SlideShare a Scribd company logo
I have nothing to declare
Leading
transformational
change:
inner and outer skills
Professor of Practice, Warwick Business School,
UK
Strategic Advisor, NHS Horizons, UK
Senior Fellow, IHI, USA
Dr Helen Bevan, OBE
Source of image: maristsj.co.za/2020/07/29/art-inner-and-outer-self-reflection/
When leaders can cultivate both inner and
outer skills, it increases their chances of success
in large complex change by 52 percent.
Deborah Rowland
Remit for this workshop
@HelenBevan #QF24
Remit for this workshop
“ How we as leaders see the world makes a significant difference in our
ability to deliver transformational change.
We will look at different mindsets and worldviews of change and how
these impact on our ability to deliver large-scale change.
We will explore how leaders who have a more developed worldview have a
greater capacity to deal with complexity, are more welcoming of diverse
ideas and perspectives, and can see more patterns and interconnections,
which lead to more effective transformational solutions.
We will consider actions to build our own inner skills for change, based on
new ways of seeing the world.
@HelenBevan #QF24
Most learning is not the result
of instruction
It is rather the
result of unhampered
participation in a meaningful
setting
Ivan Illich
@HelenBevan #QF24
Agenda for this workshop
1. Welcome and introductions
2. My journey in leadership, using Transformation Cards
3. How our current thinking constrains our ability to see a
different future
4. “Action logics” as a lens for understanding our past,
present and future
5. How we build “double loop learning” into our thinking as
well as “single loop learning”.
6. How we apply action logics to organisations as well as
individuals
7. Getting to the next level of thinking and acting
@HelenBevan #QF24
We do not see things
as they are. We see
things as we are
Anais Nin
@HelenBevan #QF24
7 |
My leadership journey: pick three cards
1. “Where am I now (here)?”
One card that symbolises the way you lead: your typical leadership
style or approach
3. “Where am I going (to there)?”
One card that represents your emergent moments (when
you act from a perspective that is only just beginning to
open up for you; your growth edge).
2. “Where am I from?”
One card that symbolises your fallback
tendencies (the posture you rely on when
leading reactively, eg, under stress)
@HelenBevan #QF24
8 |
My leadership journey: pick three cards
1. “Where am I now (here)?”
One card that symbolises the way you lead: your typical leadership
style or approach
3. “Where am I going (to there)?”
One card that represents your emergent moments (when
you act from a perspective that is only just beginning to
open up for you; your growth edge).
2. “Where am I from?”
One card that symbolises your fallback
tendencies (the posture you rely on when
leading reactively, eg, under stress)
@HelenBevan #QF24
9 |
My leadership journey
On the back of each of the cards from
the first deck is a tiny letter or letters (on
the bottom righthand side)
Make a note of the letter(s) for your
past, present and future
We will return to them later
@HelenBevan #QF24
Transformations is
a tool for understanding key patterns in your
life, individually and together in groups,
organisations and communities.
@HelenBevan #QF24
11 |
Braithwaite 2024
D’Avena A, Agrawal S, Kizer KW, et al.:
Normalising High-Value Care: Findings of the
National Quality Task Force. 2020
Healthcare represents a paradox.
While change is everywhere,
performance has flatlined: 60% of
care on average is in line with
evidence- or consensus-based
guidelines, 30% is some form of waste
or of low value, and 10% is harm. The
60-30-10 challenge has persisted for
three decades.
Despite impressive gains,
notable shortcomings persist in
normalising consistent, high-value,
person-centered care. What is
primarily missing is not progress in
measurement, but progress in results.
Changes in culture, investment,
leadership, and even the distribution
of power are even more important
than measurement alone”
@HelenBevan #QF24
Paradigm: A set of
assumptions, concepts, values,
and practices that constitutes
a way of viewing reality for the
community that shares them
What if the issue is the paradigm?
@HelenBevan #QF24
12
11
10
9
5
4
3
2
1
8
7
6
Via Sasha Karakusevic
Source: adapted from
What if the issue is the paradigm?
@HelenBevan #QF24
14 |
Current global trends call
for leaders who can
demonstrate a high level
of maturity in dealing
creatively with increasing
complexity, uncertainty,
diversity, and numbers of
paradoxes
Post conventional
change leaders
@HelenBevan #QF24
15 |
Post conventional change leaders
“Tomorrow’s management
systems will need to value
diversity, dissent and
divergence as highly as
conformance, consensus
and cohesion.”
Gary Hamel
@HelenBevan #QF24
The change leader of tomorrow: inner and outer skills
Draw a
non-existent
animal
@HelenBevan #QF24
Prediction
All these imaginary animals will
consist of pieces of existing ones.
For example, a beast may have
claws, gills and wings at the same
time. But these are parts of the
existing creatures’ bodies.
Why? We can’t imagine beyond
our current level of thinking and
experience
@HelenBevan #QF24
@HelenBevan #QF24
20 |
Developmental theory
(Constructivist-development researchers)
• Children develop in dramatic steps or stages (Jean
Piaget)
• Adults continue to develop in stages (e.g, Lawrence
Kohlberg, William Torbert, Robert Kegan)
• Adults can become more mature as they “grow up”
and develop “bigger minds”
• Our adult stage of development affects how we think
and act at work and home – our “action-logics”
• There are several frameworks for thinking about the
transformations that are possible in adulthood
Source: Charles Palus, Center for Creative Leadership
@HelenBevan #QF24
22 |
1. The “logic” that determines the actions we take
2. Informs and drives our reasoning and behaviour
3. Includes what needs we act upon, what ends we are
moving toward and how we take action to make
change in the world
The stage we are at determines our “action
logic”
@HelenBevan #QF24
Seven action logics
• Alchemical – Embraces common humanity; treats time and events as symbolic,
analogical, metaphorical (not merely linear, digital, literal).
• Transforming – Generates organisational and personal transformations; process
and goal-oriented; strategic time horizon; systems conscious
• Redefining – Reframes complex problems in unique ways; challenges group
norms; inquiring; attracted by difference and change.
• Achiever – Driven by personal and team results; deliberately prioritises work;
drawn to work & skill-related learning; chases time
• Expert – Values decisions based on knowledge; accepts feedback from recognised
experts in their field; focused; perfectionist
• Diplomat – Conforms to rules; loyal to group; holds right versus wrong attitudes;
values belonging & being liked
• Opportunist – Focuses on self-preservation and self-advancement; seizes
opportunities, rejects feedback; externalises blame
Later
stage
action
logic
@HelenBevan #QF24
24 |
Source:
adapted from ProMove
Wins for self in any way possible
.
Wants to belong and fit in
.
Focuses on logic and expertise
Driven by personal and team
achievement
Reframes complex problems in unique
ways
Generates organizational and personal
transformations
.
Integrates material, spiritual, and societal transformations
@HelenBevan #QF24
25 |
Seven transformations of leadership
Source: Adapted from ProMove
@HelenBevan #QF24
26 |
The deck of
Transformation
cards represent the
different stages of
“action-logics”. See
if you can put them
in order, from early
stage (opportunist)
to higher stage
(alchemical) action
logics.
Group task
@HelenBevan #QF24
Which stage are
you at?
Which stage are
other leaders in
your organisation
at?
What are the
consequences for
change and
improvement?
Comparing single and double loop learning
Single loop learning means
keeping the same goal and
mindset but changing the
work to achieve the goal
more effectively
Double loop learning means
changing the goal and the
mindset as well as the work;
it often involves a change of
identity or some pain or
regret in letting go of the
original identity
Single loop learning Double loop learning
Summary New approach to tasks
that is easily absorbed
by the existing mindset
and identity
Change in fundamental
assumptions or strategy
that challenges existing
mindset or identity
Clues Less likely to be any
pain or regret in letting
go
High chance of pain or
regret in letting go
Example
(carpenter)
Carpenter who already
uses power tools
learning how to use a
new, unfamiliar power
tool
Traditional carpenter with
pride in using only
traditional tools
abandoning that identity
and starting to use power
tools
@HelenBevan #QF24
Double loop learning tool
1. Describe a challenging problem
2. Pinpoint the current goal
3. Why does the goal matter? Describe the underlying factors that make this goal important
4. Rephrase the goal, removing any reference to the original goal: phrase it solely in terms of
the underlying factors that really matter
5. How can you now bring in some different thinking?
6. Proposed new approach
7. Potential pain and regret
1. Describe a challenging problem
Buskers: a losing battle
Nuisance and a safety risk
Police cautioned and arrested them
LU put up posters and made
loudspeaker announcements
2. Pinpoint the
current goal
Eradicate buskers
3. Why does the goal matter? Describe the
underlying factors that make this goal
important
Safety risk – crowd bottle necks
Damage passenger experience – often poor
quality music
Some buskers aggressive in asking for money
4. Rephrase the goal, removing any reference to the original goal: phrase
it solely in terms of the underlying factors that really matter
How can London Underground ensure that the persistence of buskers does
not create safety risk or damage customer experience?
5. How can you now bring in some
different thinking?
Discuss the rephrased goal with
passengers, designers and musicians
6. Proposed new approach
The LU busker scheme: rather than seeing
buskers as a nuisance/risk, LU welcomes
them. Provides:
• approved busker zones
• Auditions
• Licensing process
• Code of conduct
Funded by advertising and sponsorship
7. Potential pain and regret
To people who previously
cautioned or arrested buskers or
made the loudspeaker
announcements or measured
targets for getting rid of buskers –
this might feel like giving in to the
buskers or defeat
“The London Underground
Busking Scheme is a hit with
performers and the travelling
public. Passengers enjoy more
than 100,000 hours of live
music performed every year”
Double loop learning example: London Underground (LU)
31 |
Every stage includes, transcends and builds on the previous
• A person who has reached a later stage can understand earlier
worldviews
• In contrast, a person at an earlier stage may not be able to
understand the mindset and worldview of stages of development
beyond their own – and can’t operate from them.
Action logics are like a set of stacking dolls
@HelenBevan #QF24
32 |
Two kinds of criticism
A. Not accounting for the complexity of human behaviour
• Criticism of the labels
• Perceive the frameworks as hierarchical or elitist
• Concern that it may suggest a “better-worse” paradigm of human
functioning Andreas Herzig
B. A “mindset” doesn’t exist outside of the system in which people
operate:
“Far too much energy is expended on individualising and internalising
“mindsets” and too little attention is put to the conditions of action –
the system we are part of, tools, environments, processes and
practices” Emergent Futures Lab
Why is the “action logic” approach criticised?
@HelenBevan #QF24
33 |
There are several schools of thinking, sharing a
high degree of consensus around the core
concepts and propositions
Transpersonal
Post conventional
Interdependent:
collaborator – leadership is an
agile, collective activity
Alchemical
Transforming
Redefining
Conventional
Independent:
Achiever – leadership emerges out
of individual expertise and action
Achiever
Expert
Diplomat
Preconventional
Dependent:
Conformer - people in authority
are responsible for leadership
Opportunist
Angela Pfaffenberger
and colleagues
Center for Creative Leadership William Torbert
@HelenBevan #QF24
34 |
Footnote: the studies indicate that there is only a small percentage
of leaders at these stages of evolutionary growth at present and
many executive teams don’t possess any
Paul Bluckert
@HelenBevan #QF24
35 |
My leadership journey
On the back of each of the cards from
the first deck is a tiny letter or letters (on
the bottom righthand side)
Make a note of the letter(s) for your
past, present and future
We will return to them later
Did your action-
logics correspond
with the typical
development path?
@HelenBevan #QF24
Applying action-logics to organisations
36
• Conceptualising a series of developmental
stages (organisational action-logics), where
organisations and systems moving to later
stages acquire greater agility, resilience, and
effectiveness
• The best known version of this is in
“Reinventing organizations” by Frederic
Laloux
The Teal organisation
@HelenBevan #QF24
The teal organisation
@HelenBevan #QF24
Applying action-logics to organisations
39
39
• Many structures and processes, eg, system-
wide transformation, self-organising teams,
will only really flourish once an organisation
has reached a particular action-logic
• Attempts to impose a latter stage structure or
process on an earlier stage organisation can
cause disfunction
• Digital transformation or organisational redesign may fail to
deliver significant, lasting improvement unless they we also
stimulate or enable development to a later action-logic
@HelenBevan #QF24
Description at an organisational level
Opportunist (unstable) Hierarchical structure based on people following orders from those
with power.
Diplomat (stable) Hierarchical structure based on taking instruction from those with more
authority in the system and following the rules. Change initiatives tend to come
from the “outside”, eg regulators or those more senior in the organisation
Expert Centres of excellence where expertise can thrive. It can lead to silos and
fragmentation. Change initiatives at team level but we don’t always know what
impact they have on organisation-wide goals
Achiever Standardisation, pathways, shared services. Organisation wide approaches,
measures and performance goals. We concentrate on a smaller number of
initiatives and follow through to make sure they make a difference to results
Redefining People come together in autonomous, non-hierarchical teams connected by
shared vision and collaboration. A diverse set of change initiatives but they all
focus on the common goal
Transforming The system itself has life and energy and purpose; wholeness and integrity; a
sense of autonomy and control for people in the system, maintaining flexibility
and adjusting to its evolution.
Adapted from Ian Harcus
2020, Transforming
Conversations: the bridge
from individual leadership
to organisational change
Organisations and divisions have action logics,
not just people
What’s happening in your organisation or system?
Through the lens of the
action-logics, talk to
others around you about
what’s happening in your
world:
• What is/are the dominant
action logic(s) in the
trust?
• What is the dominant
action logic of your team?
• Where does it need to be
in future?
Action logic Description at an organisational level
Opportunist (unstable) Hierarchical structure based on people following
orders from those with power.
Diplomat (stable) Hierarchical structure based on taking instruction from
those with more authority in the system and following the rules.
Change initiatives tend to come from the “outside”, eg regulators
or those more senior in the organisation
Expert Centres of excellence where expertise can thrive. It can lead to
silos and fragmentation. Change initiatives at team level but we
don’t always know what impact they have on our organisation-
wide goals
Achiever Standardisation, pathways, shared services. Organisation wide
approaches, measures and performance goals. We concentrate
on a smaller number of initiatives and follow through to make
sure they make a difference to results
Redefining People come together in autonomous, non-hierarchical teams
connected by shared vision and collaboration. A diverse set of
change initiatives but they all focus on the common goal
Transforming The system itself has life and energy and purpose; wholeness
and integrity; a sense of autonomy and control for people in the
system, maintaining flexibility and adjusting to its evolution.
42
How we grow to the next level of thinking
and doing
@HelenBevan #QF24
What is
it?
• Adding more
knowledge, skills and
competencies
• Filling the glass with
more content
• Growing the internal capacities to operate in
more complex, systemic, strategic and
interdependent ways.
• Expanding an individual’s ability to handle
complexity and ‘sense make’ in ambiguous and
uncertain situations.
• Increasing the glass size or leader’s worldview
How do
we do
it?
• Tools, models and
frameworks
• Learning from experts
• Skills development
• Exposure to new ways of thinking
• Intense stretch experiences
• Strong developmental networks
Source: adapted from Nicholas Petrie (2015)
The how-to of vertical leadership development
Vertical
development
Horizontal
development
@HelenBevan #QF24
44 |
Horizontal
• Expansion in “what we know”
- new knowledge, skills and competencies
• Understood from the same stage of action-logic
Vertical
• Transformation in what we see and how we know (our worldview)
• Understood from a new stage of action-logic
We need vertical as well
as horizontal
development
Developmental
stage
Source: adapted from Cook-Greuter
Redefining
Alchemical
Transforming
@HelenBevan #QF24
45 |
Horizontal development: adding new skills, knowledge, information and ideas is
like adding new apps
Vertical development: is the equivalent of updating your phone’s entire Operating
System (OS)
An analogy: a phone
Update to the latest OS and those apps
all run faster and more efficiently. You
can also run more apps simultaneously
and use less of your battery.
Your OS determines your way of
understanding, relating and responding
to yourself, other people and the world
around you.
Source: From Richard Boston, Karen Ellis (2019 )
Upgrade: Building your capacity for complexity
Four components of our internal OS: the focus for
vertical development
• Sensemaking – Observing, understanding and processing the complexity of a
situation e.g. getting our heads around all the different interconnected
topics, data, issues or causal relationships (mainly cognitive)
• Perspective-shifting – ‘Zooming out’ to benefit from a more realistic and
multifaceted understanding of a situation or relationship e.g. understanding
the perspectives and agendas of the various stakeholders (primarily
interpersonal)
• Self-relating – Observing, understanding, regulating and transforming
ourselves e.g. making sense of our own reactions, thoughts and feelings
(mainly intrapersonal: looking within our selves)
• Opposable Thinking – Responding to the dilemmas, paradoxes and
conflicting ideas that can create tensions within us and / or between us and
other people e.g. working with opposing views.
Source: From Richard Boston, Karen Ellis (2019 ) Upgrade: Building your capacity for complexity
Small group
conversation
• Sensemaking – Observing, understanding and processing
the complexity of a situation e.g. getting your head
around all the different interconnected topics, data, issues
or causal relationships (mainly cognitive)
• Perspective-shifting – ‘Zooming out’ to benefit from a
more realistic and multifaceted understanding of a
situation or relationship e.g. understanding the
perspectives and agendas of the various stakeholders
(primarily interpersonal)
• Self-relating – Observing, understanding, regulating and
transforming yourself e.g. making sense of your own
reactions, thoughts and feelings (mainly intrapersonal:
looking within our selves)
• Opposable Thinking – Responding to the dilemmas and
conflicting ideas that can create tensions within us and /
or between us and other people e.g. working with
opposing views.
Source: From Richard Boston, Karen Ellis (2019 ) Upgrade: Building your capacity for complexity
What are the implications
of these four components
for our transformation
work, individually and
collectively?
48 |
My actions as a result of today: pick two cards
1. A card that represents actions you can take to
help move yourself, your team or organisation
forward in its action-logic
2. A card that symbolises your perspective on
what we have covered today and will help you
remember
Discuss your choice
of cards with your
small group
You might want to
take a photo
References to the material we have used today
Bluckert, P (2019) A comprehensive guide to vertical development
Rowland D (2020) Still Moving: How to Lead Mindful Change
Cook-Greuter, S. (2013). Nine levels of increasing embrace in ego development: A full-
spectrum theory of vertical growth and meaning making.
Garvey-Berger, J. (2012). Changing on the job
Harcus, I (2020) Transforming Conversations: the bridge from individual leadership to
organisational change
Kegan, R. and Lahey, L. (2009). Immunity to change
Kegan, R. and Lahey, L.L. (2016). An everyone culture: Becoming a deliberately
developmental organization
McGuire, J.B. & Palus, C.J. (2019). Vertical Leadership for Executive Teams: Culture Still Wins
Over Strategy. CCL White Paper, Greensboro, NC: Center for Creative Leadership.
Petrie, N (2015) The how-to of vertical leadership development
Rooke, D. and Torbert, W.R. (2005). Seven transformations of leadership. Harvard Business
Review

More Related Content

Similar to Leading transformational change: inner and outer skills

Leading change
Leading changeLeading change
Leading change
University of Economics
 
Project Managers as instrument of change (change agents in action)
Project Managers as instrument of change (change agents in action)Project Managers as instrument of change (change agents in action)
Project Managers as instrument of change (change agents in action)
PMI-Montréal
 
Leadership and change
Leadership and changeLeadership and change
Leadership and change
JOSEPH FREDRICK MUTUPHA
 
Introduction: Are you a Manager or a Leader?
Introduction: Are you a Manager or a Leader?Introduction: Are you a Manager or a Leader?
Introduction: Are you a Manager or a Leader?
Susan Hillyard
 
The leadership challenge
The leadership challengeThe leadership challenge
The leadership challenge
John Hogan
 
LECTURE: STRENGHTS BASED LEADERSHIP.pptx
LECTURE: STRENGHTS BASED LEADERSHIP.pptxLECTURE: STRENGHTS BASED LEADERSHIP.pptx
LECTURE: STRENGHTS BASED LEADERSHIP.pptx
Jo Balucanag - Bitonio
 
Leadership and change
Leadership and changeLeadership and change
Leadership and change
JOSEPH FREDRICK MUTUPHA
 
Leadership
LeadershipLeadership
Leadership
Lovelesh Chandak
 
Ideas for Leading Change: NHS The Edge Webinar Oct. 2, 2015
Ideas for Leading Change: NHS The Edge Webinar Oct. 2, 2015Ideas for Leading Change: NHS The Edge Webinar Oct. 2, 2015
Ideas for Leading Change: NHS The Edge Webinar Oct. 2, 2015
Lois Kelly
 
Introduction to Conscious Leadership
Introduction to Conscious LeadershipIntroduction to Conscious Leadership
Introduction to Conscious Leadership
Stephane Leblanc
 
Motivating and Developing Others
Motivating and Developing OthersMotivating and Developing Others
Motivating and Developing Others
Seta Wicaksana
 
Helen Bevan Manchester
Helen Bevan ManchesterHelen Bevan Manchester
Helen Bevan Manchester
NHS Improving Quality
 
Qs 2 & 39
Qs 2 & 39Qs 2 & 39
Qs 2 & 39
Nazzir Hussain
 
Overcoming Your Immunity To Change
Overcoming Your Immunity To ChangeOvercoming Your Immunity To Change
Overcoming Your Immunity To Change
Chris Chan
 
Delivering high performance through inclusive leadership.
Delivering high performance through inclusive leadership.Delivering high performance through inclusive leadership.
Delivering high performance through inclusive leadership.
Gary Coulton
 
Introducing & Sustaining Change - 2010 SEPG
Introducing & Sustaining Change - 2010 SEPGIntroducing & Sustaining Change - 2010 SEPG
Introducing & Sustaining Change - 2010 SEPG
rhefner
 
New Lens on Change in Healthcare
New Lens on Change in HealthcareNew Lens on Change in Healthcare
New Lens on Change in Healthcare
Marlies van Dijk
 
RDV carrière : From Project Manager to Organisational Transformation Leader: ...
RDV carrière : From Project Manager to Organisational Transformation Leader: ...RDV carrière : From Project Manager to Organisational Transformation Leader: ...
RDV carrière : From Project Manager to Organisational Transformation Leader: ...
PMI-Montréal
 
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharableOrbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
Erehwon Innovation Consulting
 
Full slide deck for Minicourse M5 "Leading radical change a day of transforma...
Full slide deck for Minicourse M5 "Leading radical change a day of transforma...Full slide deck for Minicourse M5 "Leading radical change a day of transforma...
Full slide deck for Minicourse M5 "Leading radical change a day of transforma...
NHS Improving Quality
 

Similar to Leading transformational change: inner and outer skills (20)

Leading change
Leading changeLeading change
Leading change
 
Project Managers as instrument of change (change agents in action)
Project Managers as instrument of change (change agents in action)Project Managers as instrument of change (change agents in action)
Project Managers as instrument of change (change agents in action)
 
Leadership and change
Leadership and changeLeadership and change
Leadership and change
 
Introduction: Are you a Manager or a Leader?
Introduction: Are you a Manager or a Leader?Introduction: Are you a Manager or a Leader?
Introduction: Are you a Manager or a Leader?
 
The leadership challenge
The leadership challengeThe leadership challenge
The leadership challenge
 
LECTURE: STRENGHTS BASED LEADERSHIP.pptx
LECTURE: STRENGHTS BASED LEADERSHIP.pptxLECTURE: STRENGHTS BASED LEADERSHIP.pptx
LECTURE: STRENGHTS BASED LEADERSHIP.pptx
 
Leadership and change
Leadership and changeLeadership and change
Leadership and change
 
Leadership
LeadershipLeadership
Leadership
 
Ideas for Leading Change: NHS The Edge Webinar Oct. 2, 2015
Ideas for Leading Change: NHS The Edge Webinar Oct. 2, 2015Ideas for Leading Change: NHS The Edge Webinar Oct. 2, 2015
Ideas for Leading Change: NHS The Edge Webinar Oct. 2, 2015
 
Introduction to Conscious Leadership
Introduction to Conscious LeadershipIntroduction to Conscious Leadership
Introduction to Conscious Leadership
 
Motivating and Developing Others
Motivating and Developing OthersMotivating and Developing Others
Motivating and Developing Others
 
Helen Bevan Manchester
Helen Bevan ManchesterHelen Bevan Manchester
Helen Bevan Manchester
 
Qs 2 & 39
Qs 2 & 39Qs 2 & 39
Qs 2 & 39
 
Overcoming Your Immunity To Change
Overcoming Your Immunity To ChangeOvercoming Your Immunity To Change
Overcoming Your Immunity To Change
 
Delivering high performance through inclusive leadership.
Delivering high performance through inclusive leadership.Delivering high performance through inclusive leadership.
Delivering high performance through inclusive leadership.
 
Introducing & Sustaining Change - 2010 SEPG
Introducing & Sustaining Change - 2010 SEPGIntroducing & Sustaining Change - 2010 SEPG
Introducing & Sustaining Change - 2010 SEPG
 
New Lens on Change in Healthcare
New Lens on Change in HealthcareNew Lens on Change in Healthcare
New Lens on Change in Healthcare
 
RDV carrière : From Project Manager to Organisational Transformation Leader: ...
RDV carrière : From Project Manager to Organisational Transformation Leader: ...RDV carrière : From Project Manager to Organisational Transformation Leader: ...
RDV carrière : From Project Manager to Organisational Transformation Leader: ...
 
Orbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharableOrbit shifting innovation - erehwon innovation consulting - sharable
Orbit shifting innovation - erehwon innovation consulting - sharable
 
Full slide deck for Minicourse M5 "Leading radical change a day of transforma...
Full slide deck for Minicourse M5 "Leading radical change a day of transforma...Full slide deck for Minicourse M5 "Leading radical change a day of transforma...
Full slide deck for Minicourse M5 "Leading radical change a day of transforma...
 

Recently uploaded

Luxury Massage Experience at Affordable Rate - Malayali Kerala Spa Ajman
Luxury Massage Experience at Affordable Rate - Malayali Kerala Spa AjmanLuxury Massage Experience at Affordable Rate - Malayali Kerala Spa Ajman
Luxury Massage Experience at Affordable Rate - Malayali Kerala Spa Ajman
Malayali Kerala Spa Ajman
 
nursing management of patient with Empyema ppt
nursing management of patient with Empyema pptnursing management of patient with Empyema ppt
nursing management of patient with Empyema ppt
blessyjannu21
 
THE SPECIAL SENCES- Unlocking the Wonders of the Special Senses: Sight, Sound...
THE SPECIAL SENCES- Unlocking the Wonders of the Special Senses: Sight, Sound...THE SPECIAL SENCES- Unlocking the Wonders of the Special Senses: Sight, Sound...
THE SPECIAL SENCES- Unlocking the Wonders of the Special Senses: Sight, Sound...
Nursing Mastery
 
3. User Guide Activity Budget Tracking App Steps to apply.pptx
3. User Guide Activity Budget Tracking App Steps to apply.pptx3. User Guide Activity Budget Tracking App Steps to apply.pptx
3. User Guide Activity Budget Tracking App Steps to apply.pptx
habtegirma
 
Digital Health in India_Health Informatics Trained Manpower _DrDevTaneja_15.0...
Digital Health in India_Health Informatics Trained Manpower _DrDevTaneja_15.0...Digital Health in India_Health Informatics Trained Manpower _DrDevTaneja_15.0...
Digital Health in India_Health Informatics Trained Manpower _DrDevTaneja_15.0...
DrDevTaneja1
 
Hyderabad Call Girls 7023059433 High Profile Escorts Service Hyderabad
Hyderabad Call Girls 7023059433 High Profile Escorts Service HyderabadHyderabad Call Girls 7023059433 High Profile Escorts Service Hyderabad
Hyderabad Call Girls 7023059433 High Profile Escorts Service Hyderabad
garge6804
 
一比一原版(USF毕业证)旧金山大学毕业证如何办理
一比一原版(USF毕业证)旧金山大学毕业证如何办理一比一原版(USF毕业证)旧金山大学毕业证如何办理
一比一原版(USF毕业证)旧金山大学毕业证如何办理
40fortunate
 
PRESSURE INJURY CARE AND MANAGEMENT FOR HCW
PRESSURE INJURY CARE AND MANAGEMENT FOR HCWPRESSURE INJURY CARE AND MANAGEMENT FOR HCW
PRESSURE INJURY CARE AND MANAGEMENT FOR HCW
dnee1
 
FACIAL NERVE
FACIAL NERVEFACIAL NERVE
FACIAL NERVE
aditigupta1117
 
EXAMINATION OF HUMAN URINE AND FAECES.pdf
EXAMINATION OF HUMAN URINE AND FAECES.pdfEXAMINATION OF HUMAN URINE AND FAECES.pdf
EXAMINATION OF HUMAN URINE AND FAECES.pdf
Madhusmita Sahoo
 
NURSING MANAGEMENT OF PATIENT WITH EMPHYSEMA .PPT
NURSING MANAGEMENT OF PATIENT WITH EMPHYSEMA .PPTNURSING MANAGEMENT OF PATIENT WITH EMPHYSEMA .PPT
NURSING MANAGEMENT OF PATIENT WITH EMPHYSEMA .PPT
blessyjannu21
 
Psychedelic Retreat Portugal - Escape to Lighthouse Retreats for an unforgett...
Psychedelic Retreat Portugal - Escape to Lighthouse Retreats for an unforgett...Psychedelic Retreat Portugal - Escape to Lighthouse Retreats for an unforgett...
Psychedelic Retreat Portugal - Escape to Lighthouse Retreats for an unforgett...
Lighthouse Retreat
 
The Ultimate Guide in Setting Up Market Research System in Health-Tech
The Ultimate Guide in Setting Up Market Research System in Health-TechThe Ultimate Guide in Setting Up Market Research System in Health-Tech
The Ultimate Guide in Setting Up Market Research System in Health-Tech
Gokul Rangarajan
 
English Drug and Alcohol Commissioners June 2024.pptx
English Drug and Alcohol Commissioners June 2024.pptxEnglish Drug and Alcohol Commissioners June 2024.pptx
English Drug and Alcohol Commissioners June 2024.pptx
MatSouthwell1
 
Fit to Fly PCR Covid Testing at our Clinic Near You
Fit to Fly PCR Covid Testing at our Clinic Near YouFit to Fly PCR Covid Testing at our Clinic Near You
Fit to Fly PCR Covid Testing at our Clinic Near You
NX Healthcare
 
Emotional and Behavioural Problems in Children - Counselling and Family Thera...
Emotional and Behavioural Problems in Children - Counselling and Family Thera...Emotional and Behavioural Problems in Children - Counselling and Family Thera...
Emotional and Behavioural Problems in Children - Counselling and Family Thera...
PsychoTech Services
 
Columbia毕业证书退学办理
Columbia毕业证书退学办理Columbia毕业证书退学办理
Columbia毕业证书退学办理
ozcot
 
The crucial role of mathematics in ai development.pptx
The crucial role of mathematics in ai development.pptxThe crucial role of mathematics in ai development.pptx
The crucial role of mathematics in ai development.pptx
priyabhojwani1200
 
一比一原版布里斯托大学毕业证(Bristol毕业证书)学历如何办理
一比一原版布里斯托大学毕业证(Bristol毕业证书)学历如何办理一比一原版布里斯托大学毕业证(Bristol毕业证书)学历如何办理
一比一原版布里斯托大学毕业证(Bristol毕业证书)学历如何办理
obowu
 
DAHL APPROACH a novel technique to raise bite
DAHL APPROACH a novel technique to raise biteDAHL APPROACH a novel technique to raise bite
DAHL APPROACH a novel technique to raise bite
SuraiyaTaranum
 

Recently uploaded (20)

Luxury Massage Experience at Affordable Rate - Malayali Kerala Spa Ajman
Luxury Massage Experience at Affordable Rate - Malayali Kerala Spa AjmanLuxury Massage Experience at Affordable Rate - Malayali Kerala Spa Ajman
Luxury Massage Experience at Affordable Rate - Malayali Kerala Spa Ajman
 
nursing management of patient with Empyema ppt
nursing management of patient with Empyema pptnursing management of patient with Empyema ppt
nursing management of patient with Empyema ppt
 
THE SPECIAL SENCES- Unlocking the Wonders of the Special Senses: Sight, Sound...
THE SPECIAL SENCES- Unlocking the Wonders of the Special Senses: Sight, Sound...THE SPECIAL SENCES- Unlocking the Wonders of the Special Senses: Sight, Sound...
THE SPECIAL SENCES- Unlocking the Wonders of the Special Senses: Sight, Sound...
 
3. User Guide Activity Budget Tracking App Steps to apply.pptx
3. User Guide Activity Budget Tracking App Steps to apply.pptx3. User Guide Activity Budget Tracking App Steps to apply.pptx
3. User Guide Activity Budget Tracking App Steps to apply.pptx
 
Digital Health in India_Health Informatics Trained Manpower _DrDevTaneja_15.0...
Digital Health in India_Health Informatics Trained Manpower _DrDevTaneja_15.0...Digital Health in India_Health Informatics Trained Manpower _DrDevTaneja_15.0...
Digital Health in India_Health Informatics Trained Manpower _DrDevTaneja_15.0...
 
Hyderabad Call Girls 7023059433 High Profile Escorts Service Hyderabad
Hyderabad Call Girls 7023059433 High Profile Escorts Service HyderabadHyderabad Call Girls 7023059433 High Profile Escorts Service Hyderabad
Hyderabad Call Girls 7023059433 High Profile Escorts Service Hyderabad
 
一比一原版(USF毕业证)旧金山大学毕业证如何办理
一比一原版(USF毕业证)旧金山大学毕业证如何办理一比一原版(USF毕业证)旧金山大学毕业证如何办理
一比一原版(USF毕业证)旧金山大学毕业证如何办理
 
PRESSURE INJURY CARE AND MANAGEMENT FOR HCW
PRESSURE INJURY CARE AND MANAGEMENT FOR HCWPRESSURE INJURY CARE AND MANAGEMENT FOR HCW
PRESSURE INJURY CARE AND MANAGEMENT FOR HCW
 
FACIAL NERVE
FACIAL NERVEFACIAL NERVE
FACIAL NERVE
 
EXAMINATION OF HUMAN URINE AND FAECES.pdf
EXAMINATION OF HUMAN URINE AND FAECES.pdfEXAMINATION OF HUMAN URINE AND FAECES.pdf
EXAMINATION OF HUMAN URINE AND FAECES.pdf
 
NURSING MANAGEMENT OF PATIENT WITH EMPHYSEMA .PPT
NURSING MANAGEMENT OF PATIENT WITH EMPHYSEMA .PPTNURSING MANAGEMENT OF PATIENT WITH EMPHYSEMA .PPT
NURSING MANAGEMENT OF PATIENT WITH EMPHYSEMA .PPT
 
Psychedelic Retreat Portugal - Escape to Lighthouse Retreats for an unforgett...
Psychedelic Retreat Portugal - Escape to Lighthouse Retreats for an unforgett...Psychedelic Retreat Portugal - Escape to Lighthouse Retreats for an unforgett...
Psychedelic Retreat Portugal - Escape to Lighthouse Retreats for an unforgett...
 
The Ultimate Guide in Setting Up Market Research System in Health-Tech
The Ultimate Guide in Setting Up Market Research System in Health-TechThe Ultimate Guide in Setting Up Market Research System in Health-Tech
The Ultimate Guide in Setting Up Market Research System in Health-Tech
 
English Drug and Alcohol Commissioners June 2024.pptx
English Drug and Alcohol Commissioners June 2024.pptxEnglish Drug and Alcohol Commissioners June 2024.pptx
English Drug and Alcohol Commissioners June 2024.pptx
 
Fit to Fly PCR Covid Testing at our Clinic Near You
Fit to Fly PCR Covid Testing at our Clinic Near YouFit to Fly PCR Covid Testing at our Clinic Near You
Fit to Fly PCR Covid Testing at our Clinic Near You
 
Emotional and Behavioural Problems in Children - Counselling and Family Thera...
Emotional and Behavioural Problems in Children - Counselling and Family Thera...Emotional and Behavioural Problems in Children - Counselling and Family Thera...
Emotional and Behavioural Problems in Children - Counselling and Family Thera...
 
Columbia毕业证书退学办理
Columbia毕业证书退学办理Columbia毕业证书退学办理
Columbia毕业证书退学办理
 
The crucial role of mathematics in ai development.pptx
The crucial role of mathematics in ai development.pptxThe crucial role of mathematics in ai development.pptx
The crucial role of mathematics in ai development.pptx
 
一比一原版布里斯托大学毕业证(Bristol毕业证书)学历如何办理
一比一原版布里斯托大学毕业证(Bristol毕业证书)学历如何办理一比一原版布里斯托大学毕业证(Bristol毕业证书)学历如何办理
一比一原版布里斯托大学毕业证(Bristol毕业证书)学历如何办理
 
DAHL APPROACH a novel technique to raise bite
DAHL APPROACH a novel technique to raise biteDAHL APPROACH a novel technique to raise bite
DAHL APPROACH a novel technique to raise bite
 

Leading transformational change: inner and outer skills

  • 1. I have nothing to declare Leading transformational change: inner and outer skills Professor of Practice, Warwick Business School, UK Strategic Advisor, NHS Horizons, UK Senior Fellow, IHI, USA Dr Helen Bevan, OBE Source of image: maristsj.co.za/2020/07/29/art-inner-and-outer-self-reflection/
  • 2. When leaders can cultivate both inner and outer skills, it increases their chances of success in large complex change by 52 percent. Deborah Rowland Remit for this workshop @HelenBevan #QF24
  • 3. Remit for this workshop “ How we as leaders see the world makes a significant difference in our ability to deliver transformational change. We will look at different mindsets and worldviews of change and how these impact on our ability to deliver large-scale change. We will explore how leaders who have a more developed worldview have a greater capacity to deal with complexity, are more welcoming of diverse ideas and perspectives, and can see more patterns and interconnections, which lead to more effective transformational solutions. We will consider actions to build our own inner skills for change, based on new ways of seeing the world. @HelenBevan #QF24
  • 4. Most learning is not the result of instruction It is rather the result of unhampered participation in a meaningful setting Ivan Illich @HelenBevan #QF24
  • 5. Agenda for this workshop 1. Welcome and introductions 2. My journey in leadership, using Transformation Cards 3. How our current thinking constrains our ability to see a different future 4. “Action logics” as a lens for understanding our past, present and future 5. How we build “double loop learning” into our thinking as well as “single loop learning”. 6. How we apply action logics to organisations as well as individuals 7. Getting to the next level of thinking and acting @HelenBevan #QF24
  • 6. We do not see things as they are. We see things as we are Anais Nin @HelenBevan #QF24
  • 7. 7 | My leadership journey: pick three cards 1. “Where am I now (here)?” One card that symbolises the way you lead: your typical leadership style or approach 3. “Where am I going (to there)?” One card that represents your emergent moments (when you act from a perspective that is only just beginning to open up for you; your growth edge). 2. “Where am I from?” One card that symbolises your fallback tendencies (the posture you rely on when leading reactively, eg, under stress) @HelenBevan #QF24
  • 8. 8 | My leadership journey: pick three cards 1. “Where am I now (here)?” One card that symbolises the way you lead: your typical leadership style or approach 3. “Where am I going (to there)?” One card that represents your emergent moments (when you act from a perspective that is only just beginning to open up for you; your growth edge). 2. “Where am I from?” One card that symbolises your fallback tendencies (the posture you rely on when leading reactively, eg, under stress) @HelenBevan #QF24
  • 9. 9 | My leadership journey On the back of each of the cards from the first deck is a tiny letter or letters (on the bottom righthand side) Make a note of the letter(s) for your past, present and future We will return to them later @HelenBevan #QF24
  • 10. Transformations is a tool for understanding key patterns in your life, individually and together in groups, organisations and communities. @HelenBevan #QF24
  • 11. 11 | Braithwaite 2024 D’Avena A, Agrawal S, Kizer KW, et al.: Normalising High-Value Care: Findings of the National Quality Task Force. 2020 Healthcare represents a paradox. While change is everywhere, performance has flatlined: 60% of care on average is in line with evidence- or consensus-based guidelines, 30% is some form of waste or of low value, and 10% is harm. The 60-30-10 challenge has persisted for three decades. Despite impressive gains, notable shortcomings persist in normalising consistent, high-value, person-centered care. What is primarily missing is not progress in measurement, but progress in results. Changes in culture, investment, leadership, and even the distribution of power are even more important than measurement alone” @HelenBevan #QF24
  • 12. Paradigm: A set of assumptions, concepts, values, and practices that constitutes a way of viewing reality for the community that shares them What if the issue is the paradigm? @HelenBevan #QF24
  • 13. 12 11 10 9 5 4 3 2 1 8 7 6 Via Sasha Karakusevic Source: adapted from What if the issue is the paradigm? @HelenBevan #QF24
  • 14. 14 | Current global trends call for leaders who can demonstrate a high level of maturity in dealing creatively with increasing complexity, uncertainty, diversity, and numbers of paradoxes Post conventional change leaders @HelenBevan #QF24
  • 15. 15 | Post conventional change leaders “Tomorrow’s management systems will need to value diversity, dissent and divergence as highly as conformance, consensus and cohesion.” Gary Hamel @HelenBevan #QF24
  • 16. The change leader of tomorrow: inner and outer skills
  • 18. Prediction All these imaginary animals will consist of pieces of existing ones. For example, a beast may have claws, gills and wings at the same time. But these are parts of the existing creatures’ bodies. Why? We can’t imagine beyond our current level of thinking and experience @HelenBevan #QF24
  • 20. 20 | Developmental theory (Constructivist-development researchers) • Children develop in dramatic steps or stages (Jean Piaget) • Adults continue to develop in stages (e.g, Lawrence Kohlberg, William Torbert, Robert Kegan) • Adults can become more mature as they “grow up” and develop “bigger minds” • Our adult stage of development affects how we think and act at work and home – our “action-logics” • There are several frameworks for thinking about the transformations that are possible in adulthood Source: Charles Palus, Center for Creative Leadership @HelenBevan #QF24
  • 21. 22 | 1. The “logic” that determines the actions we take 2. Informs and drives our reasoning and behaviour 3. Includes what needs we act upon, what ends we are moving toward and how we take action to make change in the world The stage we are at determines our “action logic” @HelenBevan #QF24
  • 22. Seven action logics • Alchemical – Embraces common humanity; treats time and events as symbolic, analogical, metaphorical (not merely linear, digital, literal). • Transforming – Generates organisational and personal transformations; process and goal-oriented; strategic time horizon; systems conscious • Redefining – Reframes complex problems in unique ways; challenges group norms; inquiring; attracted by difference and change. • Achiever – Driven by personal and team results; deliberately prioritises work; drawn to work & skill-related learning; chases time • Expert – Values decisions based on knowledge; accepts feedback from recognised experts in their field; focused; perfectionist • Diplomat – Conforms to rules; loyal to group; holds right versus wrong attitudes; values belonging & being liked • Opportunist – Focuses on self-preservation and self-advancement; seizes opportunities, rejects feedback; externalises blame Later stage action logic @HelenBevan #QF24
  • 23. 24 | Source: adapted from ProMove Wins for self in any way possible . Wants to belong and fit in . Focuses on logic and expertise Driven by personal and team achievement Reframes complex problems in unique ways Generates organizational and personal transformations . Integrates material, spiritual, and societal transformations @HelenBevan #QF24
  • 24. 25 | Seven transformations of leadership Source: Adapted from ProMove @HelenBevan #QF24
  • 25. 26 | The deck of Transformation cards represent the different stages of “action-logics”. See if you can put them in order, from early stage (opportunist) to higher stage (alchemical) action logics. Group task @HelenBevan #QF24
  • 26. Which stage are you at? Which stage are other leaders in your organisation at? What are the consequences for change and improvement?
  • 27. Comparing single and double loop learning Single loop learning means keeping the same goal and mindset but changing the work to achieve the goal more effectively Double loop learning means changing the goal and the mindset as well as the work; it often involves a change of identity or some pain or regret in letting go of the original identity Single loop learning Double loop learning Summary New approach to tasks that is easily absorbed by the existing mindset and identity Change in fundamental assumptions or strategy that challenges existing mindset or identity Clues Less likely to be any pain or regret in letting go High chance of pain or regret in letting go Example (carpenter) Carpenter who already uses power tools learning how to use a new, unfamiliar power tool Traditional carpenter with pride in using only traditional tools abandoning that identity and starting to use power tools @HelenBevan #QF24
  • 28. Double loop learning tool 1. Describe a challenging problem 2. Pinpoint the current goal 3. Why does the goal matter? Describe the underlying factors that make this goal important 4. Rephrase the goal, removing any reference to the original goal: phrase it solely in terms of the underlying factors that really matter 5. How can you now bring in some different thinking? 6. Proposed new approach 7. Potential pain and regret
  • 29. 1. Describe a challenging problem Buskers: a losing battle Nuisance and a safety risk Police cautioned and arrested them LU put up posters and made loudspeaker announcements 2. Pinpoint the current goal Eradicate buskers 3. Why does the goal matter? Describe the underlying factors that make this goal important Safety risk – crowd bottle necks Damage passenger experience – often poor quality music Some buskers aggressive in asking for money 4. Rephrase the goal, removing any reference to the original goal: phrase it solely in terms of the underlying factors that really matter How can London Underground ensure that the persistence of buskers does not create safety risk or damage customer experience? 5. How can you now bring in some different thinking? Discuss the rephrased goal with passengers, designers and musicians 6. Proposed new approach The LU busker scheme: rather than seeing buskers as a nuisance/risk, LU welcomes them. Provides: • approved busker zones • Auditions • Licensing process • Code of conduct Funded by advertising and sponsorship 7. Potential pain and regret To people who previously cautioned or arrested buskers or made the loudspeaker announcements or measured targets for getting rid of buskers – this might feel like giving in to the buskers or defeat “The London Underground Busking Scheme is a hit with performers and the travelling public. Passengers enjoy more than 100,000 hours of live music performed every year” Double loop learning example: London Underground (LU)
  • 30. 31 | Every stage includes, transcends and builds on the previous • A person who has reached a later stage can understand earlier worldviews • In contrast, a person at an earlier stage may not be able to understand the mindset and worldview of stages of development beyond their own – and can’t operate from them. Action logics are like a set of stacking dolls @HelenBevan #QF24
  • 31. 32 | Two kinds of criticism A. Not accounting for the complexity of human behaviour • Criticism of the labels • Perceive the frameworks as hierarchical or elitist • Concern that it may suggest a “better-worse” paradigm of human functioning Andreas Herzig B. A “mindset” doesn’t exist outside of the system in which people operate: “Far too much energy is expended on individualising and internalising “mindsets” and too little attention is put to the conditions of action – the system we are part of, tools, environments, processes and practices” Emergent Futures Lab Why is the “action logic” approach criticised? @HelenBevan #QF24
  • 32. 33 | There are several schools of thinking, sharing a high degree of consensus around the core concepts and propositions Transpersonal Post conventional Interdependent: collaborator – leadership is an agile, collective activity Alchemical Transforming Redefining Conventional Independent: Achiever – leadership emerges out of individual expertise and action Achiever Expert Diplomat Preconventional Dependent: Conformer - people in authority are responsible for leadership Opportunist Angela Pfaffenberger and colleagues Center for Creative Leadership William Torbert @HelenBevan #QF24
  • 33. 34 | Footnote: the studies indicate that there is only a small percentage of leaders at these stages of evolutionary growth at present and many executive teams don’t possess any Paul Bluckert @HelenBevan #QF24
  • 34. 35 | My leadership journey On the back of each of the cards from the first deck is a tiny letter or letters (on the bottom righthand side) Make a note of the letter(s) for your past, present and future We will return to them later Did your action- logics correspond with the typical development path? @HelenBevan #QF24
  • 35. Applying action-logics to organisations 36 • Conceptualising a series of developmental stages (organisational action-logics), where organisations and systems moving to later stages acquire greater agility, resilience, and effectiveness • The best known version of this is in “Reinventing organizations” by Frederic Laloux
  • 38. Applying action-logics to organisations 39 39 • Many structures and processes, eg, system- wide transformation, self-organising teams, will only really flourish once an organisation has reached a particular action-logic • Attempts to impose a latter stage structure or process on an earlier stage organisation can cause disfunction • Digital transformation or organisational redesign may fail to deliver significant, lasting improvement unless they we also stimulate or enable development to a later action-logic @HelenBevan #QF24
  • 39. Description at an organisational level Opportunist (unstable) Hierarchical structure based on people following orders from those with power. Diplomat (stable) Hierarchical structure based on taking instruction from those with more authority in the system and following the rules. Change initiatives tend to come from the “outside”, eg regulators or those more senior in the organisation Expert Centres of excellence where expertise can thrive. It can lead to silos and fragmentation. Change initiatives at team level but we don’t always know what impact they have on organisation-wide goals Achiever Standardisation, pathways, shared services. Organisation wide approaches, measures and performance goals. We concentrate on a smaller number of initiatives and follow through to make sure they make a difference to results Redefining People come together in autonomous, non-hierarchical teams connected by shared vision and collaboration. A diverse set of change initiatives but they all focus on the common goal Transforming The system itself has life and energy and purpose; wholeness and integrity; a sense of autonomy and control for people in the system, maintaining flexibility and adjusting to its evolution. Adapted from Ian Harcus 2020, Transforming Conversations: the bridge from individual leadership to organisational change Organisations and divisions have action logics, not just people
  • 40. What’s happening in your organisation or system? Through the lens of the action-logics, talk to others around you about what’s happening in your world: • What is/are the dominant action logic(s) in the trust? • What is the dominant action logic of your team? • Where does it need to be in future? Action logic Description at an organisational level Opportunist (unstable) Hierarchical structure based on people following orders from those with power. Diplomat (stable) Hierarchical structure based on taking instruction from those with more authority in the system and following the rules. Change initiatives tend to come from the “outside”, eg regulators or those more senior in the organisation Expert Centres of excellence where expertise can thrive. It can lead to silos and fragmentation. Change initiatives at team level but we don’t always know what impact they have on our organisation- wide goals Achiever Standardisation, pathways, shared services. Organisation wide approaches, measures and performance goals. We concentrate on a smaller number of initiatives and follow through to make sure they make a difference to results Redefining People come together in autonomous, non-hierarchical teams connected by shared vision and collaboration. A diverse set of change initiatives but they all focus on the common goal Transforming The system itself has life and energy and purpose; wholeness and integrity; a sense of autonomy and control for people in the system, maintaining flexibility and adjusting to its evolution.
  • 41. 42 How we grow to the next level of thinking and doing @HelenBevan #QF24
  • 42. What is it? • Adding more knowledge, skills and competencies • Filling the glass with more content • Growing the internal capacities to operate in more complex, systemic, strategic and interdependent ways. • Expanding an individual’s ability to handle complexity and ‘sense make’ in ambiguous and uncertain situations. • Increasing the glass size or leader’s worldview How do we do it? • Tools, models and frameworks • Learning from experts • Skills development • Exposure to new ways of thinking • Intense stretch experiences • Strong developmental networks Source: adapted from Nicholas Petrie (2015) The how-to of vertical leadership development Vertical development Horizontal development @HelenBevan #QF24
  • 43. 44 | Horizontal • Expansion in “what we know” - new knowledge, skills and competencies • Understood from the same stage of action-logic Vertical • Transformation in what we see and how we know (our worldview) • Understood from a new stage of action-logic We need vertical as well as horizontal development Developmental stage Source: adapted from Cook-Greuter Redefining Alchemical Transforming @HelenBevan #QF24
  • 44. 45 | Horizontal development: adding new skills, knowledge, information and ideas is like adding new apps Vertical development: is the equivalent of updating your phone’s entire Operating System (OS) An analogy: a phone Update to the latest OS and those apps all run faster and more efficiently. You can also run more apps simultaneously and use less of your battery. Your OS determines your way of understanding, relating and responding to yourself, other people and the world around you. Source: From Richard Boston, Karen Ellis (2019 ) Upgrade: Building your capacity for complexity
  • 45. Four components of our internal OS: the focus for vertical development • Sensemaking – Observing, understanding and processing the complexity of a situation e.g. getting our heads around all the different interconnected topics, data, issues or causal relationships (mainly cognitive) • Perspective-shifting – ‘Zooming out’ to benefit from a more realistic and multifaceted understanding of a situation or relationship e.g. understanding the perspectives and agendas of the various stakeholders (primarily interpersonal) • Self-relating – Observing, understanding, regulating and transforming ourselves e.g. making sense of our own reactions, thoughts and feelings (mainly intrapersonal: looking within our selves) • Opposable Thinking – Responding to the dilemmas, paradoxes and conflicting ideas that can create tensions within us and / or between us and other people e.g. working with opposing views. Source: From Richard Boston, Karen Ellis (2019 ) Upgrade: Building your capacity for complexity
  • 46. Small group conversation • Sensemaking – Observing, understanding and processing the complexity of a situation e.g. getting your head around all the different interconnected topics, data, issues or causal relationships (mainly cognitive) • Perspective-shifting – ‘Zooming out’ to benefit from a more realistic and multifaceted understanding of a situation or relationship e.g. understanding the perspectives and agendas of the various stakeholders (primarily interpersonal) • Self-relating – Observing, understanding, regulating and transforming yourself e.g. making sense of your own reactions, thoughts and feelings (mainly intrapersonal: looking within our selves) • Opposable Thinking – Responding to the dilemmas and conflicting ideas that can create tensions within us and / or between us and other people e.g. working with opposing views. Source: From Richard Boston, Karen Ellis (2019 ) Upgrade: Building your capacity for complexity What are the implications of these four components for our transformation work, individually and collectively?
  • 47. 48 | My actions as a result of today: pick two cards 1. A card that represents actions you can take to help move yourself, your team or organisation forward in its action-logic 2. A card that symbolises your perspective on what we have covered today and will help you remember Discuss your choice of cards with your small group You might want to take a photo
  • 48. References to the material we have used today Bluckert, P (2019) A comprehensive guide to vertical development Rowland D (2020) Still Moving: How to Lead Mindful Change Cook-Greuter, S. (2013). Nine levels of increasing embrace in ego development: A full- spectrum theory of vertical growth and meaning making. Garvey-Berger, J. (2012). Changing on the job Harcus, I (2020) Transforming Conversations: the bridge from individual leadership to organisational change Kegan, R. and Lahey, L. (2009). Immunity to change Kegan, R. and Lahey, L.L. (2016). An everyone culture: Becoming a deliberately developmental organization McGuire, J.B. & Palus, C.J. (2019). Vertical Leadership for Executive Teams: Culture Still Wins Over Strategy. CCL White Paper, Greensboro, NC: Center for Creative Leadership. Petrie, N (2015) The how-to of vertical leadership development Rooke, D. and Torbert, W.R. (2005). Seven transformations of leadership. Harvard Business Review