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KEYNOTE DISCUSSION GUIDE

ANNUAL GATHERING | DECEMBER 2019LIVESTREAM: Monday December 9th – Friday December 13th

THE NEXT PRACTICE INSTITUTE

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Keynote Discussion Guide | Next Practice Institute 2019

KEYNOTE DISCUSSION GUIDE

TABLE OF CONTENTS

MONDAY – December 9th

5:00-6:30pm EST

MIT Professor Emeritus Edgar Schein and his collaborator and son, Peter Schein

New Perspectives From a Lifetime’s Scholarship and a New Collaboration............................... 5

TUESDAY – December 10th

8:15-9:15am EST

Mobius Senior Expert Simone Ahuja

Disrupt-it-Yourself: Eight ways to Hack a Better Business – Before the Competition Does......... 9

5:00-6:15pm EST

Professor Andrew White

Leading in Uncertain Times: The Challenge of Navigating to the Next Mountain................... 11

WEDNESDAY – December 11th

3:00-4:15pm EST

Stefano Petti, Bettina Rollow and Nadja Taranczewski in conversation with Golbie Kamarei

New Work and Organizational Forms ..................................................................................... 15

THURSDAY – December 12th

8:15-9:15am EST

Azim Khamisa

The Principles of Group Coherence and Restoration ................................................................. 18

5:00-6:15pm EST

Professor Kenneth Gergen

Leading in a Liquid World: The Relational Imperative............................................................. 22

FRIDAY– December 13th

8:15-9:15am EST

Farayi Chipungu

Exercising Leadership: The Politics of Change........................................................................... 25

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Watch the keynote talks live on the Mobius Executive Leadership’s Facebook Page Or at www.mobiusleadership.com/npikeynotes

D E C E M B E R 2 0 1 9 T H I S Y E A R ’ S G U E S T S

We are deeply honored to welcome these six important speakers. If you are unable to attend this year’s week-long program, we welcome you to watch the livestream recording.

Watch the keynote talks live on the Mobius Executive Leadership’s Facebook Page Or at www.mobiusleadership.com/npikeynotes

PROFESSOR EDGAR AND PETER SCHEIN

MIT Professor Emeritus, one of the fathers of Organizational Psychology

and his son, co-author and collaborator

New Perspectives from a Lifetime’s Scholarship and a New Collaboration

SIMONE AHUJALeading innovation expert, author,

Mobius Senior Expert

What It Takes to Innovate Within

Large Corporations

PROFESSOR ANDREW WHITE

Associate Dean for Executive Education at Saïd Business

School

The Challenge of Navigating to the Next Mountain

AZIM KHAMISAAuthor, CEO and founder of the

Tariq Khamisa Foundation

The Principles of Group Coherence and Restoration

PROFESSOR KEN GERGENPioneer considered among the 50 most

influential living psychologists, Senior Research Professor at Swarthmore

College, President of the Taos Institute

Leading in a Liquid World: The Relational Imperative

FARAYI CHIPUNGUAdjunct Lecturer in Public Policy at the

Kennedy School of Government, consultant at McKinsey & Co.

Exercising Leadership: The Politics of Change

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The Next Practice Institute (NPI) of Mobius Executive Leadership sponsors transformational training programs for our practitioners, partners, and clients.

These programs operate at the nexus of “best practice” in such areas as organizational development, culture change, and adaptive leadership, and “next practice” in neuroscience, somatics, energy work, music, yoga, and other expressive/devotional arts.

Together we are creating a global community of practice devoted to the craft of transforming people into stronger leaders, building a more just and sustainable world, and restoring the cultural fabric.

For the past severals years we have conducted a week-long professional development immersion outside of Boston. 2019 marks our fourth year hosting the annual NPI celebratory and learning event.

The annual gathering brings together a global group of practitioners (including coaches, mediators, interventionists, and facilitators), business leaders, human resources and organizational development professionals, strategy and leadership advisory consultants.

We come together for renewal, learning, inspiration, and practice.

The Annual Gathering is supplemented throughout the year with workshops. If you would like to receive our monthly newsletter and announcements about special events and new books, email us [email protected].

For complete details of this year’s program, visit www.mobiusleadership.com/next-practice-institute


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Internationally revered for his pioneering advancements to our field, notably in process consultation, career dynamics, and his model of organizational culture, Edgar Schein is renowned as one of the fathers of Organizational Psychology. In the past four years, in collaboration with his son Peter, Edgar has co-authored three books, and co-developed new perspectives on culture, change and leadership. Focusing on the evolving aspects of their perspective, Edgar and Peter will address the process of leadership, consulting, and coaching, as the world becomes more complex and interdependent.

MIT Professor Emeritus Edgar Schein and his collaborator and son, Peter Schein

New Perspectives From a Lifetime’s Scholarship and a New Collaboration

In conversation with NPI Faculty Zander Grashow, co-author, with Ron Heifetz and Marty Linsky, of the seminal work The Practice of Adaptive Leadership (2009).

INTRODUCTION TO THE SCHEINS’ WORK Edgar Schein is regarded as one of the founders of modern organizational psychology and the father of organizational culture (a phrase he coined). In recent years he has joined forces with his son Peter Schein, a strategy consultant in Silicon Valley. Together they are developing a body of work on the importance of humility in leadership, organizational change, and consulting.

Organizational Culture

The classic text Organizational Culture and Leadership is considered by many to be one of the most important books ever written about organizational culture. In it, Edgar Schein defines culture, explains cultural assumptions, and discusses the role of the leader in forming, transmitting, and changing organizational cultures. Since the 1980’s, his model of organizational culture has been the foundational work underpinning the field. Schein sets out three levels that contribute toward the formation of culture: i) visible artefacts (what you can see and hear and feel e.g., how people behave in meetings, layout of the office design); ii) espoused beliefs, values, rules and behavioral norms and iii) tacit, taken-for-granted, underlying assumptions.

“The forces that are created in social and organizational situations derived from culture are powerful. If we don’t understand the operation of these forces, we become victim to them.”


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Process Consultation Schein also advocated for the value of process consultation which contrasts with the notion of the external consultant offering a client their specific knowledge and expertise. Rather, in process consultation, the aim is to facilitate the client achieving their own insight into the nature of the group or organizational problems. Establishing a supportive, helping relationship with the client is essential for a process that is inherently co-creative. Process consultation was the precursor to the Schein’s current focus on humble consulting. Since the consultant will never know enough about the client’s situation and the client will never know enough about all the consequences of a given intervention such as a survey, determining how to proceed requires collaboration and humility.

Career AnchorsAnother major contribution to organizational psychology is Edgar Schein’s research into how people have different orientations toward their work. Each of us approach our careers with a certain set of priorities and values which he articulated as a “career anchor.” These help us to understand what we need, expect and desire in our careers. He identified the following anchors which many others have drawn upon to deepen our understanding of how people orient to their work:

• Autonomy: primary need for independence

• Security: seeks stability and continuity with “a job for life”, avoids risk

• Entrepreneurial creativity: inventors who enjoy building new businesses

• Service: dedication to a cause, using talents to help others

• Technical/functional competence: experts or gurus who enjoy challenge and mastery

• Managerial competence: thrives on responsibility, dealing with others

• Pure challenge: seeks constant stimulation; prepared to change jobs frequently

• Lifestyle: rather than balance life/work, prefers to integrate the two

Evolving aspects of the work In Edgar Schein’s own words, he explains the evolution of his thinking in his book Humble Consulting (2016). For more, Edgar and his son’s work are featured extensively in the 2019 edition of the Mobius Strip available on our website under Thought Leadership.

“ As I began my career as a human relations trainer and part-time consultant in the 1960s, I evolved the model of Process Consultation (introduced in my books Process Consultation, 1969; and Process Consultation Revisited, 1999), which emphasizes the need to involve the client in the process of figuring out what is wrong and what can be done about it. After several decades of working with this model and updating the book, I began to realize that the model we were using for organization and management consulting really had broader applications to all kinds of helping relationships, resulting in the 2009 book Helping. Analyzing the helping process from a sociological point of view also revealed how much our cultural norms influenced what we thought should be both the client’s role and the consultant’s role in the helping process.

In my own experience as a helper, it seemed crucial that the client really be able to


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tell what is bothering him or her and be able to be open and trusting in doing so. I then discovered that the major inhibiting factor to clients’ being open and trusting is the cultural force in the United States toward telling as being the heroic model, which led helping and consulting models to be structured in terms of the formal professional stages of diagnose and then tell as recommendations. My management consulting friends told me that “this is required if you are really doing your job,” which, to my dismay, I found many clients passively believed. I recognized that the obsession with telling was a broader characteristic of the US managerial culture, which led me to write the book Humble Inquiry (2013) to point out how much potential harm was done in making subordinates feel psychologically unsafe in upward reporting if they saw safety or quality issues in how work was getting done.

In my own consulting efforts, I found that telling did not work and, furthermore, that the clients who called me in for consultation often had previously experienced the formal approach with other consultants and did not find the diagnose and then recommend approach terribly helpful. The formal process often missed the real problem or recommended things that could not be implemented for a variety of reasons that the consultant evidently had not considered.

At the same time, the problems that confronted leaders and managers became more complex to diagnose and even more difficult to ‘fix.’”

Humble Inquiry (2013), Humble Consulting (2016) and Humble Leadership (co-authored with Peter Schein in 2018) reflects the evolution in Edgar Schein’s thinking and his new collaboration with his son Peter. The nature and significance of humility in these contexts draws on and builds from scholarly contributions from many other contemporaries the Scheins cite including Mobius Senior Excerpt and Senior Lecturer at MIT, Otto Scharmer; Karl Weick; sociologist Erving Goffman; Mobius Senior Expert Peter Senge; the work on mindfulness from Harvard Professor Eileen Langer; and the nature of adaptive versus technical challenges as set out by Ron Heifetz, Marty Linsky and Mobius Senior Expert Zander Grashow.

EDGAR SCHEIN is Professor Emeritus of the Massachusetts Institute of Technology (MIT) Sloan School of Management. He is considered one of the fathers of Organizational Psychology. He was educated at the University of Chicago, Stanford University, and Harvard University, where he received his Ph.D. in Social Psychology. He worked at the Walter Reed Institute of Research for four years and then joined MIT, where he taught until 2005. He has published extensively. He is the 2009 recipient of the Distinguished Scholar-Practitioner Award of the Academy of Management, the 2012 recipient of the Life Time Achievement Award from the International Leadership Association, and the 2015 Lifetime Achievement Award in Organization Development from the International OD Network.

PETER SCHEIN is a strategy consultant in Silicon Valley. He provides help to start-ups and expansion phase technology companies. Peter’s expertise draws on over twenty years of industry experience in marketing and corporate development at technology pioneers including Pacific Bell and Apple Computer, Inc. He spent eleven years in corporate development and product strategy at Sun Microsystems. Peter was educated at Stanford University (BA Social Anthropology, Honors and Distinction) and Northwestern University (Kellogg MBA, Marketing and Information Management, Top Student in Information Management), and the USC Marshall School of Business Center For Effective Organizations (HCEO Certificate, 2017).


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SUGGESTED QUESTIONS FOR DISCUSSION

1. What are the salient points the Scheins make about the nature of organizational and leadership challenges today? How do these challenges differ from the past? To what degree is this obvious within your organization and work? Is there still a place for the “diagnose and tell” model when working with specialized technical expertise?

2. In response to the executive who “just wants a culture survey” what advice do the Scheins offer so that consultants/other experts make a valuable contribution to the real, underlying needs of the organization? What are some of the implications for you (as an organizational leader or a consultant)?

3. What would more humility look like in action in your role as a leader, team member or as a consultant?

4. The Scheins refer to several levels of relationships that we have with others (see side-bar). They argue work goes better the more Level 2 relationships we have and that there are instances where level 3 is needed. Consider your most important relationships at work – what level do these relationships tend to operate at? Are there relationships where it would be helpful to invest in raising the level? What are the most significant barriers to developing higher level relationships at work?

5. What other points did the Scheins make that resonated with you or struck you as worth deeper reflection? Perhaps there are points you didn’t agree with or wondered what they meant by them which are worth discussing together …

LEVEL MINUS 1 – where one person or group dominates another – as in a prison

LEVEL 1 – where we keep our professional distance and are mostly transactional with each other

LEVEL 2 – where we are more personable and have a mutual interest in knowing each other beyond our formal interactions and roles – where we value working together more than competing with each other

LEVEL 3 – typically found outside of work, a more intimate and emotional relationship which is also necessary for high-trust, complex organizational tasks such as is found in military operations, improvisational performance (music), and team sports


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Innovation expert, author and Mobius Senior Expert Simone Ahuja shares the key ideas from her latest book, Disrupt-It-Yourself, a practical playbook for harnessing and cultivating essential innovation practices including supporting the work of “intrapreneurs” – or corporate hackers. These people work at the edges of organizations to solve persistent problems they feel passionate about. Simone will share her insights into intrapreneurial competencies, and what it takes to support intrapreneurial hacktivists – before they leave.

Mobius Senior Expert Simone Ahuja

Disrupt-it-Yourself: Eight ways to Hack a Better Business —Before the Competition Does

AN INTRODUCTION TO SIMONE AHUJA’S WORK

Simone advises Fortune 1000 companies to put in place systems that help companies innovate faster, better, and cheaper. Her approach is based on the mindset and principles utilized by necessity-driven entrepreneurs in resource-constrained environments around the world – both in developed and developing economies. She has spent years researching up-close how such under-resourced entrepreneurs innovate brilliantly with less, and has developed a system rooted in frugal innovation and entrepreneurship. This culture-changing approach gives companies the concrete tools they need to quickly and sustainably design and deliver innovative products, services and business models.

In her book Disrupt-it-Yourself: Eight Ways to Hack a Better Business – Before the Competition Does, Simone examines what larger, more established companies can do to harness some of the entrepreneurial energy and discipline more often found in a start-up. She explains, “Many executives are aware that they need more intrapreneurs—people who, despite being employees, behave in many ways like entrepreneurs. But they’re not sure how to create the conditions needed to attract and empower these people, much less manage the whole spectrum of innovations from incremental improvements of existing offerings to highly ambitious and groundbreaking ‘moonshots.’ The Disrupt-It-Yourself (DIY) imperative presupposes that the only way an organization can win in an innovation-driven economy is to invent the future itself by unleashing more of its own talent and energy.” Simone then identifies and discusses the implications for eight overarching principles that govern intraprenurial cultures – these are described overleaf. This body of work builds on Simone’s earlier contributions to the field of innovation, captured in her book co-authored with Navi Radjou and Jaideep Prabhu, Jugaad Innovation: Think Frugal, Be Flexible, Generate Breakthrough Growth (2012).


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“ Most companies claim to support entrepreneurial behavior — but their employees are not so sure. The research speaks volumes: Only 20% of employees in an Accenture study said their managers encourage entrepreneurial ideas. Another survey showed that 70% of successful entrepreneurs developed their big idea while working at an established organization and then left to commercialize it on their own.”

From Simone Ahuja’s Harvard Business Review article “How Intuit Built a Better Support System for Intrapreneurs”

DR. SIMONE AHUJA is a changemaker, innovation expert, strategist, Mobius Senior Expert and founder of Blood Orange, a consultancy in Minneapolis that advises C-level and senior executives, global entrepreneurs, and intrapreneurs worldwide. Simone contributes regularly to the Harvard Business Review, is the co-author of Jugaad Innovation: Think Frugal, Be Flexible, Generate Breakthrough Growth (2012), and the author of Disrupt-it-Yourself (2019). She was recently shortlisted by Thinkers50 as one of the most influential thinkers of our time for creating “a ‘disrupt it yourself’ system to help organizations sustain innovation, and retain what she calls the DIY-ers – the intrapreneurs committed to solving the problems of the future.”

SUGGESTED EXERCISE AND QUESTIONS FOR DISCUSSION The table overleaf outlines the eight D-I-Y principles. Based on these, you might discuss the following together (abridged from the executive scorecards found in each chapter within the book):

PRINCIPLE ONE: KEEP IT FRUGAL1. Have you created a culture where people share infrastructure and reuse resources for intrapreneurial ventures?2. Are simplicity and autonomy a part of your organization?

PRINCIPLE TWO: MAKE IT PERMISSIONLESS3. What level of permissionless intrapreneurship can you live with, and how will you formalize it in your

organization?4. Is intrapreneurship occurring perpetually below the radar in your organization because you do not have the

proper supports in place to enable it to bubble up?

PRINCIPLE THREE: LET CUSTOMERS LEAD5. Are customers hacking their own solutions to problems in your space? How have you responded?6. Is there an established path for intrapreneurs in your organization to connect with customers and include

them in the development of new products and services?

PRINCIPLE FOUR: KEEP IT FLUID7. Does your organizational structure support intrapreneurship by allowing people to move fluidly across the

organization to collaborate for innovation and problem solving?

PRINCIPLE FIVE: MAXIMIZE RETURN ON INTELLIGENCE8. Do you have metrics that measure and manage learning and sharing intelligence?9. How do you reward the “best” failures or learnings and scale these insights?


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PRINCIPLE SIX: CREATE THE COMMONS10. In what ways do you use inclusion and diversity as a competitive advantage?11. How do you keep intrapreneurship from being exclusive to R&D in your enterprise and keep innovation

free from silos?12. Do you look at inclusion and diversity through multiple lenses: identity diversity (such as age, race and

ethnicity, gender, and so forth) and cognitive diversity, such as experience and thinking style?

PRINCIPLE SEVEN: ENGAGE PASSIONS AND PURPOSE13. Are you responding with support when passion bubbles up and people come together around a problem?14. Are you able to let people “get personal,” share experiences, and solve the problems that mean the most to them?

PRINCIPLE EIGHT: ADD DISCIPLINE TO DISRUPTION 15. How do you tamp down the corporate antibodies that attack innovation within your walls?16. Have you experimented with innovation labs, incubators, or accelerators to send a signal across the

company that innovation is both valued and expected?

More generally, you might want to use this chart to score your organization between 1-10 where: 1 represents the sentiment: I would go so far as to say the opposite is true of our organization5 represents: A neutral response or we apply this principle in certain departments/areas but not consistently10 represents: This is one of our signature strengths in terms of encouraging intrapreneurs.

PRINCIPAL

1KEEP IT FRUGAL This limitation turns out to be beneficial in many ways.

PRINCIPAL

2:

MAKE IT PERMISSIONLESS ... for employees capable of the personal risk

PRINCIPAL

3LET CUSTOMERS LEAD ... critical feedback as you innovate

PRINCIPAL

4:

KEEP IT FLUID ... respond in agile ways to ad hoc needs

PRINCIPAL

5MAXIMIZE RETURN ON INTELLIGENCE ... using metrics for a DIY approach

PRINCIPAL

6CREATE THE COMMONS ...DIY cannot be an activity for the elite

PRINCIPAL

7:

ENGAGE PASSIONS AND PURPOSE ... at the heart of the greatest DIY successes

PRINCIPAL

8:

ADD DISCIPLINE TO DISRUPTION ... for both incremental adjustments and big bets

__________________________________________________________________________________________1 5 10

__________________________________________________________________________________________1 5 10

__________________________________________________________________________________________1 5 10

__________________________________________________________________________________________1 5 10

__________________________________________________________________________________________1 5 10

__________________________________________________________________________________________1 5 10

__________________________________________________________________________________________1 5 10

__________________________________________________________________________________________1 5 10


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Andrew White is the Associate Dean for Executive Education at Saïd Business School and is responsible for forging connections between the research, resources and expertise of the School, and of the wider Oxford University, with senior leaders in organizations throughout the world. Andrew is also a highly experienced leadership coach to CEOs and other senior leaders. His areas of expertise include managing disruptive technologies, discontinuous innovation and the new leadership capabilities required to lead in today’s business climate.

Professor Andrew White

Leading in Uncertain Times: The Challenge of Navigating to the Next Mountain

INTRODUCTION TO ANDREW WHITE’S WORK

Andrew is responsible for commissioning new research to support leaders to navigate their organizations through the challenges of the 21st century. His previous research interests have been focused around inter-organizational information systems and technologies and how companies can successfully manage innovation. Andrew’s background is in innovation management – a topic of increasing importance in a competitive and fast-changing world. The successful management of disruptive technologies and discontinuities have been at the heart of his work; these are key factors in today’s highly fluid organizational environment. In his recent writings and public interviews Andrew has emphasized the need to establish more sustainable business, a deeper commitment to ethical organizational purpose, and some of the counter-intuitive leadership capabilities necessary to manage the inherent paradoxes these challenges pose.

Organizational Purpose

In 2016 Andrew published the article “Lessons from Companies that Put Purpose ahead of Short-term Profits” in the Harvard Business Review. In it he highlights examples of businesses who are prepared to put profit at risk in service to a more noble goal e.g. the case of CVS taking the decision to stop selling cigarettes (at an estimated cost to them of $2 billion); Unilever’s then CEO Paul Polman announcing the company would no longer give quarterly results to focus instead on creating longer-term value that is “equitable, shared, and sustainable.”

Across these cases, “What we are seeing is no longer a conflict between doing the ‘right’ thing and commercial success, but rather, a complex interaction of factors that has the characteristics of a paradox – a situation in which oppositional tendencies are brought into close contact. The fundamental challenge


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is how to use such paradoxes to inform creative tensions – which lead to innovation and growth – rather than succumb to paralyzed indecision or poor judgment calls. The leaders who resolve paradoxes follow a predictable path: they accept them, confront them, and they figure out how to transcend them. How to go about these three adaptive moves:

• Acceptance involves articulating what stakeholders expect from the company – the emphasis being on differing stakeholder expectations, with extra attention on both the most and least vocal. And then openly acknowledging the ways in which these differing expectations create paradoxes.

• Confrontation – proactively reaching out to those stakeholders who have been most critical with a view to mediating differences (with, for example, NGOs and indigenous communities) to bring these voices into the corporate decision-making process. Recognizing the route to resolving inherent tensions is a long-term, sustained effort. Andrew quotes the CEO of a food company who explained it like this: “We could sell those businesses – but we would only be giving the problem to someone else. We could shut them down – but the market space would not go away and another company’s products would fill it. The only responsible reaction is to evolve customer taste away from overconsumption of harmful products. This is our ethical responsibility and it will take time.”

• Transcendence – basing evolving business strategies on the new opportunities these paradoxes create rather than applying the old paradigm in which the company did business. He offers the example of a beverage company who could either see themselves in the business of selling alcoholic drinks or a company that encourages social interaction.

In this piece, Andrew concludes the outcome of this work is not just a revised mission statement “but significant decisions grounded in a deep understanding of purpose characterized by a quiet sense of service to something greater than the immediate needs of customers and short-term demands of investors.” He argues this is less about doing the right thing and more about seizing emergent opportunities to transform your business for a more a sustainable way forward.

Counter-intuitive leadership capabilities

In an inspired TEDx Talk Andrew delivered in 2015 entitled: The Challenge of Leading in the 21st Century, Andrew “turns leadership on its head” with the suggestion that there are three acts of leadership we might up-end. He explains that while we are often told that successful leaders stand for:

Belief in something (so that others follow us)

Growth – next year’s turnover should always be better than last year’s

Life – bringing ideas to fruition, getting companies from strategy to delivery

There are in fact three opposing qualities that leaders, especially leaders in large organizations, need in today’s times: Doubt, Decline and Death. While these concepts may seem far less inspiring would it not be a good thing if we could speed up the death of fossil fuels? Or what if we could speed up the decline or the time it took to remove the excesses of salt and sugar – given the health issues these cause us – out of the products we consume, would that not be a good thing?


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Andrew revisits the invention of the steam engine which harnessed the power of nature (fire and water) and triggered huge social impact e.g., farmers could now transport and sell their produce much further afield. Rapidly expanding commercial footprints set off the well-studied historical period of economic growth which led to the first and subsequent industrial revolutions. But today we have reached a new inflection point in that trajectory of economic development. Along the way – from the steam engine to now, we have become increasingly disconnected from nature and far less attentive to ways in which we are stretching growth past the planet’s natural resources. We have strategized beyond the boundaries of where the planet is.

Andrew mentions several innovations that begin to redress the issue – a plane powered by solar power, a battery so powerful it can take homes off the grid – and innovations in how we run business (e.g., when we think about corporate strategy, we might call upon a director of natural resources. What if our accountants took natural resources into consideration in their spreadsheets? How far might eco-cide laws go to stop companies transgressing nature’s boundaries?) He also argues these efforts are necessary, but not sufficient.

What we most need is leaders who inspire in how they lead us toward the natural death and decline of the ways in which we grew in the past. For this to happen we must align to a purpose – something larger than the leader’s individual ego, something larger than the company’s organizational ego which is simply focused on growth. If a leader is willing to embrace decline, this opens a space into which innovation can come. It effectively speeds the process of evolution in ways we’ve shied away from. We are traditionally terrible at helping evolution takes it course. But to navigate some of the most threatening abuses of the planet’s natural resource, we need to accelerate the death and decline and reinvention of traditional industry. We need to embrace nature’s cycle of death and renewal. We need Doubt, Death and Decline to transcend today’s paradoxes.

ANDREW WHITE became the Associate Dean for Executive Education at Saïd Business School in 2010. He is responsible for forging connections between the research, resources and expertise of the School, and of the wider university, with senior leaders in companies and organisations throughout the world. He leads the development and delivery of custom, open and accredited executive programmes which serve as the primary platform for the School’s communication with those facing the demands of leadership in the 21st century. He is an experienced programme director, teacher and researcher. He has directed and taught on a wide range of executive development programmes for organisations such as BAE Systems, Lloyd’s Market Association, the Government of Abu Dhabi, Avon Cosmetics, State Farm and IBM. He also regularly contributes to the School’s open and accredited programmes focusing on the areas of leadership development, change management and innovation management.

Andrew acts as a consultant to international organizations and has co-authored a review of how information technology will create intelligent infrastructure systems over the next few decades for the British Government’s Department of Trade and Industry. He is a Fellow of the Royal Society for the Encouragement of Arts, Manufacturers and Commerce and is a Scholar with the Advanced Institute of Management Research. Andrew joined Saïd Business School as Fellow in Strategic Management in 2006. Prior to this he worked at the Cranfield School of Management from 2001, latterly as a Senior Research Fellow within the Centre for Logistics in Supply Chain Management. He was a Research Engineer for the University of Warwick from 1997 to 2001. Andrew also obtained his doctorate from the University of Warwick in addition to a Masters in science (with distinction). Alongside his current role at the School, Andrew is a Fellow of Green Templeton College at the University of Oxford.


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Leading in Uncertain times: Andrew has described the way in which leaders need to help us “navigate to the next mountain” — describing both the nature of where we find ourselves today and what our possible futures look like. He offers leaders these questions to map the route:

Establishing transparency (about where we are today, the current mountain)

1. As a team or as a leader in your organization, what are you not discussing that you need to talk about?

2. What do you always discuss, but never resolve?

3. What spaces do you need to create in order to have these conversations?

4. What would be different in 3 years if these conversations led to the right actions?

Preparing for the transformation or the journey to reach the next mountain…

1. What do you need/want to take with you?

2. What do you need/want to leave behind?

3. What do you need/want to transform?

4. What do you need/want to create?


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Just over five years ago management thinker, former McKinsey & Company consultant and Mobius coach, Frederic Laloux shared his vision for “what comes next” in the history of how we organize ourselves. In the book Reinventing Organizations, he offered a sweeping evolutionary and historical view of the workplace, before proposing the time has come for something different. It was written for “founders of organizations, leaders, coaches, and advisors who sense that something is broken in the way we run organizations today and who feel that something entirely different is called for… but wonder what that might be.” Offering examples of businesses, non-profits, schools and hospitals Frederic detailed a new more soulful way to run organizations, including the structural shifts toward self-organization

and how these workplaces operate on a day-to-day basis. Our panel includes three pioneering practitioners who, having been influenced by Laloux treatise, have propelled the movement forward by determining how to put non-hierarchical models into practice.

New Work and Organizational Forms

Wednesday afternoon: Panel Discussion

PANEL MODERATOR: GOLBIE KAMAREI

Golbie’s mission is to help multinational organizations and their leaders reach higher levels of performance and purpose. Currently she is the Chief People Officer at Culture Amp – the world’s leading platform providing organizations with the data they need to understand and improve crucial people outcomes including engagement, performance and retention.

Prior to joining Culture Amp, Golbie held various roles in investing and organizational development at Blackrock, a global investment manager with $6.4 trillion in assets. Golbie’s roles at BlackRock included global program manager for Global Client & Sales Excellence; founding member, knowledge strategist, and business manager of the BlackRock Investment Institute; and member of the real estate debt investments team. Golbie founded the BlackRock Meditation Program, offering self-awareness training to 1,500 employees in 17 countries. She is a frequent speaker at international conferences on the topics of culture, wellbeing, and mindfulness in business. In 2018 she gave the TEDx talk Success at What Cost. Golbie earned a MS in business management (Sloan Fellow) from the Stanford Graduate School of Business and a BA in psychology with honors from Stanford University.


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INTRODUCTION TO THE PANEL

All three of our panelists help clients to transform the way they work and organize themselves.

STEFANO PETTI is a Partner of Asterys, a global organizational development firm with more than 100 facilitators and executive coaches in over 25 countries, and co-founder of AEquacy, the revolutionary hierarchy-free organizational design and operating system that accelerates innovation, collaboration and performance. The book AEquacy: A New Human Centered Organizational Design to Thrive in a Complex World (which Stefano co-authored with fellow Asterys Partner, Giovanna D’Alessio) sets out a new leaderless organizational design that changes the paradigm of the traditional hierarchy – which perpetuates peculiar, predictable, systemic patterns ill-equipped for the adaptive challenges we now face. An excerpt from the book is available to read for free in the Summer 2018 Mobius Strip available on our website under Thought Leadership.

Stefano works primarily as a thinking partner and executive coach with leaders and managers, largely within multinational contexts, who are engaged in transformational initiatives. Stefano is also a passionate

international speaker, lecturer in the Master of International Management programme (University of Bologna, Italy) and has been teaching for many years in the Executive MBA programme (CUOA Business School, Italy). He co-authored the Harvard Business Review articles “How your State of Mind Affects your Performance” (2014), “4 Steps to dispel a bad mood” (2015), “Get in the Right State of Mind for Vacation” (2015) and “A Simple Way to Combat Chronic Stress” (2016). In 2018 he co-authored the book AEquacy: The New Human-Centered Organizational Design to Thrive in a Complex World with Giovanna D’Alessio.

BETTINA ROLLOW is a Mobius Transformational Faculty member, coach and advisor. She has just published the book New Work Needs Inner Work with her collaborator and co-author Joana Breidenbach. The result is a practical guide, answering questions such as “How could Laloux’s principles be put into practice? What could such a transformation process look like? What attitudes and competencies would be necessary to turn employees into bosses and to enable self-organized work? Which problems would arise in practice? Which teams would be suitable for self-organization, and which would not?” A book excerpt from New Work is available in the current edition of the Mobius Strip (2019) available on our website under Thought Leadership.

Bettina specializes in collaborative working models and supports companies to shift from hierarchical models towards New Work models. Bettina is focused on complex projects often involving intercultural elements and a need to address the organizational structure as well as the individual. Trained as a Gestalt therapist and a coach, Bettina has developed a specialty in creating

collaborative working models across companies. Bettina previously worked for the Volkswagen group, where she led projects in process optimization and change management. She has a Master in International Business Studies.


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1. How would you describe the nature of your current organization – which aspects are hierarchical versus areas that allow for more self-organization?

2. What value does the model (or the different models) enable within your organization?

3. What changes might you make and why – what challenges would you be solving for?

4. What is the role/potential of technology in new ways of working?

5. What are the requirements for individuals and organizations to move towards self-organization?

6. What have you learnt from experimenting with different models?

7. What other insights did you glean from the panel discussion? What points resonated? Surprised you? Are there any which you disagree with?

NADJESCHDA (NADJA) TARANCZEWSKI has a Master of Psychology, is a Master Certified Coach and Mobius Senior Consultant. She works as a coach, author, and keynote speaker. She is the author of the book Conscious You: Become the Hero of Your Own Story and is currently working on her forthcoming book The Conscious Tribe Playbook.

Nadjeschda’s specialty lies in supporting top teams who want to reinvent their organization as Conscious Tribe, i.e. as a thriving community where people invest in inner work, understand the big picture, live deep connections and cultivate conscious rituals. Her company Conscious U* delivers a blended learning coaching programme which makes cultural transformation scalable by promoting employee engagement and consciousness development across all levels of the organization.

Trained and licensed by McKinsey & Company as a facilitator of transformation, Nadja served as faculty at McKinsey’s partner learning programs for

ten years. She is a skilled facilitator of group processes, a challenging team coach and is passionate about coaching individual decision drivers in organizations. Her psychological expertise and background in trauma work allow her to support her clients to resolve deeply personal challenges and trauma while at the same time maintaining the practical focus on the organizational context.

Nadjeschda is a voracious learner and has studied with some of the best coaches and experts worldwide. She is versed in diverse methodologies such as Spiral Dynamics, Appreciative Inquiry, ExecuTAP (Executive Team Alignment Process), Voice Dialogue, Systems Constellations, Source and Money work (Peter Koenig Systems), Trauma Releasing Exercises and The Leadership Circle 360º assessment.


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Azim Khamisa is an author, CEO and founder of the Tariq Khamisa Foundation, set up in response to the death of his only son, Tariq. For the past 24 years, Azim has worked alongside the grandfather of the boy who shot Tariq. Together they work to stop children killing other children. The TKF created the Safe School Model – a viable and affordable solution to one of the biggest malaises in our society. Azim also consults with corporations and organizations on how to transform conflict into unity using the principles of restorative justice, including accountability, compassion, and forgiveness.

Azim Khamisa

The Principles of Group Coherence and Restoration

INTRODUCTION TO AZIM KHAMISA’S WORK

In 1995, Azim’s only son, Tariq, was killed by a 14-year-old gang member, Tony Hicks. Tariq was a college student with a job delivering pizzas – his killer, part of a gang that had staged a “pizza jacking” that night. When Tariq refused to hand over cash, he was shot dead.

Under new legislation in California, Tony was the first 14 year old to be tried as an adult. He was sentenced to 25 years in prison. After serving 23 years he was granted parole in 2018 and released in April of this year. He has been living in a transitional facility with full support from the Tariq Khamisa Foundation in his healing and return to society.

At the time of his son’s death, Tariq’s father, Azim, noticed he did not have the same reaction as some of those around him – while stunned and completely devastated, he became aware he had no sense of hatred or desire for vengeance. It seemed to him this tragedy created victims on both ends of the gun. As Deputy District Attorney for San Francisco, Peter Dreddeh writes:

“Highly emotional public debate sprang up on whether 14-year-olds belonged in adult court under any circumstances. Even today, people vividly remember this incident. In my 15-year prosecutorial career, only a handful of cases garnered so much visibility. I hoped our decision would eventually lead to justice, deter others from committing such horrific crimes, and bring some closure for the Khamisa family. But it is certainly not a proud day when a society has to prosecute its 14-year-olds as adults.

I met Tariq Khamisa’s father, Azim, for the first time while the fitness (for trial) hearing was in progress. I was immediately taken by his gentle and composed manner. Families of murder victims are often understandably bitter and suspicious. Though suffering greatly, his demeanour showed none of that.

I was planning to brief Azim on the details of the court proceedings, but he was clearly focused on bigger issues. While describing the abject devastation caused by the killing of his son, Azim said he felt that both Tariq and Tony were victims. He decried how our society could tolerate children killing children. He went on to say he bore Tony Hicks no ill will.


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This absolutely astounded me. I had never encountered such a reflective and compassionate family member in a murder case.

At subsequent meetings, Azim and I brainstormed about some of the problems that create societal victims: teen pregnancy, drug use, gangs. He told me that he and his friends and business associates were considering starting a foundation to address those concerns.”

In the same year of his son’s death, Azim Khamisa founded the Tariq Khamisa Foundation (TKF.org), which started a subsequent forgiveness movement that has reached millions. In an extraordinary act of grace and forgiveness, Azim also reached out to Tony’s guardian and grandfather, Ples Felix. The two men forged a deep bond and came together in the spirit of healing to end youth violence with Ples joining the Foundation. TKF is dedicated to teaching and inspiring forgiveness, hope and peace in youth and setting them on a path towards opportunity. Over the course of the 23 years Azim has acted as Founder and Chairman, the Foundation has connected with over 500,000 youth in communities across San Diego county. Changing the lives of young people by installing hope and empowering them to make positive choices is what TKF stands for. The Foundation partners with school administration to identify specialized services such as its Safe School Model programs, specialized trainings, and Restorative Circles for students, parents, teachers and staff.

Restorative practices

Azim role models — and the work he does through TKF advocates — for the principles and values behind the restorative method and its connections to social-emotional development. As a mindset, restorative practices encourage accountability, foster compassion and forgiveness, and promote peacemaking.

To understand the principles of restorative principles (RP) which derive from restorative justice (RJ) we first need to understand the current criminal justice model. Most of the criminal code in the United States we inherited from European countries that were monarchies at the time. In a monarchy the king or the queen owns the land and the people. Thus, when a crime is committed it’s a case of the King or the Queen against the offender. In the U.S., the monarchy has been replaced by the State. So, in my tragedy it was the State of California against Tony Hicks.

RJ originated within the aboriginal cultures of New Zealand and Australia. Their process of justice takes a very different approach. Crime happens in the context of the community. The parties involved are the victim, the offender and the community. The state may have a role as a facilitator but is not a direct party. In this approach, justice is not achieved unless the following results are realized:

1) The victim must be made whole – e.g., you cannot bring my son back from the dead, but working with Tony and his grandfather is meaningful to my family. Fewer children end up dead or in prison. In this way, to the extent that I can be restored, I believe I have been.

2) The offender must be brought back into community as a functioning and contributing member of society. The more connected the offender is to community, the less likely to reoffend. In the U.S. system, the recidivism rate for juvenile crime is 84% (measured over the last 5 years). RJ is committed to substantially more humane and compassionate results than our current justice model delivers.


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3) The community must be healed. This is what we try to accomplish in the work of the Tariq Khamisa Foundation in our schools, and through the books I have written and the talks and workshops I have delivered over the last 24 years.

Our work at the Foundation is derived from the principles of restorative justice. We promote restorative practices (RP) to transform conflict into unity and better results. We are focused on repairing relationships, peacebuilding and healing through the process of forgiveness. In teaching kindness and accountability in schools, we aim to resolve anger and conflict without violence. One of our measures for success is the reduction of truancy, expulsions and suspensions (in some instances by 70%). This is a significant result given that a suspended student is 5 times more likely to get involved in crime. And in terms of the overall school environment – shifting form a punitive mentality to an inclusive, compassionate and coherent one, helps everyone thrive.

RP is something the Foundation has been perfecting since its inception. While we can see some traction in our school, criminal justice, law enforcement, and court systems – there is still a long way to go. We see less evidence that RP has made its way into the corporate world. And of course, most teams at some point experience conflict. Using the principles of RP combined with forgiveness, conflict becomes an opportunity to create bonding, unity and stronger group coherence within all types of teams.

AZIM KHAMISA has served as The Tariq Khamisa Foundation’s founder and chairperson for over 23 years. He is an emissary of peace and an international inspirational speaker with over 600 keynotes, including one to 300,000 people at the Lincoln Memorial at the Stand For Children Rally organized by the Children’s Defense Fund, as well as a speech to the United Nations General Assembly at the High level forum on the culture of peace. He has received over 60 local, national and international awards including the National Crime Victims Special Community Service Award presented by President Clinton and Attorney General Janet Reno (1997); in 2002, he received Search for Common Ground’s pres tigious award alongside Desmond Tutu and Ted Koppel. In 2004, he participated in the Synthesis Dialogues with His Holiness the Dalai Lama which was hosted by Pope John Paul at his summer palace in Castelgandolfo, Italy. In 2006 he was given the “Spirit of Crazy Horse Award” from the Reclaiming Youth Network alongside Mohammad Ali. In addition, Azim has been the recipient of the California Peace Prize in 2003 and the Pepsi Freedom Heroes Award in 2006.

With a strong passion to share his message with the youth and to inspire nonviolent leaders as peacebuilders, Azim has given over 1,000 presentations to over a million students worldwide. He is the author of four books: Award-winning Murder to Forgiveness (being made into a feature film); From Forgiveness to Fulfillment, From Fulfillment to Peace and The Secrets of the Bulletproof Spirit: How to bounce back from life’s hardest hits co-authored with Jillian Quinn. He is regularly featured in local, national and international media.

Azim was born in Kenya of Eastern roots and educated in England in mathematics and finance and has over 45 plus experience in international finance. Azim lives in La Jolla, California and is the proud father of daughter Tasreen and grandfather of Shahin, Khalil and Miya.


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The proper application of forgiveness can improve group dynamics and organizational resilience, creating a strong and sustainable competitive advantage …

1. How does conflict show up within the cultural fabric of your organization (or within your team)? For example

a. What types of conflict recur?

b. How overtly?

c. Other discernible patterns?

2. In what ways do conflicts get resolved within your organization today?

3. What type of conflicts get resolved and which get ignored?

4. What is the cost of the conflicts we ignore?

5. How might you introduce some of the elements of RP and forgiveness into the cultural norms or typical conflict procedures so that you might deepen bonds, and bring a sense of unity and cohesion within your organization?

6. Can you recall an instance where a conflict in your organization, or on your team lead to a deeper bond or sense of unity?

7. To what extent do you agree that with every infraction, there is an opportunity to create a stronger team?

8. What specific practices (in accountability, empathy, forgiveness) might you adopt to enrich your relationships at work to create a stronger, more inclusive, compassionate team?

9. Can you see opportunities to bring these principles into your personal life?

10. In what ways does (or could) your organization play a role to address broader societal ills?


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Kenneth Gergen is a Senior Research Professor at Swarthmore College, and the President of the Taos Institute, a global network of scholars and practitioners exploring the collaborative construction of meaning and action. Ken is listed among the 50 most influential living psychologists in the world. He will extend the implications of his award-winning book, Relational Being: Beyond Self and Community, to the challenge of leading in a world of rapid change.

Professor Kenneth Gergen

Leading in a Liquid World: The Relational Imperative

INTRODUCTION TO PROFESSOR KENNETH GERGEN’S WORK

Gergen is most widely known for his development of a social constructionist orientation in the social sciences. The consequences of this perspective are profound in potential, not only for the social sciences, but for many professional practices. This is especially so for the world of organizational study and practice. In brief, constructionist ideas formed a dramatic contrast to long-held beliefs about truth and objectivity. In the case of science, for example, it is commonly supposed that the scientist observes the world, and reports to others on the observations. When the report is verified by others, we approach objective truth. Good science, then, should provide an accurate and unbiased picture or map of reality. In contrast, as constructionists propose, scientists observe the world from the perspectives shared within their respective communities. The assumptions and values of the community thus inform the way and what they observe. In effect, scientists from various disciplines offer truth from their own cultural standpoints – a truth that is limited and value-loaded.

While Gergen has been listed as one of the “50 key postmodern thinkers,” the importance of his work extends to multiple applications within professional practice. If we live in socially constructed worlds, and our ways of life are based on these constructions, then social change is as close as the next conversation. For example, if mental illness is not a fact of nature, but “one way of describing people,” then we can ask if there are other descriptions that would better serve those characterized as “ill.” Indeed, new practices of therapy demonstrate how vast improvement can result from simply shifting the way of understanding oneself. Major changes in therapeutic practice have resulted from such a logic.

In the case of organizational practice, Gergen’s writings on social construction formed the basis for Appreciative Inquiry, a practice of organizational development now used around the world and a precursor to the “strengths-based” movement. (Appreciative Inquiry involves collective inquiry into the strengths of an existing situation in order to imagine future possibilities we might collectively design.) Also emerging from Gergen’s work is the more general movement toward dialogical organization development. Practices of creativity by design also have a close link to constructionist theory, as do new practices in multi-party decision making, marketing, and the use of narrative in building solidarity. As many see it, constructionist theory is thus transforming the dominant vision of the organization as a machine to the to the organization as conversation.


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Toward Relational LeadingGergen’s book Relational Being has deepened the implications of his constructionist views. Here he throws into question the traditional understanding of organizations as composed of individuals and explores the way in which the organizational world is co-created by its participants. This is to replace the traditional focus on individual performance with an emphasis on inter-dependence. It is to place the well-being of relational process in the forefront of organizational concern. In contemporary world conditions —where rapid flows of information, innovation, and disruption prevail —relational process becomes pivotal to the vitality and viability of the organization. Into this context new practices of leadership are invited, practices of relational leading. In his book Relational Leading (co-authored with Lone Hersted), the emphasis is on facilitating dialogue. However, the practical implications are far more extensive, including practices of decision making, performance evaluation, compensation, and public relations.

KENNETH J. GERGEN, PH.D., is a founding member, President of the Taos Institute and Chair of the Board, and the Mustin Professor of Psychology at Swarthmore College. Gergen also serves as an Honorary Professor at the University of Buenos Aires. Gergen received his BA from Yale University and his PhD from Duke University, and has taught at Harvard University and Heidelberg University. He has been the recipient of two Fulbright research fellowships, the Geraldine Mao fellowship in Hong Kong, along with Fellowships from the Guggenheim Foundation, the Japanese Society for the Promotion of Science, and the Alexander Humboldt Stiftung. Gergen has also been the recipient of research grants from the National Science Foundation, the Deutsche Forschungsgemeinschaft, and the Barra Foundation. He has received honorary degrees from Tilburg University and Saybrook Institute, and is a member of the World Academy of Art and Science.

Gergen is a major figure in the development of social constructionist theory and its applications to practices of social change. He also lectures widely on contemporary issues in cultural life, including the self, technology, postmodernism, the civil society, organizational change, developments in psychotherapy, educational practices, aging, and political conflict. Gergen has published over 300 articles in journals, magazines and books, and his major books include Toward Transformation in Social Knowledge, The Saturated Self, Realities and Relationships, and An Invitation to Social Construction. With Mary Gergen, he publishes an electronic newsletter, Positive Aging (www.positiveaging.net) now distributed to 20,000 recipients.

Gergen has served as the President of two divisions of the American Psychological Association, the Division on Theoretical and Philosophical Psychology, and on Psychology and the Arts. He has served on the editorial board of 35 journals, and as the Associate Editor of The American Psychologist and Theory and Psychology. He has also served as a consultant to Sandoz Pharmaceutical Company, Arthur D. Little, Inc, the National Academy of Science, Trans-World Airlines, Bio-Dynamics, and Knight, Gladieux & Smith, Inc.


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1. In contrast to the traditional view of organizations as composed of independent individuals, Gergen places the well-being of relational process at the forefront of his concern. What are his chief reasons for doing so? Can you offer additional reasons for a concern with relational process?

2. Most of those who write about good leadership emphasize what they see as the necessary traits of the good leader. How would Gergen’s emphasis on relational process place limits over this kind of analysis?

3. Gergen argues that there are important shortcomings in placing responsibility on single individuals for their performance. What are his reasons for doing so; what are the positive potentials for organizations in taking this position.

4. Organizational hierarchies and individual performance evaluation are structural features of organizations that often discourage open communication. In your experience, are there useful alternatives to these particular features? How would these alternatives contribute to the well-being of relational process?

5. Competition among employees within an organization can often create distance among them. In the service of personal gain, employees may be selective in how and what they communicate. The relational process breaks down. In your experience, are there useful alternatives to the competitive structure of organizations? How would these alternatives contribute to the well-being of relational process?


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Farayi Chipungu is an Adjunct Lecturer in Public Policy at the Harvard Kennedy School of Government where she teaches Adaptive Leadership. She also serves as executive education faculty across other Harvard Schools. In addition, Farayi is a consultant with McKinsey & Company where she works globally with public, private and not-for-profit clients to deliver large-scale performance transformation programs, working with top teams and frontline staff. Farayi originally trained as a lawyer and spent 5 years in private practice.

Farayi Chipungu

Exercising Leadership: The Politics of Change

INTRODUCTION TO FARAYI CHIPUNGU’S WORKFarayi is passionate about building the capacity of organizations and people to develop and implement sustainable solutions to the problems and challenges that matter most. She started her career as an M&A lawyer in the UK and Australia before attending the Harvard Kennedy School to complete a Masters in Public Administration. From there she joined Cambridge Leadership Associates and then McKinsey & Company, before joining the faculty at the Harvard Kennedy School to teach adaptive leadership. She has studied and worked with the founding pioneers of this field: including Ron Heifetz, Marty Linsky, Dean Williams and Zander Grashow. Farayi is a member of the Adaptive Leadership Network Faculty Advisory Committee, and is an Adaptive Leadership practitioner, lecturer, trainer and consultant.

Adaptive Leadership Adaptive Leadership emerged from thirty plus years of research at Harvard University by Dr. Ron Heifetz and Marty Linsky, defining the frontier of leadership training and development. According to Cambridge Leadership Associates (founded by Heifetz and Linsky): “ Adaptive Leadership is a practical leadership framework that helps individuals and organizations adapt and thrive in challenging environments. It is being able, both individually and collectively, to take on the gradual but meaningful process of change. It is about diagnosing the essential from the expendable and bringing about a real challenge to the status quo. When you realize that your organization’s aspirations – the innovations and progress you want to see – cannot be attained through your current approaches, Adaptive Leadership is the framework you need to diagnose, interrupt, and innovate to create the capabilities that match your organizations aspirations. Adaptive Leadership is purposeful evolution in real time.”


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Seminal works in this field include Leadership Without Easy Answers (Heifetz, 1994); Leadership on the Line (Heifetz and Linsky 2003) and The Practice of Adaptive Leadership (Heifetz, Linsky, Grashow 2009) – an excerpt of which can be read in the 2018 Summer Mobius Strip on our website under Thought Leadership.

Foundational Adaptive Leadership concepts include: the idea that there are adaptive versus technical challenges; the need to “get on the balcony;” and to understand yourself and the world around as a complex system where our job is to identify not necessarily the solution, but the next adaptive move. Adaptive versus technical challenges and the implications for leadership were summarized in the 2001 Harvard Business Review article “The Work of Leadership” (Heifetz and Laurie) like this:“In the course of regulating people’s distress, a leader faces several key responsibilities and may have to use his or her authority differently depending on the type of work situation.”

Type of situation

Leader’s responsibility Technical or routine Adaptive

DIRECTION Define problems and provide solutionsIdentify the adaptive challenge and frame key questions and issues

PROTECTIONShield the organization from external threats

Let the organization feel external pressures within a range it can stand

ORIENTATION Clarify roles and responsibilitiesChallenge current roles and resist pressure to define new roles quickly

MANAGING CONFLICT Restore order Expose conflict or let it emerge

SHAPING NORMS Maintain norms Challenge unproductive norms

While adaptive challenges can be tough on everyone, they call on leaders in particular to act in counter-intuitive ways. Thus, the practice of “getting on the balcony” is vital: “Don’t get swept up in the field of play. Instead, move back and forth between the ‘action’ and the ‘balcony.’ You’ll spot emerging patterns, such as power struggles or work avoidance. This high-level perspective helps you mobilize people to do adaptive work.”

In joining the Adaptive Leadership Network, Farayi has focused her contribution to bring the practice of adaptive leadership to bear on current world crises – as a social activist and campaigner for sustainability and justice.

Farayi brings a unique applied perspective to Adaptive Leadership. A former lawyer who now splits her time between academia and management consulting with McKinsey & Company, she leans on over 15 years of work experience in Africa, Australia, the Middle East, Europe and Americas to help develop clients, teams and communities that can diagnose complex problems, design and implement interventions that innovate and push the boundaries of the status quo. She advises heads of governments, businesses, and nonprofit organizations globally on topics of change management and managing teams.


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Distinguishing between technical problems and adaptive challenges 1. What diagnostic indicators can help you distinguish between the adaptive and technical

components of a complex challenge? Leadership vs. Authority 2. What are the three key components of an authority relationship?

3. How might authority roles constrain the practice of leadership?

4. What are some of the key resources that come with authority for the practice of leadership?

Diagnosis and thinking systemically 5. The adaptive leadership framework suggests you establish a discipline of routinely

analyzing individual leadership challenges from the outside-in rather than the inside-out – starting with analyzing the context rather than starting with analyzing anyone’s personal motivations. Why might this be wise?

6. What questions and regular practices can practitioners use to step back and reflect in the midst of action?

Intervention and giving the work back 7. What are the most common forms of work avoidance that you tend to see within

yourself or your organization? What moves could you take to counteract them?

8. In giving the work back, how can you strengthen agency and promote responsibility-taking as leaders or as coaches?

Purpose 9. If exercising leadership is risky work, why would you practice leadership more often

than you do? What would make it worth taking a risk or disappointing people?


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MOBIUS EXECUTIVE LEADERSHIP U.S. +1 [email protected]

A P U B L I C A T I O N F O R L E A D E R S H I P P R O F E S S I O N A L S


THE MOBIUS STRIPwhere best practice meets next practice

EXTENDED VERSION 2019

My Heart Was Quiet by Michael Robbins Mobius featured artist

We are honored to feature book excerpts and special features from our prestigious line-up of NPI faculty in Mobius Strip editions past and present.

To access the digital version and to share the magazine with others, please visit our website, where the magazine is available to download under Thought Leadership. This edition includes important

new work from, among others, MIT Professor Emeritus Edgar Schein, Mobius Senior Experts Simone Ahuja (on innovation), and Jennifer Garvey Berger (on adult development and complexity).

It also features the brilliant new book Emergent on how to apply systemic intelligence, latest thinking on evolving forms of organizational design, and the neuroscience of employee engagement.

Introducing the 2019 Mobius Strip


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ABOUT MOBIUS EXECUTIVE LEADERSHIP

Mobius Executive Leadership is a premier coaching, training and leadership development firm. We offer transformational learning programs to senior-level audiences and operate at the nexus of “best practice” in leadership, adult development, and organizational culture change and “next practice” in psychology, somatics, expressive arts, and transformational healing.

We build high performance cultures by enabling meaningful, personal breakthroughs in tandem with a process of corporate renewal and organizational evolution. We help prepare executives and top teams to lead adaptively in a world that is increasingly complex, fast changing and meaningfully ambiguous.

Our immersive programs increase the centeredness, embodiment and intuitive sensing capacities of the leaders we work with. We introduce methods for engaging the distributive intelligence in their organizational systems. Ultimately, these programs help mature root perspectives and increase cognitive and emotional adaptability – equipping participants to lead large-scale change thereafter.

In the last fourteen years Mobius has developed an international reputation – bringing “consciousness offerings” to the business and public sectors, and providing innovative, deep, immersive leadership journeys to an ever more receptive business context. In 2013, we published the New York Times bestselling book Winning from Within: A Breakthrough Method for Leading, Living and Lasting Change by Mobius Chief Thought Leader Erica Ariel Fox, on which many of our client programs are now based.

In January 2016 we launched our learning consortium, the Next Practice Institute (NPI) for coaches, facilitators and executives leading transformation. In 2017 we pioneered the Customized Leadership Immersion, a private retreat designed for an individual leader. Recently we have established hyper learning circles for supervision of our client work to build a global community of practice. In 2021 we intend to offer certification programs in

transformational facilitation and somatic coaching.


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Details to follow

For more information, please email [email protected]




S A V E T H E D A T E

2020 Annual Gathering

October 11 – 16, 2020 Boston, MA


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2020 Annual Gathering Track Offerings

ADVANCED PRESENCE AND PRESENTATION with Anne Gottlieb

LEADING CULTURE CHANGE with Carolyn Taylor

ENCOUNTER-CENTERED RELATIONAL TRANSFORMATION with Hedy Schleifer

ORGANIZATIONAL & PERSONAL HEALING WITH CONSTELLATION PRINCIPLES

with Ester Martinez

SCALING INTIMACY with Jenny Sauer-Klein

ADVANCED COACHING AND SOMATICS TRAINING with Jennifer Cohen

WORKING WITH DIFFERENT PARTS OF THE SELF with Dr. Richard Schwartz

SOCIAL PRESENCING THEATER (SPT) with Arawana Hayashi and Matthias Mueller-Lindenberg

ADAPTIVE LEADERSHIP AND ALIGNMENT TO CHANGE with Zander Grashow


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2020 Annual Gathering Keynotes

ASHISH NANDA

Managing the boundaries and conflicts of interests in professional service firms

RASMUS HOUGAARD

Leading with mindfulness, selflessness, and compassion

PETER KOENIG

Transforlution – transformation and perpetual evolution towards solutions in accordance with Nature

NADJESCHDA TARANCZEWSKI

The evolution of Conscious Tribes

RICHARD STROZZI-HECKLER

The evolution of somatic coaching and the anatomy of change

THOMAS MALONE

How hyperconnectivity is changing the way we solve problems

HAL AND SIDRA STONE Voice Dialogue and the Psychology of Selves

KARL SCHEIBE

Mirrors, Masks, Lies, Secrets and The Drama of Everyday Life

Online Resources

For additional scholarship from the December 2019 NPI track leaders, visit the archive of Mobius Strip magazines on our website under Thought Leadership...

www.mobiusleadership.com

and visit the Next Practice Faculty Reading Room

www.mobiusleadership.com/next-practice-institute/overview/resources/

The Practice of Adaptive Leadership, Zander Grashow, Mobius Strip 2018

Evolution of the Internal Family Systems Model, dr. dick schwartZ, Mobius Strip 2017

The Team Adaptability Advantage, alexander caillet, Mobius Strip 2017

Understanding Team Dynamics, alexander caillet, Mobius Strip 2016

Embodied Leadership and Somatics, Jennifer cohen, Mobius Strip 2016

Embracing Complexity, Zafer achi, Mobius Strip 2018

Erica Ariel Fox 2016-2017 Faculty

David Whyte 2017, 2020 Faculty

Priya Parker 2018 Faculty

Amy C. Edmondson 2016 Faculty

Alexander Caillet 2016-2019 Faculty

Linda Hill 2017 Faculty

Mobius Executive Leadership | U.S. +1 781-237-1362 | U.K. +44 7545 073761

[email protected] | www.mobiusleadership.com


Watch the keynote talks live on the

Mobius Executive Leadership’s Facebook Page

Or at www.mobiusleadership.com/npikeynotes

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