13. Leaders
People who occupy a
post with
Executive and Symbolic Leadership
AUTHORITY
14. Leaders, Heroes, Rock Stars.
There is perhaps no more corrosive
trend to the health of our
organizations than the rise of the
…rock star leader whose deepest
ambition is
first and foremost self-centric.
Jim Collins 2001
Ego-centric --------- Altruistic
15. Leaders
People who occupy a
post with
Executive and Symbolic Leadership
AUTHORITY
16. Theory & Practice
“The young Executive arrived at a unionised
textile mill and told the Union Officer
„I am the new Manager here, and when I
manage a Mill, I run it. Do you understand?‟
The Union Agent nodded and waved his hand.
Every worker stopped; every loom stopped.
Then the Agent turned to the Manager and said,
„Go ahead, run it.”
Authority is a relationship not a possession
17. Symbolic Authority
Golden moments of Truth
I hear what you say but
I see what you do and
seeing is believing
18. Healthcare Quality Strategy for NHS Scotland
• to deliver the highest quality healthcare services to
people in Scotland and through this to ensure that
NHSScotland is recognised by the people of Scotland as
amongst the best in the world.
• We will work with and through people - our most
valuable asset - our leaders, service users, health
professionals and support staff to create and sustain a
culture where quality can thrive and the contribution of
every individual to quality is recognised and valued.
• "bullying is 'common' creating an undermining,
intimidating, demeaning, threatening and hostile
working environment for some staff".
Independent Report into the management culture in NHS Lothian
20. Keith Grint WICKED
Leadership
TAME CRISIS
Management Command
Grint
21. Virtually everything our modern culture
believes about the type of leadership
required to transform our institutions
is
WRONG.
It is also
DANGEROUS.
Jim Collins 2001
22. Keith Grint WICKED
Leadership
TAME CRISIS
Management Command
Leadership is the practise of getting the people to face
complex collective responsibilities
It is unpopular and dangerous
Grint
23. Leadership
• Leadership requires Change
• Change requires LOSS
• Loss leads to DISTRESS
• Distress can be PRODUCTIVE
• Productive zone of Distress
MAINTAINING people within THEIR
Productive Zone of Distress
24. WICKED
Leadership
that MAINTAINS people within THEIR
Productive Zone of Distress
Adaptive leadership
is about disappointing people
at a rate they can absorb
It is unpopular and dangerous
25. Complex Adaptive Social Systems
1 +1 = 2
relationship determines outcome
Authority is a relationship not a possession
Leadership is about relationships
29. The Seven Principles for Leading Adaptive Work
Get on the Balcony
• A place from which to observe the patterns in the wider environment as well as what is over the horizon
(prerequisite for the following five principles)
Identify the Adaptive Challenge
• A challenge for which there is no ready made technical answer
• A challenge which requires the gap between values, beliefs, attitudes and behaviours to be addressed
Create the Holding Environment
• May be a physical space in which adaptive work can be done
• The relationship or wider social space in which adaptive work can be accomplished
Regulate Maintain Give back
the distress Disciplined Attention the work
• Create the heat • Work avoidance • Resume responsibility
• Sequence & pace the work • Use conflict positively • Use their knowledge
• Regulate the distress • Keep people focussed • Support their efforts
Protect the voices of Leadership from below
• Ensuring everyone's voice is heard is essential for willingness to experiment and learn
• Leaders have to provide cover to staff who point to the internal contradictions of the organisation
Irwin Turbitt +44 (0)7867 640926 irwin@kafkabrigade.org.uk
30. Leaders
choosing
exercising
to exercise Leadership
31. Adaptive Leadership for What?
Creating Value
• The Private Sector aims to create private
value
– Financial Profit
The bottom line
• The Public Sector aims to create Public
Value
– ? Who Decides?
No (concrete) bottom line
33. Inputs & Outputs
Money based Private Sector
i.e. anything that can be
Money based
purchased
Profit
•buildings
ROI
•equipment
Shareholder Value
•peoples time
INPUTS OUTPUTS
Public Sector
Authority based
the unique resource only Money Mission based
available to state authorities to How much progress
based
obligate citizens to do what have we made with
i.e. anything that
they would not volunteer to do can be purchased regard to our mission
•buildings (PVP)
•equipment
•peoples time
INPUTS OUTPUTS
34. Inputs & Outputs
• Public Managers are not limited, as they are in
the private sector, to the provision of goods and
services; “often public managers are in the
business of imposing obligations not providing
services."
• Probably the public managers most commonly
thought to be engaged in this “retail delivery of
obligations” are those in policing.
Moore 1995
35. Inputs & Outputs
Money based Private Sector
i.e. anything that can be
Money based
purchased
Profit
•buildings
ROI
•equipment
Shareholder Value
•peoples time
INPUTS OUTPUTS
Public Sector
Authority based
the unique resource only Money Mission based
available to state authorities to How much progress
based
obligate citizens to do what have we made with
i.e. anything that
they would not volunteer to do can be purchased regard to our mission
•buildings (PVP)
•equipment
•peoples time Goods & Services
INPUTS OUTPUTS Obligations
36. Public Service –v- Serving the Public
Unwilling & the Unable
• Inputs • Outputs
– Money – Goods
– Authority – Services
– Obligations
Do you pay as much attention to managing your
AUTHORITY resources as you do to your money
resources?
Do you devote as much energy and enthusiasm to the
design and delivery of OBLIGATIONS to citizens as you do
to goods and services?
37. Public managers and criminals
have a lot in common
“They use force and other people’s
money to accomplish their objectives”
Mark Moore, 1995
39. The potential for co-production
The Police & Community Policing
• 17, 048 police officers • 3,272,220 citizens of
in Scotland working age in
Absence and office duties Scotland
• 16,000 police officers
work 6.25 hrs a day
218 days per year
• 15, 456, 200 front line • 47secs policing per
hours on duty per citizen of working age
annum per day
40. The potential for co-production
5.5 million
3.2 million
586,600
130,000
?
41. Problems, Problems, Problems.
• PROBLEM • RESPONSE METHOD
• Wicked • Leadership Trial & Error
To make Progress
-asking good questions
Research & Development
• Tame • Management To identify and design a Fix
- Managing the best process
Command & Control
• Crisis • Command To restore normality (order)
- Providing an answer
42. Leaders - Heroes, Rock Stars.
Ego-centric --------- Altruistic
People who occupy a post with Executive and
Symbolic AUTHORITY
Authority is a relationship not a possession
I hear what you say but
I see what you do and seeing is believing
What you see depends on what you are looking for!
43. Leadership
It is unpopular and dangerous
Leadership is the practise of getting the people to face
complex collective responsibilities
Adaptive leadership
MAINTAINS people within THEIR Productive Zone of Distress
It is about disappointing people
at a rate they can absorb
44. Public Value
• No (concrete) bottom line
– Using Money & Authority to co-produce Goods,
Services & Obligations
• “often public managers are in the business of imposing
obligations not providing services.“
• Unwilling & the Unable
• You – The People -v- The Person
50. „Drumcree‟ 1996 cost in excess of £40 million
At Drumcree 1998:
• 144 houses had been damaged in attacks
• 615 attacks were made on members of the security
forces
• 76 police offices were injured
• 632 petrol bombs were thrown but 2,250 were recovered
by the RUC and
• 837 plastic baton rounds were fired.
52. Drumcree 2011
Sunday, 10 July 2011, 15:09 GMT 16:09 UK
Orangemen hold Drumcree parade
The annual Orange Order parade at Drumcree in Portadown has
passed without incident.
Orangemen have been banned since 1998 from going down the
mainly nationalist Garvaghy Road in Portadown after their annual
march from Drumcree church.
Hundreds of Orangemen took part in the march and Sunday service
at the church.
They handed a protest letter to police over the Parades
Commission's refusal to allow them to return along what they say is
their traditional route.
53. Complex Adaptive Social Systems
1 +1 = 2
relationship determines outcome
Authority is a relationship not a possession
Leadership is about relationships
55. KAFKABRIGADE
Dealing with Bureaucratic
Dysfunction - Re-imagined
• Bureaucratic Dysfunction as a Loss of
Public Value (See Moore 1995)
• Bureaucratic Dysfunction as a Symptom of
Wicked Problems (See Rittel and Webber; Grint)
• Bureaucratic Dysfunction as an
Adaptive Challenge (See Heifetz & Linsky; Turbitt)
56. KAFKA BRIGADE
Process
Action Checkpoint
Checkpoint
planning Checkpoint &
meetings
(deliver) meetings & &
meetings
reflection
Collective reflection
reflection
Performance
Review
Expert
(counter-
factual)
critique
Case
research &
preliminary
reports
Explorative
research &
case selection
57. Complex Adaptive Social Systems
1 +1 = 2
relationship determines outcome
Authority is a relationship not a possession
Leadership is about relationships
58. So
Be Leaders
Who when faced with wicked problems:
Will choose to
Will
practise Adaptive
Leadership
Will
And Will Create Public Value
59. Circumstances
"People are always blaming their
circumstances for what they are.
I don't believe in circumstances.
The people who get on in this world
are the people who get up and look
for the circumstances they want,
and if they can't find them, make them"
George Bernard Shaw in “Mrs Warren's Profession”
We have come to theorize bureaucratic dysfunction in a different way, drawing from different bodies of literature. How are we selling ourselves short as a society if we accept a suboptimal system? How can we articulate the work in terms of a public value proposition. How do we call a public into existence around this problem? Bureaucratic dysfunction is a problem in itself, but it is also a symptom. What does it mean for our efforts? If BD is not solvable, how will we lead the process to cope with it? Who will lead? How to energize leadership from below?
