this question is that leadership is learned.
  39. 39. Lessons Shifts in …. Experiences Memorable events that influence a person’s approach to leading & managing Knowledge Skill Level Attitudes Behavior Values Lessons of Experience
  40. 40. 2012 Center for Creative Leadership. All rights reserved. 70-20-10 Coursework and Training Developmental Relationships Challenging Assignments 20 1070 What we’ve learned about learning…
  41. 41. 2012 Center for Creative Leadership. All rights reserved. 70-20-10
  42. 42. Assessment for Development
  43. 43. 2012 Center for Creative Leadership. All rights reserved. Horizontal move TurnaroundBosses & superiors New Initiative Increased job scope The Basic Five
  44. 44. 2012 Center for Creative Leadership. All rights reserved. The Plus Two’s Personal Experiences Stakeholder Engagements Ethical Dilemmas Mistakes Crossing Cultures Crises
  45. 45. “Success and Derailment” research was also part of this major project. Derailment refers to the phenomenon of managers getting off track in their expected career progression through demotion or hitting a plateau. Through this research, we were able to understand what contributes to derailment and to help managers learn to avoid it. A study of the reasons for derailment in Europe was conducted later. Derailment
  46. 46. • We can help leaders grow by creating experiences for them to stretch, fail, and learn. • We can grow leaders quicker by helping them learn faster. www.leadingeffectively.com/leadership-explorer/about-experience-explorer
  47. 47. ©2014 Center for Creative Leadership. All rights reserved. CCL Points of View: Leadership Development Dialogue DAC Model Relational Leadership Lessons of Experience ACS Model Leadership Culture Vertical Development
  48. 48. ©2014 Center for Creative Leadership. All rights reserved. CCL Points of View: Leadership Development Dialogue DAC Model Relational Leadership Lessons of Experience ACS Model Leadership Culture Vertical Development
  49. 49. Leadership: the production of direction, alignment, and commitment among people with shared work. Leaders: the individuals actively creating or guiding the production of direction, alignment, and commitment. Leadership practices: the actions and routines intentionally deployed in the organization (or in certain subgroups) to create the leadership outcomes of shared direction, alignment, and commitment. Leadership beliefs: the taken-for-granted assumptions, beliefs, and values widely shared in the organization (or in certain subgroups) that determine and justify the leadership practices. Leadership culture: the mutually reinforcing web of these leadership beliefs and practices, as they are held, tested, and evolved over time in an organization or other community. Followers: participants in the leadership culture, though with different roles that vary dramatically depending on the type of culture. “Changing Our Minds About Leadership”
  50. 50. The Evolution of Leadership Cultures Leadership is a collective activity Leadership emerges out of individual expertise and heroic action People in authority are responsible for leadership Palus, C.J. McGuire, J.B., & Ernst, C. (2012). Developing interdependent leadership. In The Handbook for Teaching Leadership: Knowing, Doing, and Being. Snook, S., Nohria, N. & Khurana, R. (Eds.). Sage Publications with the Harvard Business School. Chapter 28, 467-492.
  51. 51. Contact: David Magellan Horth Chuck Palus Lyndon Rego Leadership Metaphor Explorer™ at www.leadingeffectively.com/leadership-explorer/category/metaphor/
  52. 52. © 2009 Center for Creative Leadership. All Rights Reserved. How is DAC created in different cultures? How do we achieve agreement on direction? How do we coordinate our work so that all fits together? How do we maintain commitment to the collective?
  53. 53. ©2014 Center for Creative Leadership. All rights reserved. CCL Points of View: Leadership Development Dialogue DAC Model Relational Leadership Lessons of Experience ACS Model Leadership Culture Vertical Development
  54. 54. Vertical Development: The evolution of minds and cultures in an interdependent world Charles J. (Chuck) Palus PhD CCL Senior Fellow 06 December 2016
  55. 55. The challenges we face … … require human transformation.
  56. 56. Layers of Development
  57. 57. ©2014 Center for Creative Leadership. All rights reserved. • Children develop in dramatic steps or “stages” (Jean Piaget) • Adults continue to develop in stages (Lawrence Kohlberg, Bob Kegan, Bill Torbert) • Adults can become increasingly more mature as they “grow up” and develop “bigger minds.” • Our adult stage of development affects how we think and act at work and at home – our “action logics.” • There are at least seven such transformations possible in adulthood. Adult Development
  58. 58. ©2014 Center for Creative Leadership. All rights reserved. Development = Horizontal + Vertical Vertical Development: Growing abilities to think and act in complex, systemic, and interdependent ways. Earned through life experience. It’s about how you think. Horizontal Development: Adding knowledge, skills, and competencies. Transmitted from experts. It’s about what you think. The first step in helping leaders develop for a complex world is to acknowledge that there are really two types of leadership development: horizontal and vertical. Petrie, N. (2014). Vertical leadership development, Part 1: Developing leaders for a complex world. Center for Creative Leadership. White Paper.
  59. 59. ©2014 Center for Creative Leadership. All rights reserved.
  60. 60. Developmental movement from one stage to the next is often driven by limitations in the current stage. • People are frustrated by situations, dilemmas, or challenges in their lives. • It causes them to experience the limits of their current way of thinking. • It is in an area of their life that they care about deeply. • There is sufficient support that enables them to persist in the face of the anxiety and conflict. Drivers of Vertical Development
  61. 61. © 2016 Center for Creative Leadership. All rights reserved. Toward Interdependent Leadership Independent Division competent My Technical mastery Solve Problems Analytic, debate Advocacy selling Being Right Agile Achievers Compromise, cooperate Reliable Performer Interdependent Enterprise competent Our Adaptive learning Face Dilemmas, Polarities Both-And, dialogue Inquiry learning Multiple right answers Inter-systemic Strategists Creative collaborator Integrating Transformer *Achieving independent competence AND collective capabilities
  62. 62. ©2014 Center for Creative Leadership. All rights reserved. ─ Coaching / mentoring ─ Dialogue / difficult conversations / deep listening ─ Action-reflection learning ─ Stretch assignments / mistakes / failures ─ Polarity thinking ─ Systems perspective ─ Network awareness ─ Mindfulness ─ Whole life integration ─ Societal-level engagement ─ Culture change / strategic evolution *** START HERE Methods of Vertical Development
  63. 63. Reflect: When in your life did you first see yourself as an adult. Or, when did others first see you as an adult. Choose: Three cards -- One card that captures something about how you thought and acted when you first became an adult. One for how you think and act now. One about possibilities for your future self.
  64. 64. Reflect: What is happening in your life right now that might influence your further development? Choose: One card -- that captures something about this reflection.
  65. 65. Transformations™ is a tool for discerning key patterns in your life, individually and together in groups, organizations, and communities.
  66. 66. Transformations™ is Two sets of cards and a User’s Guide: 1. Life Logics (84 cards) 2. Catalysts (50 cards) An interactive tool for exploring life journeys: From?  Here!  to There?!
  67. 67. Contact: David Magellan Horth Chuck Palus Lyndon Rego Transformations™ at www.ccl.org/Transformations
  68. 68. Seven Transformations (Action Logics) of Adulthood: Growing “Up” Rooke, D., & Torbert, W. R. (2005, April). Seven transformations of leadership. Harvard Business Review, 66–77. Alchemical – Integrates material, spiritual, and societal transformations Transforming – Generates organizational and personal transformations Redefining – Reframes complex problems in unique ways Achiever – Driven by personal and team achievement Expert – Focuses on logic and expertise Diplomat – Wants to belong and fit in Opportunist – Wins for self in any way possible
  69. 69. From Transformations in Leadership © Dr. Edward J. Kelly 2014
  70. 70. “Leaps in evolution usually occur in a manner of “transcending and including,” not by wiping out what came before. For instance, the evolution to the developmental level of a single- cell organism did not wipe out molecules, but included them into a greater order of complexity. Rational thought did not eliminate emotion, but included it into a greater developmental level of consciousness. Industrial societies did not wipe out agriculture, but transcended agriculture into greater levels of efficiency and prosperity. If we’re going to truly evolve, we do so by including and integrating what came before into something greater, not by wiping it out.” --Mark Manson, markmanson.net/ken-wilber Transcend & Include
  71. 71. ©2014 Center for Creative Leadership. All rights reserved. Vertical Development is Both Individual and Cultural Leadership culture is the set of shared beliefs and values for setting shared direction, alignment, and commitment. What does good leadership look like around here? Who are exemplary leaders? How do we talk to each other? What are our norms around power, and inter-personal safety? How do we make decisions, engage conflict, give and receive feedback?
  72. 72. © 2009 Center for Creative Leadership. All Rights Reserved. How is DAC created in different cultures? How do we achieve agreement on direction? How do we coordinate our work so that all fits together? How do we maintain commitment to the collective?
  73. 73. Leadership is a collective activity Leadership emerges out of individual expertise and heroic action People in authority are responsible for leadership Alchemical Transforming Redefining Achiever Expert Diplomat Opportunist Cultural Beliefs Individual Action Logics+
  74. 74. From: William R. Torbert. Listening into the Dark: An Essay Testing the Validity and Efficacy of Collaborative Developmental Action Inquiry for Describing and Encouraging Transformations of Self, Society, and Scientific Inquiry. INTEGRAL REVIEW, June 2013, Vol. 9, No. 2. 264-299.
  75. 75. “Collaborative Developmental Action Inquiry (CDAI) (Torbert, 1976, 1991; Torbert & Associates, 2004; Torbert & Livne-Tarandach, 2009) is a meta paradigm of scientific inquiry that integrates first-person, adult spiritual inquiry and consciousness development in the emerging present with second-person, transformational, mutuality-seeking political action inquiry over a lifetime, and third-person, inter-generational, objectivity-seeking social scientific inquiry and its effects. In other words … “ William R. Torbert Listening into the Dark: An Essay Testing the Validity and Efficacy of Collaborative Developmental Action Inquiry for Describing and Encouraging Transformations of Self, Society, and Scientific Inquiry. INTEGRAL REVIEW, June 2013, Vol. 9, No. 2. 264-299.
  76. 76. Reading List: Vertical Development / Transformation http://cop.ccl.org/connected/connect/foundational-bibliography- on-relational-leadership-at-ccl/ Cook-Greuter, Susanne (2013). Nine Levels Of Increasing Embrace In Ego Development: A Full-Spectrum Theory Of Vertical Growth And Meaning Making. Kegan, Robert. (1994). In over our heads: The demands of modern life. Cambridge, MA: Harvard University Press. McCauley, C. D., Drath, W. H., Palus, C. J., O’Connor, P. M., & Baker, B. A. (2006). The use of constructive-developmental theory to advance the understanding of leadership. The Leadership Quarterly, 17(6), 634-653. McGuire, J., Palus, C. J., & Torbert, W. R. (2007). Toward interdependent organizing and researching. Handbook of collaborative management research, 123-142. Palus, C. J., & Drath, W. H. (1995). Evolving Leaders. A Model for Promoting Leadership Development in Programs. Center for Creative Leadership. Palus, C. J., Harrison, S., & Prasad, J. (2015). Developing relational leadership in Africa. In K. G. Schuyler (Ed.), Creative Social Change:Leadership for a Healthy World. International Leadership Association.
  77. 77. ©2014 Center for Creative Leadership. All rights reserved. CCL Points of View: Leadership Development Dialogue DAC Model Relational Leadership Lessons of Experience ACS Model Leadership Culture Vertical Development

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