This document discusses leading complex organizational change through connecting wisdom, unleashing adaptability, and fostering interaction. It addresses both technical and adaptive challenges in change processes. Technical challenges involve known solutions and linear change, while adaptive challenges require new behaviors and cyclic change approaches. The document advocates prototyping changes, using collaborative processes like clusters and communities to generate solutions, and focusing on collective intelligence and shared learning to enable positive and sustainable organizational change.
Building a thriving leadership incubatorChris Jansen
Workshop at INTASE Leadership Conference in Singapore April 2014 - the principles and practices of designing and facilitating large scale leadership incubators.
Chris Jansen (www.Ideacreation.org) - "Leadership concepts"Chris Jansen
This presentation was made with a group of Chinese leaders and professors from universities in China who were in New Zealand on a study tour at Canterbury University
Building a thriving leadership incubatorChris Jansen
Workshop at INTASE Leadership Conference in Singapore April 2014 - the principles and practices of designing and facilitating large scale leadership incubators.
Chris Jansen (www.Ideacreation.org) - "Leadership concepts"Chris Jansen
This presentation was made with a group of Chinese leaders and professors from universities in China who were in New Zealand on a study tour at Canterbury University
Christchurch - a leadership incubator? Dec 2014Chris Jansen
A presentation exploring innovative approaches to leadership, inter-agency collaboration and government - community partnership emerging in post-quake Christchurch
SCIRT Lunch and Learn session: Changing leadership 2013Chris Jansen
A 30 minute presentation to SCIRT (Strengthening Christchurch Infrastructure Rebuild Team) on the changing nature of leadership. See www.ideacreation.org for more information.
Genesis Group China - Leadership development keynote 2013Chris Jansen
This is a presentation that I have just made at four large HR forums in Beijing, Shanghai, Nanjing and Guangshou in China. As you can see on the slides it was all translated into Mandarin as the audience of 300 were all Chinese speakers. What a wonderfully rich cultural experience!
Developing professional learning communities through Appreciative InquiryChris Jansen
Appreciative Inquiry as a powerful tool for positive change in organisations, networks and communities - INTASE Leadership Conference Singapore April 2014
2013 EARCOS #3 Shifting toxic culture to ownership cultureChris Jansen
Workshop #3 of 4 at the East Asian Regional Council of Overseas Schools Leadership Conference in Bangkok in November 2013 – over 1000 principals and leaders of international schools from throughout Asia.
Chris Jansen (www.Ideacreation.org) - "To all the edupreneurs"Chris Jansen
A keynote address co-delivered with Dr Cheryl Doig at AISA (African International Schools Association) Leadership Conference in Johannesburg, South Africa in 2012.
Weaving collaboration: Exploring new possibilities in post-quake CanterburyChris Jansen
Presentation with Dr Billy O'Steen at the Shirley Papanui Community Leadership Day in Christchurch on May 9th 2014...fantastic group of 80 passionate leaders across this part of Christchurch, Kia kaha!
Using Vertical Development in a complex and unpredictable world Kate Pilgrim
Summarising MDV Consulting’s White Paper: ‘What in the world is going on?’ – a guide to using vertical development or adult development to foster leaders capable of thriving in a world of increased complexity and unpredictability. Sets out the background to our modern world, key capacities and capabilities needed to thrive in complexity and volatility and examples of developmental practices and habits for leadership capacity building.
Leading in these tough times is not easy. What worked in the past doesn't help us. New capabilities can enable leaders to work with increasingly unpredictable conditions with confidence.
Learning to draw on multiple perspectives helps us solve complex and complicated problems.
It comes down to developing relationships, optimizing interactions and outcomes. How we talk can expand our leadership in positive ways.
www.ccl.org/Transformations
Transformations is a tool for human development based in the work of Bill Torbert & Elaine Herdman Barker in partnership with the Center for Creative Leadership.
Webinar Series Archive is here: http://www.leadingeffectively.com/leadership-explorer/introductory-webinars-for-explorers-and-essentials/
The five that Peter Senge identifies are said to be converging to innovate learning organizations. They are:
1. Systems thinking
2. Personal mastery
3. Mental models
4. Building shared vision
5. Team learning
He adds to this recognition that people are agents, able to act upon the structures and systems of which they are a part. All the disciplines are, in this way, ‘concerned with a shift of mind from seeing parts to seeing wholes, from seeing people as helpless reactors to seeing them as active participants in shaping their reality, from reacting to the present to creating the future’ (Senge 1990: 69). It is to the disciplines that we will now turn.
Systems thinking – the cornerstone of the learning organization
A great virtue of Peter Senge’s work is the way in which he puts systems theory to work. The Fifth Discipline provides a good introduction to the basics and uses of such theory – and the way in which it can be brought together with other theoretical devices in order to make sense of organizational questions and issues. Systemic thinking is the conceptual cornerstone (‘The Fifth Discipline’) of his approach.
Christchurch - a leadership incubator? Dec 2014Chris Jansen
A presentation exploring innovative approaches to leadership, inter-agency collaboration and government - community partnership emerging in post-quake Christchurch
SCIRT Lunch and Learn session: Changing leadership 2013Chris Jansen
A 30 minute presentation to SCIRT (Strengthening Christchurch Infrastructure Rebuild Team) on the changing nature of leadership. See www.ideacreation.org for more information.
Genesis Group China - Leadership development keynote 2013Chris Jansen
This is a presentation that I have just made at four large HR forums in Beijing, Shanghai, Nanjing and Guangshou in China. As you can see on the slides it was all translated into Mandarin as the audience of 300 were all Chinese speakers. What a wonderfully rich cultural experience!
Developing professional learning communities through Appreciative InquiryChris Jansen
Appreciative Inquiry as a powerful tool for positive change in organisations, networks and communities - INTASE Leadership Conference Singapore April 2014
2013 EARCOS #3 Shifting toxic culture to ownership cultureChris Jansen
Workshop #3 of 4 at the East Asian Regional Council of Overseas Schools Leadership Conference in Bangkok in November 2013 – over 1000 principals and leaders of international schools from throughout Asia.
Chris Jansen (www.Ideacreation.org) - "To all the edupreneurs"Chris Jansen
A keynote address co-delivered with Dr Cheryl Doig at AISA (African International Schools Association) Leadership Conference in Johannesburg, South Africa in 2012.
Weaving collaboration: Exploring new possibilities in post-quake CanterburyChris Jansen
Presentation with Dr Billy O'Steen at the Shirley Papanui Community Leadership Day in Christchurch on May 9th 2014...fantastic group of 80 passionate leaders across this part of Christchurch, Kia kaha!
Using Vertical Development in a complex and unpredictable world Kate Pilgrim
Summarising MDV Consulting’s White Paper: ‘What in the world is going on?’ – a guide to using vertical development or adult development to foster leaders capable of thriving in a world of increased complexity and unpredictability. Sets out the background to our modern world, key capacities and capabilities needed to thrive in complexity and volatility and examples of developmental practices and habits for leadership capacity building.
Leading in these tough times is not easy. What worked in the past doesn't help us. New capabilities can enable leaders to work with increasingly unpredictable conditions with confidence.
Learning to draw on multiple perspectives helps us solve complex and complicated problems.
It comes down to developing relationships, optimizing interactions and outcomes. How we talk can expand our leadership in positive ways.
www.ccl.org/Transformations
Transformations is a tool for human development based in the work of Bill Torbert & Elaine Herdman Barker in partnership with the Center for Creative Leadership.
Webinar Series Archive is here: http://www.leadingeffectively.com/leadership-explorer/introductory-webinars-for-explorers-and-essentials/
The five that Peter Senge identifies are said to be converging to innovate learning organizations. They are:
1. Systems thinking
2. Personal mastery
3. Mental models
4. Building shared vision
5. Team learning
He adds to this recognition that people are agents, able to act upon the structures and systems of which they are a part. All the disciplines are, in this way, ‘concerned with a shift of mind from seeing parts to seeing wholes, from seeing people as helpless reactors to seeing them as active participants in shaping their reality, from reacting to the present to creating the future’ (Senge 1990: 69). It is to the disciplines that we will now turn.
Systems thinking – the cornerstone of the learning organization
A great virtue of Peter Senge’s work is the way in which he puts systems theory to work. The Fifth Discipline provides a good introduction to the basics and uses of such theory – and the way in which it can be brought together with other theoretical devices in order to make sense of organizational questions and issues. Systemic thinking is the conceptual cornerstone (‘The Fifth Discipline’) of his approach.
By Kevin Burns at ProductCamp Twin Cities 2016
We've heard of agile coaches but what about product coaches? We'll talk about what makes a great coach and how you might apply coaching concepts to leading product teams.
This talk will includes concepts related to:
• Child vs adult learning styles
• Four Types of Learners
• Socratic Method
• Scientific Management vs Servant Leadership
• The Zen Master, Phil Jackson
• Shu Ha Ri
• Edward Deming
Taking the next step: Building Organisational Co-design CapabilityPenny Hagen
A presentation on building organisational co-design capability, shared as part of Master Class for Design 4 Social Innovation Conference in Sydney, 2014. http://design4socialinnovation.com.au/
For a little more context on the slides and the handout used as the basis for discussion in the MasterClass see: http://www.smallfire.co.nz/2014/10/22/building-organisational-co-design-capability/
Team Formation in Design Thinking, It's Importance and Challengessahayevelina
Team formation in Design Thinking is an important aspect. Diverse Design teams are highly productive. Team Formation, Design Teams, Importance and Challenges in Team formation, Assigning of task in Design teams , different roles of design thinkers, Team diversity etc.
Meetup creative design literature philosophy methodology frameworkKai Bruns
Overview of 16 texts within the Design Thinking literature with examples of how to think of design thinking as innovation methodology or philosophy with concrete examples how to translate insights from literature into the teaching and training of design thinking abilities, skills and methods.
Learning Analytics for Holistic Improvement ALASI 2014Ruth Deakin Crick
Presentation on holistic improvement and learning analytics using hierarchical proess modellling at the Australian Learning Analytics Summer School 2014
Similar to AISA Leadership Retreat Ghana - Leading complex change 2013 (20)
Co-Design for innovation - Keynote address @ SSPA (Social Service Providers A...Chris Jansen
An opportunity to share the co-design processes we are developing at www.leadershiplab.co.nz and their application in several case studies - Grow Waitaha, the LinC Project and the Leading Collaborative Partnerships programme
LinC Project: Parlimentary Select Committee to Mental Health Social ServicesChris Jansen
This presentation firstly focussed on an "outside view" such as the LinC Project objectives, deliverables and outcomes before moving to an "inside view" as a summary of emerging learning from the LinC Project Case Study including the benefits of collaborative funding, governance, delivery and evaluation
http://www.leadershiplab.co.nz/current-projects/linc-leadership-in-communities-project-2015-2016/
http://www.lincproject.org.nz/projects
Developing the leadership of our peers through asking them "expanding questions" rather than just problem solving and giving advice.....not easy but very powerful! #ELC15Bangkok @IdeacreationNZ
ELC 2015 Innovative Leadership Development pre conference workshop slidesChris Jansen
One day pre-conference workshop at EARCOS Leadership Conference in Bangkok Nov 2015. Co-facilitating with Brian O'Maoileoin, Primary Principal from United World College (Singapore - Dover).
2013 EARCOS #1 Designing a change initiative: Leveraging the cynefin frameworkChris Jansen
Workshop #1 of 4 at the East Asian Regional Council of Overseas Schools Leadership Conference in Bangkok in November 2013 – over 1000 principals and leaders of international schools from throughout Asia.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
4. The connected world
Extending beyond current
knowledge base, industry and
thinking
Structure & support systems
Leadership engagement
Partnering with learners
Ongoing conversation
www.thinkbeyond.co.nz
5. Herrmann’s Whole Brain Processing
Model…
Purpose logic):
Picture:
Where does this
idea come from?
What is the big
picture of this
change?
Plan:
Part to Play:
How will I organise
resources &
planning?
How will my team
feel about all this?
9. Your change focus…
Business Process, growth and partnerships
Collaboration
Teacher Practice
Developing PLCs, PLTs, coaching models to examine practice (self
and peer) and teachers as agents of change
Raising teachers' expectations for their students
Curriculum/Pedagogy
Using student work (data) to inform instruction.
curriculum and assessment change/alignment
Concept based learning
Digital classrooms
Students
learners self-assessment and review
Influencing other leaders
9
16. Moving into new territory
www.thinkbeyond.co.nz
www.thinkbeyond.co.nz
17. Can I lead positive and sustainable
change…?
17
18. Context
Shifting
Context
BAU
A history of 70-80% failure
Why? Threat?
Opportunity?
Shifting
Context
New BAU
Positive and
sustainable
change?
Where?
…are we heading
to?
A road map for leading change
How?…do we
design our
journey?
www.ideacreation.org
Who?...do
we collaborate
with?
What?…steps
do we take?
18
19. Technical challenges
“can be solved with knowledge and procedures
already at hand”
Requires leader to identify priorities, project manage and
ensure stakeholder engagement
Adaptive challenges
“embedded in social complexity, require behaviour change
and are rife with unintended consequences‟
Requires leader to do all of the above and generate
and trial multiple solutions
19
20. Technical change (linear)
Pre-planned
and predictable
steps
Proven solution
Fine-tune
and embed
Roll out
Scale up
Train
Adopt proven ideas
Need and vision
21. Adaptive change (cyclic)
Scale up
Assess responses
and fine-tune
Pilot Launch multiple
experiments
Foster collective
intelligence
Need and vision
AI…
27. It’s not about luck, it’s
about what you do
with the luck when
you get it.
It IS about different
behaviours not
different
circumstances.
www.thinkbeyond.co.nz
Collins and Hansen
29. Your successful change story
How did it come about?
What was the result?
Who else was involved?
What was your role?
What was fulfilling about the project?
Why did you find it so engaging?
What specific leadership actions were the
most effective?
How did team members become engaged in the process?
What were the key factors that led to this initiative being
successful?
37. Collective Intelligence
Explains a groups performance on a wide variety of
tasks
Collective intelligence
is not strongly
correlated with the
average of maximum
individual intelligence
of group members
Factors that were important:
•
•
average social sensitivity (the ability to read and understand
the emotion of others) of group members,
the quality in distribution of conversational turn-taking.
Ringleb, Rock, Conser - “NeuroLeadership in 2010”
38. Watercooler Meetings: Rapid Cycles of
Learning Design Accountability
Everyone in the team answers 3 questions
Champion keeps things on track and works to minimise
obstacles. Team members make commitments in front
of peers. Observers can observe!
41. Review Meetings
• Not a recount
• What worked, what didn’t,
lessons learnt, next steps
• Cross function/team sharing
back
• Whole team, participates
• Team summary: keep – stop
–start
42. minutes of fame – what are
you doing?
to talk – answer questions
for others to record
ideas/detail to celebrate
www.thinkbeyond.co.nz
44. TRIZ
• Speak the
unspeakable and get
skeletons out of the
closet
• Make space for
innovation
• Lay the ground for
creative destruction
by doing the hard
work in a fun way
• Build trust by acting
to remove barriers
45. TRIZ
How can we develop a
cluster that wastes time
and doesn’t meet the
future needs of our
students, our schools or
our communities?
48. Create
How am I, and how
are we, going to stop
doing this in order
for this cluster to
achieve the best
possible outcomes?
Be as concrete as you
can.
50. Our drive to action, our will
to act, should be driven by what
we say we value and believe.
If a practice is suggested from
outside, our first question
should be WHY? - How will
doing this, using this practice,
help us achieve what we say
we value?
WHAT?
Pressure from outside should
be worked through the “WHY?
process?”
HOW?
WHY?
As we explore new practices
we should constantly reflect
on how well it enables
us to achieve what we value.
Adapted from Julia Atkin, 1999 used by Cheryl Doig with permission
51. Deepening Collaboration
Sharing of resources and information
Attending workshops and conferences together – external connections
Common staff development across departments/schools – embedded in organisations
Celebrating focused success – sharing sessions eg Ignite, peer sharing
Inquiry processes such as learning walks, coaching
Strategic
PRINCIPLES – WHAT WILL WE PUT IN PLACE TO SUPPORT COLLABORATION?
Sustained
LEVERAGE
Surface
VISIBLE SIGNS – HOW WILL THIS BE VISIBLE?
Alignment of practices, systems and documentation – review of current alignment
Networking – internally, other schools, businesses and global projects
Focus – on things worth collaborating on
Shared language – dialogue grows understanding
Celebration, sharing and growing of expertise
Planning and co-creating ideas and programs together
VISION – WHY WOULD WE WANT TO COLLABORATE?
Understanding the strengths and tensions of the team
Surfacing the elephants in the room that make collaboration detrimental
Shared goals, values and vision – and professional learning linked to this
Why is it urgent? Why now? Why these partners?
52. Involved in setting
evaluation criteria
Now what?
Student
Council
Congruence
Knowledge
cafes
Inquiry
groupings
NZC
Why is this
important?
Learner
Voice
School Policy
on Learning
Online
student
forum
Class
wiki
Termly feedback survey
What does not align
with this?
Are you sure it is really
happening?