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) - "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
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) - "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.
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) - "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!
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
The difference between aligned and misaligned teams/organization, is the difference between average and excellent. When strategies are misaligned with culture, organizations and businesses pay extremely high price.
Aligned teams happen to be innovative, perform faster and better in the changing environment.
Leaders and entrepreneurs need to be able to create safe environment – platforms, where the collective intelligence emerges, people align and continuously innovate.
The Diamond Leadership is a simple co-creative guide that puts in one place the tools and practices that liberate innovation and align teams in organizations.
It will assist you to create cohesion in your team where creativity and innovation are natural states of functioning?
We've all heard the rhetoric. The future is uncertain and complex. We can’t do it alone, and collaboration is critical. The only way to succeed is to learn as quickly as possible through experimentation, which means getting comfortable with failure.
But what does this mean in practice? If this were easy, there wouldn’t be so many pundits telling everyone else to do it.
Learning effectively through experimentation requires specific muscles and mindsets, which take time and practice to develop. Even if your group is already comfortable jumping into the unknown and learning by doing, a little bit of structure and discipline can go a long way in helping you do so successfully.
Eugene Eric Kim and Alison Lin will share their evolving public domain frameworks and tools for supporting effective experiments. They’ll then talk about the work they continue to do with the Social Transformation Project (STP) supporting experiments focusing on internal operational challenges and effective network collaboration. They’ll be joined by Jodie Tonita and Eden Kidane of STP, who will get real about what’s worked, and what hasn’t, and what’s coming next.
7 SEVEN "7 levels of DIAMOND LEADERSHIP INQUIRYViktor Kunovski
The difference between aligned and misaligned teams/organization, is the difference between average and excellent. When strategies are misaligned with culture, organizations and businesses pay extremely high price.
Aligned teams happen to be innovative, perform faster and better in the changing environment.
Leaders and entrepreneurs need to be able to create safe environment – platforms, where the collective intelligence emerges, people align and continuously innovate.
The Diamond Leadership is a simple co-creative guide that puts in one place the tools and practices that liberate innovation and align teams in organizations.
It will assist you to create cohesion in your team where creativity and innovation are natural states of functioning?
Global Leadership: Why being networked mattersCheryl Doig
This presentation explores some ways in which educational leaders are extending their networks and looking beyond their own systems in order to lead for the future. It uses the ACEL Leadership Capability Framework as the basis to explore innovation, partnerships and networks in more depth.
This plenary address, by Cheryl Doig and Chris Jansen, at the AISA Leadership Retreat in Ghana explores some of the trends that leaders should be aware of in order to lead in the future. It challenges us to be creative and challenging educators.
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.
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) - "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!
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
The difference between aligned and misaligned teams/organization, is the difference between average and excellent. When strategies are misaligned with culture, organizations and businesses pay extremely high price.
Aligned teams happen to be innovative, perform faster and better in the changing environment.
Leaders and entrepreneurs need to be able to create safe environment – platforms, where the collective intelligence emerges, people align and continuously innovate.
The Diamond Leadership is a simple co-creative guide that puts in one place the tools and practices that liberate innovation and align teams in organizations.
It will assist you to create cohesion in your team where creativity and innovation are natural states of functioning?
We've all heard the rhetoric. The future is uncertain and complex. We can’t do it alone, and collaboration is critical. The only way to succeed is to learn as quickly as possible through experimentation, which means getting comfortable with failure.
But what does this mean in practice? If this were easy, there wouldn’t be so many pundits telling everyone else to do it.
Learning effectively through experimentation requires specific muscles and mindsets, which take time and practice to develop. Even if your group is already comfortable jumping into the unknown and learning by doing, a little bit of structure and discipline can go a long way in helping you do so successfully.
Eugene Eric Kim and Alison Lin will share their evolving public domain frameworks and tools for supporting effective experiments. They’ll then talk about the work they continue to do with the Social Transformation Project (STP) supporting experiments focusing on internal operational challenges and effective network collaboration. They’ll be joined by Jodie Tonita and Eden Kidane of STP, who will get real about what’s worked, and what hasn’t, and what’s coming next.
7 SEVEN "7 levels of DIAMOND LEADERSHIP INQUIRYViktor Kunovski
The difference between aligned and misaligned teams/organization, is the difference between average and excellent. When strategies are misaligned with culture, organizations and businesses pay extremely high price.
Aligned teams happen to be innovative, perform faster and better in the changing environment.
Leaders and entrepreneurs need to be able to create safe environment – platforms, where the collective intelligence emerges, people align and continuously innovate.
The Diamond Leadership is a simple co-creative guide that puts in one place the tools and practices that liberate innovation and align teams in organizations.
It will assist you to create cohesion in your team where creativity and innovation are natural states of functioning?
Global Leadership: Why being networked mattersCheryl Doig
This presentation explores some ways in which educational leaders are extending their networks and looking beyond their own systems in order to lead for the future. It uses the ACEL Leadership Capability Framework as the basis to explore innovation, partnerships and networks in more depth.
This plenary address, by Cheryl Doig and Chris Jansen, at the AISA Leadership Retreat in Ghana explores some of the trends that leaders should be aware of in order to lead in the future. It challenges us to be creative and challenging educators.
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.
Transforming our image through a compass of critical librarianship - opening keynote for the annual Wisconsin Association of Academic Libraries Conference (2015), Nicole Pagowsky
FRAME an Energized Approach to Adaptive Change, Smart Process AND Lasting Res...Deb Nystrom
As presented for the March 27, 2014 KM Solutions Showcase™ Conference:
Arlington, Virginia, USA
People are innately social, so why not use innately social methods to empower informal and formal knowledge management practices? Learn how to FRAME an approach to adaptive, people centered change and knowledge management. The session will include Open Space Technology (OST), a flexible, energy-led method useful for problem solving as well as learning, providing timely, KM friendly results. If you aspire to an organizational culture that values giving and shared learning, then review this OST-assisted session set of slides for insights.
Cambridge Social Innovation Presentation social innovation meetup [autosaved]Jeanette Sjoberg
+Acumen is the largest social sector online learning platform in the world. The Cambridge Social Innovation Hub was founded to create space for social entrepreneurs to learn skills that help serve themselves and people better. This presentation was given to another meetup group in Cambridge, CamCreatives, to showcase the last course we ran - "Human Centred Design for Social Innovation" - a creative and collaborative problem solving technique that promotes divergent and convergent thinking, contribution from interdisciplinary skilled people (complete strangers) and a chosen design challenge where a product or service is always developed on the back of the course. It's all about mindsets and moving from a fixed mindset to a growth mindset, empowering people. Anyone can be a change maker and anyone can be a social entrepreneur. An entrepreneur is someone that creates opportunities from resources that are already available. A social entrepreneur is one that additionally aims and delivers social impact.
ELF14 Leading positive and sustainable change Chris Jansen UCSmartNet
Education Leaders Forum - Enhancing Learning Culture, 21&22 August 2014 Christchurch
Leading positive and sustainable change
From cynicism and disillusionment to optimism and hope.
Experiencing Appreciative Inquiry tools and processes.
Reflections on design in the Scottish GovernmentLesley Thomson
Presentation given at the Service Design in Government conference in London on 20 March 2015.
Over the past couple of years, a number of teams across the Scottish Government have used a design approach in various areas of policy development and service delivery. We wanted to evaluate how design has contributed to this ‘Scottish Approach’ to government. Are there aspects of design that compliment and challenge our current approach? Where does design differ from the improvement methodology? We also wanted to reflect on the conditions needed for a successful design project.
Building institutions of excellence 11 april 2015 effective bureaucraciesPatrick McNamara
I just returned from India where I supported UNDP (United Nations Development Programme) and the Indian government training department in their efforts to create government “institutions of excellence” across an immense country that is the world’s third largest economy.
I was impressed by the dedicated, bright, enthusiastic Indian government and UNDP staff who were always up for a challenge. Both institutions are poised to help India move toward being a middle income country, while addressing human development and environmental sustainability (not just economic development).
I saw common themes that appear in many bureaucracies, perhaps exacerbated by cultural influences:
Waiting for others to do something rather than feeling empowered to initiate
Taking time to get “out of the box”
Wanting more support for insightful innovations
Needing to work beyond silos, but not knowing how to begin
Buried in analytics and the micro, but with intelligence to see the big picture and think critically
While these issues are typical in bureaucracies, UNDP has undergone two years of radical change and a new culture is beginning to emerge. A fresh batch of new leaders with a positive, entrepreneurial spirit have been put in key positions and are beginning to steer the UNDP ship in a new way, though many continue to live the old culture. Some staff are taking bold initiatives to make their corner of the UN more effective and responsive. What’s more: UNDP is being asked by their clients, governments around the world, to help them change in similar ways.
They have the intention to move toward excellence and increased effectiveness and they've taken a first step: looking at ways to work differently than before and to transform organizational culture. I trust that my interactive interventions made a difference to help both institutions move toward their goals. I’ve shared some of my presentation* below on building strengths, leading in challenging times and best practices, including:
Shared vision, aligned action
Networked solutions (beyond silos), strong partnerships
Thinking outside the box
Confidence to model values, be yourself and move through conflict
Listening deeply and seeing the big picture
These capacities are supplemented by the great work UNDP is doing to streamline its processes, which is another side of bureaucratic effectiveness.
What surprised me the most was how empowered the women were to speak up, to advocate and to take action in a culture where they are not always heard. I was also surprised by the intense energy, enthusiasm and drive of participants; if this is a high-leverage project to transform Indian government, it’s moving in the right direction!
Design Thinking and Public Sector Innovation Ben Weinlick
Ben Weinlick of Think Jar Collective gave a keynote for the Canada Conference Board Public Sector Innovation conference on how human centered design thinking can be a game changer for service and system innovation in the public and social sectors.
Abstract: Public Lecture Da Vinci
Dr Rica Viljoen
The theory that will underpin the public lecture deals with the complex problem of how individuals, groups, organisations and societies handle changing life conditions. Thinking systems in people, organisations and society help us to understand the adaptive capability of changing environmental conditions. These conditions in the environment study the following:
• Worldview: messaging and pattern recognition
• Degree of complexity: exiting or emerging codes of thinking
• Command and control: the inherent flexibility
• Organising Principles: the intensity of the condition
• Elaborating stream implications: the view and implications of the past, present and future time line
• Potential: the functionality or health of the ecology
Insights gained from a meta-study on leadership will be presented. These insights lead to the publication of the book Organisational Change and Development. Multi-cultural research conducted in 42 different countries, with more than 100 000 participants, will be shared. These ethnographical insights will be interwoven with the Interesting findings from various Da Vinci PhD-studies to present a rich narrative on the human condition. The purpose of the lecture is to uniquely offers the application of diversity of thought and contexual understanding in various geo-political, industry domains organisational spaces.
The stories that will be shared, was lived by leaders in multi-cultural settings. The organisational and societal development interventions that will be described, was facilitated by Rica and/or her co-researchers. One such case will deal with the successful implementation of co-determination – a unique way of partnering between workers, management and trade unions in an effort to optimise stakeholder relationships and conduct sustainable business in South Africa and other emerging economies. An effort will be made to present enough rich narratives for the participant to be triggered, inspired and even moved to action to make the world a better place for all.
The following books will be available after the lecture:
• Organisational Change and Development (Viljoen, 2015)
• Employee Engagement in a South African Context (Nienaber and Martins, 2016)
• Organisational Diagnostics (Martins, Martins and Viljoen, 2017)
How to design healthy team dynamics to deliver successful digital projects.pptxTechSoupConnectLondo
Presentation given by Janine Woodward-Grant & Alex Mecklenberg to the TechSoup Connect London on the theme of culture change around digital projects in the not for profit sector, specifically looking at team dynamics and team roles
A summary of the basic principles of design thinking, human centered innovation and its application to strategy. Created by Natalie Nixon of Figure 8 Thinking.
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.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
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!
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.
EARCOS 2015 Emergent leadership -people, culture and collective intelligence
1. 1
Emergent Leadership: People, culture and
collective intelligence
EARCOS Leadership Conference Bangkok 2015
Workshop 1: Thursday 29th November
Dr Chris Jansen – University of Canterbury, New Zealand
chris@leadershiplab.co.nz
www.leadershiplab.co.nz
4. 4
“The greatest challenge for future leaders is the pace of
change and the complexity of the challenges faced….”
….”perpetual white-water”…
“Our organisations are not equipped to cope with this
complexity…” (IBM study – 1500 CEO’s)
21. 1) Articulate compelling collective
vision and values
21
• Seek out shared
values
• Gain clarity of
focus – know
why…
We need to be culturally tight and managerially
loose. Order and design are not externally
imposed but emerge as a result of the
combination of individual freedom and shared
core values
An attractor – motivated by threat or opportunity
22. “Think back over your experiences as a leader - locate a
moment or period that was a high point in your
experience as a leader, when you felt a sense of
satisfaction and went home saying YES!
22
• Describe the situation. What
happened? What was the
result?
• What was your role in
creating this experience?
What other people and
factors contributed to this
exceptional moment?
Partner - what values seem to be important to
this person?
28. Are our individual
and collective values
aligned?
What compelling
purpose could we all
rally around?
28www.ideacreation.org
29. 2) Foster interaction and shared
learning
29www.ideacreation.org
• Open up
communication
• Role model a
learning focus
• Develop
organisational
culture
• Build mechanisms
for dialogue
“It is no longer sufficient to have one
person learning for the
organisation... Its just not
possible any longer to figure it out
from the top, and have everyone
else following the order of the ‘grand
strategist’. (Senge , 2002)
interactions with neighbours
30. Foster interaction, shared learning, and leverage
collective intelligence
30www.ideacreation.org
What
solution?
How to
engage?
+ Ownership,
motivation and
commitment
++ Better solutions
and innovation
Two key questions in adaptive change
31. • When I first came into this leadership role – I got together
a team of senior staff and re-wrote all the staff procedure
manuals. I started with an idea that we’d perhaps do it in
a month. Then I tried to take this to the meeting and
present it to (the staff) and it just ended up in this
shitfight basically . . . What about this?, You’ve forgotten
about that?, blah, blah, blah. It was a total disaster, and
one of the absolute low points of my time here. But it
made me realise that unless I got these people to come
with me I was wasting my bloody time.
31
32. We ended up having to go back to the drawing board and
eventually we figured out this process which is still here
this year, well it’s completely fundamental now. It’s called
OPG (Operational Policy Groups) where you take a subset
of people to work on developing a process and then
anyone who’s not present, you give them the right to
submit.
Even though it took 12 months longer than I thought, we
got a result that actually stuck. We didn’t come up with a
nice new book that no one used, which is very very
common. We got two things out of it, we got the best
answers, these great rules that were user friendly,
generally easy to follow, concise, nothing that wasn’t a
rule, didn’t make it in here. So we got a great answer, a
great result, and we got really good buy-in too.
32
33. Yeah, that was really an epiphany around the issue for me,
and I guess it’s characterised my leadership style ever
since. I learnt that if things are really important,
especially in an organisation like this, where we have
staff who actually have knowledge, skill, experience and
passion – we have to include them in the process (L 21).
33
34. Who has a voice in our
organisation?
What mechanisms can we
create to foster interaction
and shared learning?
34www.ideacreation.org
35. 3) Proactive mentoring
•Recognise and value
people
•Intentionally develop
people
“employee first –
customer second”
Anand Pillai
35
www.ideacreation.org
36. Juggling our roles…..
Leadership
(Vision & people driven)
Management
(Office bound/paper driven)
Professional
Technical
Work/Service
Plan
Organise
Control
Administer systems
Critique
Create Order
Vision
Meaningful Contribution
Values
Engage and develop
People
Create context
Compliance
& Status-Quo
Efficiency
Commitment,
Change & Hi-
Performance
Cammock (2001) The
Dance of Leadership
37. Who are you actively
developing and looking
out for? Who is looking
out for you?
How could we increase
this informal
mentoring?
37www.ideacreation.org
38. 4) Distribute power and decentralise
control
38www.ideacreation.org
• Build collaborative
relationships
• Share leadership
• Foster interdependance
and trust
39. A framework for empowerment
Extrinsic motivation intrinsic motivation
external locus of control internal locus of control
control empowerment
Strict and complete external control no external control
Responsibility on leader
responsibility shared
responsibility on participant
I decide we decide you decide
less choice more choice
Dependence interdependence independence
Jansen 2005
40. Go to the people,
Live with them,
Learn from them,
Love them,
Start with what they know,
Build with what they have,
But with the best leaders,
When the work is done,
The task accomplished,
The people will say,
“We have done it ourselves”
Chinese Philosopher Lao Tsu
40www.ideacreation.org