The document discusses leadership concepts like the differences between management and leadership, systems thinking, and citizenship as a key value of leadership. It provides an overview of systems thinking tools like causal loop diagrams and reinforcing and balancing loops. The document also examines systems archetypes and provides examples of corruption and poverty as a system.

1. INTERACTIVE SESSION
1

2. Session 1 & 2
Recap
2

3. Kolb Model
3

4. “If leaders are to be successful, they
must first lead themselves.”
(John Maxwell)
4

5. Change is the ultimate goal of the
creative process of leadership
5

6. Technical problems
v.s
Adaptive problems
6

7. Differences between
–
Management and Leadership
7

8. Management Leadership
• Planning, Organizing, • Initiating change
Staffing, Controlling • Creating systems
• Maintaining systems • Innovating
& status quo • Formulating new
• Enforcing rules rules / directions
• Coordinating activities • Energizing people
• Giving instructions • Coaching
• Monitoring & ensuring • Fostering leadership
results 8

9. THE MODEL
Group Values
• Collaboration
• Common
Purpose
• Controversy
with Civility
CHANGE
• Consciousness
of Self • Citizenship
• Congruence
• Commitment
Individual Values 9
Society / Community Values

10. Changed Focus - 1
• From leader to leadership
• From personal traits to process / activity
• From an elitist model to a democratic
model
• From a centralized to a distributed
system
• From an a charismatic individual to a
network of individuals 10

11. Changed Focus - 2
• From a self-serving model to a value-
based process motivated by positive
social change
• From transactional to transformational
leadership
• From exploitation of followers to
mutual respect and creation of leaders
• From money-based transactions to
value-based authentic relationships 11

12. WHAT IS CITIZENSHIP?
12

13. Citizenship
• Citizenship involves
• working to make a difference in the
civic life of our communities
• developing the combination of
knowledge, skills and values and
motivation to make that difference
13

14. Citizenship
• Citizenship means more than
membership; it implies active
engagement of the individual and the
leadership group in an effort to serve
the community.
14

15. Why do we get involved?
• Being involved in a purpose greater
than self
15

16. Social Capital
• An essential component of citizenship
–“networks, norms, and social trust
that facilitate coordination and
cooperation for mutual benefit”
–(Robert Putnam)
16

17. “Bonding” and “Bridging”
Social capital is about the value of
social networks,
bonding similar people and
bridging between diverse people,
with norms of reciprocity.
17

18. Discussion
Why is citizenship one of key values
of leadership?
18

19. THE MODEL
Group Values
• Collaboration
• Common
Purpose
• Controversy
with Civility
CHANGE
• Consciousness
of Self • Citizenship
• Congruence
• Commitment
Individual Values 19
Society / Community Values

20. Systems Thinking
- a brief introduction
20

21. What is a system?
A system is any group of interacting,
interrelated, or interdependent parts
that form a complex and unified
whole that has a specific purpose
21

22. What is a system?
• A collection of people and/or parts
which interact with each other to
function as a whole
22

23. Feedback
• Systems attempt to maintain stability
through feedback
• Feedback provides information to the
system that lets it know how it is doing
relative to some desired state
23

24. THE FISHBONE DIAGRAM
24

25. Linear Perspective
A→B →C →D →E
Cause = Effect
25

26. Feedback Perspective
A→B →C →D →E
26

27. What is Systems Thinking?
• Examining how we create our own
problems
• Seeing the big picture
• Recognizing that structure influences
performance
27

28. Why Systems Thinking?
"Systems thinking is a discipline for
seeing wholes. It is a framework for
seeing interrelationships rather than
things, for seeing patterns of change
rather than static 'snapshots'...."
Peter Senge, The Fifth Discipline
28

29. Systems thinking is a way of seeing
and talking about reality that helps us
better understand and work with
organization and communities to
influence the quality of our lives.
29

30. “The significant problems we face today
cannot be solved at the same level of
thinking at which they were created.”
- Albert Einstein
30

31. Systems Archetypes
• Fixes that Fail / Backfire
• Growth and Underinvestment
• Limits to Success
• Shifting the Burden / Addiction
• Success to the Successful
• Tragedy of the Commons 31

32. Systems Thinking Tools
• Causal Loop Diagrams - to represent
dynamic interrelationships
• Provide a visual representation to
communicate that understanding
• Make explicit one's understanding of a
system structure
32

33. Reinforcing loops compound change
in one direction with even more change
in that direction
Saving Interest
Balance Payments
33

34. Reinforcing Loop
Structure Behavior Over Time
Employee
Supportive
Performance Perf. Behavior
S Level
S
Unsupportive
Supervisor’s
Behavior
Supportive
Behavior Time
34

35. Give Examples
? ?
35

36. Reinforcing Loops
• Vicious Cycles
• Virtual Cycles
36

37. 37

38. Balancing Loop
Structure Behavior Over Time
Desired S
Discrepancy
Inventory
O Actual Inventory
100 ++
S
Desired Inventory
Actual Inventory 100
Inventory Adjustment 100 - -
S
Time
38

39. Corruption – Poverty Nexus - 1
Party Financing
Reduction of
disposable Political
Higher profits income - victory
POVERTY
Addiction
Crime
Higher sales Payback
Ineffective control on
certain activities
(gambling, credit
buying, narcotics (?)
39

40. Corruption – Poverty Nexus - 2
Less disposable income
POVERTY Easily ‘bought’
Lower salaries / by politicians
pensions
Victory
Dependence
Less public funds
available
Poor service
Waste Payback
Inefficiency /
overstaffing Appointment of
‘wrong’ people
40

41. Action Time Way of Questions to Ask
Mode Orientation Perceiving
Witness What's the fastest
Events React! Present
event way to react?
Measure
What trends
or track
Patterns Adapt! patterns of
seem to be
recurring?
events
What structures
Create Systems are in place
Structure Change! Future
Thinking causing these
patterns? 41

42. Leadership implies
working
on the system
not in the system
42

43. VIDEO
43

44. JOHN F. KENNEDY
INAUGURAL ADDRESS
1961
• Note instances of / references to:
–Leadership
–Citizenship
• What elements of the speech would
YOU use in the local context?
44

45. JFK SPEECH (1/2)
• from this time and place
• to a new generation of Americans
• we shall pay any price
• Divided there is little we can do
• …help them help
themselves…because it is right
• civility is not a sign of weakness
45

46. JFK SPEECH (2/2)
• explore what problems unite us
• All this will not be finished in the first
one hundred days…But let us begin
• Will you join in that historic effort?
• I do not shrink from this responsibility, I
welcome it.
• ask of us here the same high standards
of strength and sacrifice which we ask
46
of you

47. JFK SPEECH
ask not what your country can do
for you; ask what you can do for
your country
47

48. DISCUSSION QUESTIONS
48

49. SESSION 3
Collaboration
49

50. OBJECTIVES OF SESSION 3
By the end of this session participants will be
able to demonstrate a clear understanding of
the following concepts as they apply to
leadership in the Social Change Model (SCM)
– Collaboration
– Competition, Cooperation, Compromise
– Effectiveness of Diversity
– Pre-requisites for effective collaboration
– Link with other C’s
50

51. The Model
51

52. WHAT IS
COLLABORATION?
52

53. COLLABORATION
Collaboration – The social change
model defines collaboration as:
• “working together toward common
goals
• by sharing responsibility, authority,
and accountability in achieving
these goals.”
53

54. COLLABORATION
Not to be confused with…
• Competition
– Work hard to do better than others
• Co-operation
– helps each party to achieve its own
individual goals, not common goals
• Compromise
– involves a party losing something in
order to accomplish goals 54

55. COLLABORATION
Is about…
• Common Aims, Vision
• Sharing Responsibility,
Commitment
• Focusing on Talents, Synergy
…in order to DO something! 55

56. DIVERSITY
Diversity is an essential part of
collaboration and
• multiplies group effectiveness
• by taking advantage of multiple
talents and points of view
• to generate innovative ideas and
solutions.
56

57. DIVERSITY
• Individuals of diverse backgrounds
bring unique values, learning
styles, opinions and attitudes to
a group.
• Although challenges may arise, the
benefits outweigh them
significantly.
57

58. MAKING IT WORK
• Personal Work
–understanding one’s own values
and beliefs as well as developing
Consciousness of Self
58

59. MAKING IT WORK
• Building Trust
– informal exploring (getting to know other
people’s values and backgrounds),
– sharing ownership (members must take
control of the leadership process),
– celebrating success (helps promote
energy and renewal),
– creating powerful, shared experiences to
bolster group goals 59

60. MAKING IT WORK
• Communicating
–Listening
–Paying attention to what others
have to say
–Communicating Early and
Clearly
–Using Observations
60

61. COLLABORATION and
CITIZENSHIP
• Our destinies are Inter-related
• We are ALL Responsible
• We belong to many Communities
• Social Capital
• Bonding and Bridging
61

62. COLLABORATION and
ADAPTIVE Leadership
• Collaboration on Technical Issues
• Collaboration on Adaptive Issues
• Adapt your own behaviour
• ‘Victims’ have to adapt too
• Ongoing Communication
• Trust
62

63. LINKS WITH THE 6 C’S
63

64. The Model
64

65. INTERACTIVE SESSION
65

66. BREAK
66

67. INTERACTIVE SESSION
Prisoners’ Dilemma
67

68. Prisoners’ Dilemma
The purpose of the game is for
each team to get a positive score
68

69. Red Team to choose either A or B
Blue Team to choose either X or Y
Scores
Choice Red Blue
A X +3 +3
A Y -6 +6
B X +6 -6
B Y -3 -3
69

70. SCORE SHEET Choices Cumulative
score
Round Minutes Red Blue Red Blue
1 3
2 3
3 3
4* 3 (reps negotiating)
3 (teams)
5 3
6 3
7 3
8 3
9 ** 3 (reps negotiating)
5 (teams)
10** 3 (reps negotiating)
5 (teams)
* = double score (keep negatives) ** = squared score (keep negatives)
70

71. IDENTIFY :
OBSERVERS
TEAM LEADERS /REPS
71

72. Q&A
FEEDBACK
72