11. 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
12. The desired future state or how our
leaders will spend their time
Leader
Coach
Operational
Management
13. To get there:
Shift leadership development from:
the individual to the group/team
theory/competence to the practice/problem
the retreat to the frontline
15. Managing complex systems
l Work with the adaptive potential of the
system (not against it)
- Use attractors
Jake Chapman
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
Jake Chapman
17. 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 approach
Jake Chapman
18. Improved Engaged and
worked with
External
Self-aware
Leader
A proactive
learning setting
Enabled
Internal Team
19. • 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
20. • 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
26. Theory U
Downloading
past patterns
Seeing
with fresh eyes
Sensing
from the field
27. Theory U
Downloading
past patterns
Seeing
with fresh eyes
Sensing
from the field
Presencing
connecting to Source
28. Theory U
Downloading Performing by
past patterns operating from the whole
Seeing Prototyping the new by
with fresh eyes linking head, heart, hand
Sensing Crystallizing
from the field vision and intention
Presencing
connecting to Source
29. Theory U
Downloading Performing by
past patterns operating from the whole
suspending embodying
Seeing
Open Prototyping the new by
with fresh eyes Mind linking head, heart, hand
redirecting enacting
Open
Sensing Heart Crystallizing
from the field vision and intention
letting go Open letting come
Will
Presencing
connecting to Source
30. Theory U
Downloading Performing by
past patterns operating from the whole
suspending embodying
Seeing
Open Prototyping the new by
with fresh eyes Mind linking head, heart, hand
redirecting 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?
31. Results
Action /Behaviours
The “Thinking “ that you have / your view of the world
Past – Prejudices/experiences Future – What outcomes do I
attitudes / past evidence want / how do I deliver them ?
Self
Background conversations / Self awareness
awareness
Background commitments
33. Live with and acknowledge great uncertainty
Embrace error
Seek and accept the ethical responsibility and the conflict laden interpersonal circumstances
that attend goal setting
Evaluate the present in the light of the anticipated future and commit themselves to actions
that respond to such long range anticipation
Live with role stress
Be open to changes in commitment and direction suggested by changes in the conjectured
pictures of the future, and by the evaluation of ongoing activities
36. • 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
