Post on 01-Jan-2016
transcript
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From “Tribal leadership” by Logan, King & Fischer-Wright, 2008; adapted by Ledoux
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Stage
Alienated
Stable partnership
Team
“Life sucks”
“I’m great”
“Life is great”
“My life sucks”
“We’re great”
Language
2%
25%
49%
22%
2%
%
Separate
Relationship to people
Separate
Stable partnership
“My life sucks”
“We’re great”
Language
Personal domination
Inspired by Isaac Getz (Freedom Inc.)
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Marina
Olivier Laurent
2011
2009
Clarté FiertéProgrès
Autonomie
2007
Excellence
2007Reconnaissance
20112009
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Listen to your
liberating question
Get off the dance
floor & on the
balcony
Learn daily to
ride your elephant
Get out of the way -
Let go
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Sustainability
Towards Stagnation(Too little efficiency)
TowardsBrittleness(Too little diversity)
Greater efficiency (streamlining)
Diversity & Interconnectivity
Optimum
100%
0%
Optimal balance
Greaterresilience
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Distinguishing technical problems & adaptive challenges
Solution and implementation
Solution and implementation
Primary locus of resp. for the work
Primary locus of resp. for the work Kind of workKind of workProblem
definition
Problem definitionChallengeChallenge
ClearClear ClearClear PhysicianPhysician TechnicalTechnical
ClearClear Requires learningRequires learning Physician and patient
Physician and patient
Technical and adaptive
Technical and adaptive
Requires learningRequires learning Requires learningRequires learning Patient > physicianPatient > physician AdaptiveAdaptive
Type IType I
Type IIType II
Type IIIType III
Source: “Leadership without easy answers”, by Ronald Heifetz
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Modulating the stress
Source: “Leadership on the line”, by Ronald Heifetz & Marty Linsky
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Protect leadership voices w/out authority
(Cover who raises questions authorities can’t raise)
5strategic
principles of
Leadership
Keep the distress level tolerable(Control the pressure cooker)
Focus on ripening issues(Counteract work avoidance mechanisms)
Give the work back to people
(Put pressure on people with the problem)
Identify the adaptive challenge(Unbundle the issues)
5 strategic principles of adaptive leadership
Source: “Leadership without easy answers”, by Ronald Heifetz, adapted by Ledoux
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I. Diagnose the system
• Be ready to observe & interpret before intervening
• Diagnose the system itself
• Diagnose the adaptive challenge
• Diagnose the political landscape
• Understand the qualities that makes an organization adaptive
II. Mobilize the system• Make interpretations
• Design effective interventions
• Act politically
• Orchestrate the conflict
• Build an adaptive culture
III. See yourself as a system• Identify who you are
• Know your tuning
• “Broaden your bandwidth”
• Understand your roles
• Articulate your purposes
IV. Deploy yourself• Stay connected to your purposes
• “Engage courageously”
• Inspire people
• Run experiments
• “Thrive”
4 related groups of activities of adaptive leadership
Lessons learned on leadership
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Act & talk as if you would control the situation
Give your team & yourself credits for success but also responsibility for part of the failures
Talk about the future, while recognizing organizational realities and their limitations
4 Know when & how not to interfere
5 Build an environment in which others can succeed
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