Fringe leadership gym - opm
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This document discusses tools for leadership and complex thinking. It introduces multiple cause diagrams as a tool to clarify thinking about complex problems with uncertainty. Multiple cause diagrams trace the sequence of causes and effects through a situation by identifying factors and arrows showing relationships. They help identify potential interventions and feedback loops. The document provides an example diagram about issues with a committee and discusses how to use and improve multiple cause diagrams.
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This milestone will explore the practices of Challenge the Process and Enable Others to Act, which you learned about in Modules Four and Five. Factoring in the
feedback from Milestone One and using your leadership development action plan, address the following:
Analyze how you will use the Challenge the Process and Enable Others to Act practices to improve the three leadership areas that you selected in
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The following leadership theories were initially discussed in the module 3 resources: situational, contingency, and path-goal.
Guidelines for Submission: Submit assignment as a Word document with double spacing, 12-point Times New Roman font, and one-inch margins.
Critical Elements Proficient (100%) Needs Improvement (70%) Not Evident (0%) Value
Leadership Areas of
Improvement: Challenge
the Process and Enable
Others to Act
Analyzes how the Challenge the Process
and Enable Others to Act practices can
improve the leadership areas, with real-
world examples as support
Analyzes how the Challenge the Process
and Enable Others to Act practices can
improve the leadership areas, but the
connection is vague or support does not
include real-world examples
Does not analyze how the Challenge the
Process and Enable Others to Act
practices can improve the leadership
areas
35
Leadership Theory
Applied: Challenge the
Process and Enable Others
to Act
Analyzes how the selected leadership
theory can improve the leadership areas,
with real-world examples as support
Analyzes how the selected leadership
theory can improve the leadership areas,
but the connection is vague or support
does not include real-world examples
Does not analyze how the selected
leadership theory can improve the
leadership areas
35
Articulation of Response Submission has no major errors related to
citations, grammar, spelling, syntax, or
organization
Submission has major errors related to
citations, grammar, spelling, syntax, or
organization that negatively impact
readability and articulation of main ideas
Submission has critical errors related to
citations, grammar, spelling, syntax, or
organization that prevent understanding
of ideas
30
Earned Total 100%
Sheet1Rubric for the final assignmentMaxStudentSubmitted on time203 kanban boards were created45WIP limits were indicated15Work states and team size were indicated201000
s
14.5
Efficiency: 17.4%
Value Stream 1
Value Stream 2
Value Stream 3
2 hrs 5 hrs 5 hrs
1 hr 0.5 hr 13 hrs
12
1 day
7 days
160
15
Efficiency: 1068%
Pareto Diagam
Day cycle = 8 hrs
36
59
Efficiency: 61.01%
1 hrs
4 hrs
2 hrs
1 hr
3 days
4 hrs
3 ...
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W7 making the most of an older population - ritchard brazi
CPCE is a community-run social enterprise initiative in Leeds that aims to improve care packages for eligible individuals and increase support for non-eligible people. It uses social capital within communities to free up resources, which are then reinvested in local community initiatives and provide savings back to the local authority. Two social enterprises in Leeds cover three neighborhoods and engage with 60,000 people. The enterprises manage £13 million in funding and aim to reinvest up to 20% more wisely, providing up to a 6% return to the local authority, with the remaining funds reinvested in local communities through incentives that value older people.
W7 making the most of an older population - chair's remark
Local governments face financial challenges that require new approaches to serving an aging population. Two local councils, Manchester and Leeds, are developing innovative programs. Manchester's "Valuing Older People" work systematically involves older adults. Leeds' "Neighbourhood Networks" empower older community members to build local capacity from the bottom up. These examples could provide models for harnessing older adults' contributions to address the needs of an aging society.
W6 making decisions in risky situations - simon pollard
The document discusses key themes around risk and decision-making in local government based on interviews with practitioners. The main themes that emerged are: organizational learning, responsibility, processes, uncertainty, communication, bridging strategy and operations, and weighing evidence. Risk governance is important to create value and balance accountability, learning, and acceptable behavior. Decision-making involves uncertainty that requires both formal evidence and local knowledge to understand issues.
W4 social enterprises and mutuals
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W9 technology and the ageing society - hazel price
Kent has implemented telecare and telehealth programs since 2004. Over 1,100 users participated in telecare, which helped 93% feel more independent and safer at home. A telehealth pilot from 2005-2007 provided monitors to 250 older adults and found it reduced hospital visits, saved an average of £1,878 per patient over six months, and could potentially save £7,560,000-£10,942,000 annually for long term condition management in Kent. Mainstreaming assistive technologies faces challenges of making it a core service, equitable access, and changing commissioning practices to support assistive technology. The vision is for a shared 'platform' to facilitate wider use of technologies across users.
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- 9. Example targets set to improve performance targets incorporated into performance management professionals feel distrusted delivery staff focus on target rather than client activity on target distorts system service to clients deteriorates increased dissatisfaction with service increased pressure on politicians to improve situation
- 10. Example targets set to improve performance targets incorporated into performance management professionals feel distrusted delivery staff focus on target rather than client activity on target distorts system service to clients deteriorates increased dissatisfaction with service increased pressure on politicians to improve situation causes or leads to causes or leads to causes or leads to targets incorporated into performance management
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- 14. Committee example Committee held in low regard lack of challenge lack of understanding of programme lack of corporate thinking no shared vision culture of silo working papers unread attendance low priority
- 15. Committee example Committee held in low regard lack of challenge lack of understanding of programme lack of corporate thinking no shared vision culture of silo working papers unread attendance low priority
- 16. Committee example Committee held in low regard lack of challenge lack of understanding of programme lack of corporate thinking no shared vision culture of silo working papers unread attendance low priority Committee operating at too detailed a level most agenda items irrelevant to individuals
- 17. Committee example Committee held in low regard lack of challenge lack of understanding of programme lack of corporate thinking no shared vision culture of silo working papers unread attendance low priority senior people absent send a deputy Committee operating at too detailed a level most agenda items irrelevant to individuals come unprepared
- 18. Committee example Committee held in low regard lack of challenge lack of understanding of programme lack of corporate thinking no shared vision culture of silo working papers unread attendance low priority senior people absent send a deputy Committee operating at too detailed a level lack of corporate or strategic debate most agenda items irrelevant to individuals come unprepared
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- 21. Committee example Committee held in low regard lack of challenge lack of understanding of programme lack of corporate thinking no shared vision culture of silo working papers unread attendance low priority senior people absent send a deputy Committee operating at too detailed a level lack of corporate or strategic debate most agenda items irrelevant to individuals come unprepared Feedback loop Committee held in low regard send a deputy senior people absent Committee held in low regard send a deputy
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