Successfully reported this slideshow.
Beyond leadership     DraftV4 MP
The current state how ouror ‘leaders’ spend their time       Leader                Operational       Coach                ...
A locally determined     desired future NowActual                 Futurestate                   state         The journey
A process to equip                   leaders to                 undertake the                    ‘journey’•   Understandin...
The types of problems we          face
The balance now or where   energy is expended
Internal   • Tame problems-manager           •   Wicked problems-leader           •   Critical               problems-    ...
What the balance needs tobe to undertake the journey
•   Tame problems-managed•   Wicked    problems-    leaders•   Critical problems-commander
If we take a systemic view, we turn away from blame and away from   easy technical fixes, and to look in the social domain-...
The desired future state or how our   leaders will spend their time             Leader                            Coach   ...
To get there:Shift leadership development from:     the individual to the group/teamtheory/competence to the practice/prob...
Managing complex systemsJake Chapman
Managing complex systems      l   Work with the adaptive potential of the          system (not against it)          - Use ...
Managing complex systems      l   Work with the adaptive potential of the          system (not against it)          - Use ...
Managing complex systems      l   Work with the adaptive potential of the          system (not against it)          - Use ...
Improved               Engaged and                                                        worked with                     ...
• Developing the authentic, self aware  leader• Developing the enabling leader-  creating the conditions for success• Deve...
•   Leaders lead most effectively when they are being    themselves and true to themselves Goffee and Jones•   “The succes...
Understanding Self
Theory U
Theory UDownloading past patterns
Theory U  Downloading   past patterns   Seeingwith fresh eyes Sensingfrom the field
Theory U  Downloading   past patterns   Seeingwith fresh eyes Sensingfrom the field                      Presencing       ...
Theory U  Downloading                                    Performing by   past patterns                             operati...
Theory U  Downloading                                        Performing by    past patterns                               ...
Theory U  Downloading                                        Performing by    past patterns                               ...
Results                              Action /Behaviours           The “Thinking “ that you have / your view of the worldPa...
What we want leaders  to be doing.....
Live with and acknowledge great uncertainty  Embrace error   Seek and accept the ethical responsibility and the conflict la...
VisioningSensemaking   Leader      Relating              Inventing
...and how they will be doing it
•   Convening-the way people gather is critical to the way the system functions•   Naming the question-taking time to unde...
Beyond leadership v4 mp
Beyond leadership v4 mp
Beyond leadership v4 mp
Upcoming SlideShare
Loading in …5
×

Beyond leadership v4 mp

390 views

Published on

A work in progress developing a learning journey

Published in: Education
  • Be the first to comment

  • Be the first to like this

Beyond leadership v4 mp

  1. 1. Beyond leadership DraftV4 MP
  2. 2. The current state how ouror ‘leaders’ spend their time Leader Operational Coach Management
  3. 3. A locally determined desired future NowActual Futurestate state The journey
  4. 4. A process to equip leaders to undertake the ‘journey’• Understanding self• enabling others• collaborating for improvement
  5. 5. The types of problems we face
  6. 6. The balance now or where energy is expended
  7. 7. Internal • Tame problems-manager • Wicked problems-leader • Critical problems- External commander
  8. 8. What the balance needs tobe to undertake the journey
  9. 9. • Tame problems-managed• Wicked problems- leaders• Critical problems-commander
  10. 10. If we take a systemic view, we turn away from blame and away from easy technical fixes, and to look in the social domain-in building capacity to collaborate effectively on wicked problems Jeff Conklin
  11. 11. The desired future state or how our leaders will spend their time Leader Coach Operational Management
  12. 12. To get there:Shift leadership development from: the individual to the group/teamtheory/competence to the practice/problem the retreat to the frontline
  13. 13. Managing complex systemsJake Chapman
  14. 14. Managing complex systems l Work with the adaptive potential of the system (not against it) - Use attractorsJake Chapman
  15. 15. Managing complex systems l Work with the adaptive potential of the system (not against it) - Use attractors l Discover what works by making interventions and observing effects - create a learning systemJake Chapman
  16. 16. Managing complex systems l Work with the adaptive potential of the system (not against it) - Use attractors l Discover what works by making interventions and observing effects - create a learning system l Foster innovation and novelty and then select the changes that are in the right direction - an evolutionary approachJake Chapman
  17. 17. Improved Engaged and worked with External Self-aware Leader A proactivelearning setting Enabled Internal Team
  18. 18. • Developing the authentic, self aware leader• Developing the enabling leader- creating the conditions for success• Developing the space making and conducting leader-a context where meaning can emerge through dialogue
  19. 19. • Leaders lead most effectively when they are being themselves and true to themselves Goffee and Jones• “The success of an intervention depends on the interior condition of the intervenor.” Bill O’ Brien
  20. 20. Understanding Self
  21. 21. Theory U
  22. 22. Theory UDownloading past patterns
  23. 23. Theory U Downloading past patterns Seeingwith fresh eyes Sensingfrom the field
  24. 24. Theory U Downloading past patterns Seeingwith fresh eyes Sensingfrom the field Presencing connecting to Source
  25. 25. Theory U Downloading Performing by past patterns operating from the whole Seeing Prototyping the new bywith fresh eyes linking head, heart, hand Sensing Crystallizingfrom the field vision and intention Presencing connecting to Source
  26. 26. Theory U Downloading Performing by past patterns operating from the whole suspending embodying Seeing Open Prototyping the new bywith fresh eyes Mind linking head, heart, handredirecting enacting Open Sensing Heart Crystallizing from the field vision and intention letting go Open letting come Will Presencing connecting to Source
  27. 27. Theory U Downloading Performing by past patterns operating from the whole suspending embodying Seeing Open Prototyping the new bywith fresh eyes Mind linking head, heart, handredirecting enacting Open Sensing Heart Crystallizing from the field vision and intention letting go Open letting come Will Presencing connecting to Source Who is my Self? What is my Work?
  28. 28. Results Action /Behaviours The “Thinking “ that you have / your view of the worldPast – Prejudices/experiences Future – What outcomes do I attitudes / past evidence want / how do I deliver them ? Self Background conversations / Self awareness awareness Background commitments
  29. 29. What we want leaders to be doing.....
  30. 30. Live with and acknowledge great uncertainty Embrace error Seek and accept the ethical responsibility and the conflict laden interpersonal circumstancesthat attend goal setting Evaluate the present in the light of the anticipated future and commit themselves to actionsthat respond to such long range anticipation Live with role stress Be open to changes in commitment and direction suggested by changes in the conjecturedpictures of the future, and by the evaluation of ongoing activities
  31. 31. VisioningSensemaking Leader Relating Inventing
  32. 32. ...and how they will be doing it
  33. 33. • Convening-the way people gather is critical to the way the system functions• Naming the question-taking time to understand the quest that matters• Initiating new conversations for learning-beyond alignment to real learning• Sticking with strategies of engagement and consent-effect change through dialogue• Designing strategies that support local choice

×