Day 2

1

Recap of Day 1

• Questions & reflections on concepts

discussed:

– Leadership & Change

– Exercising Leadership / Power

– Transformational Leadership

• Leader-follower dynamic

– Technical & Adaptive challenges

– Good & Active Citizenship

– Leadership & Active Citizenship

– Root cause analysis 2

Discussion

Examples of technical solutions being

imposed on adaptive challenges

Agenda – Day 2

• Recap & link with current events

• Collaboration

• Activity

• Break

• Common purpose

• Activity

• Lunch

• Recap

• Systems Thinking

• Activity

• Open Q&A

5

Activity

Rokeach survey

Activity

Summary of Changes

COLLABORATION

8

OBJECTIVES OF this SESSION

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 9

The Model

10

WHAT IS

COLLABORATION?

11

COLLABORATION

Collaboration – The social change

model defines collaboration as:

• “working together toward common

goals

• by sharing responsibility, authority,

and accountability in achieving

these goals.”

12

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 13

COLLABORATION

Is about…

• Common Aims, Vision

• Sharing Responsibility,

Commitment

• Focusing on Talents, Synergy

…in order to DO something! 14

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. 15

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.

16

MAKING IT WORK

• Personal Work

–understanding one’s own values

and beliefs as well as developing

Consciousness of Self

17

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 18

MAKING IT WORK

• Communicating

–Listening

–Paying attention to what others

have to say

–Communicating Early and

Clearly

–Using Observations

19

QUESTIONS

20

ACTIVITY

Prisoners’ Dilemma

22

The purpose of the game

is for each team to get a

positive score

Prisoners’ Dilemma

23

Scores

Choice Red Blue

A X +3 +3

A Y -6 +6

B X +6 -6

B Y -3 -3

Red Team to choose either A or B

Blue Team to choose either X or Y

24

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)

3 (teams)

10** 3 (reps negotiating)

3 (teams)

* = double score (keep negatives) ** = squared score (keep negatives)

25

IDENTIFY :

- OBSERVERS

- TEAM REPRESENTATIVES

26

Q & A

FEEDBACK

27

BREAK

28

COMMON PURPOSE

29

OBJECTIVES OF THE SESSION

• By the end of this session, participants will

be able to:

– Describe the three key components of

Common Purpose

– Engage others within a group to generate

shared Visions, Aims and Values

– Identify or Develop Common Purpose

within groups that they are part of

– analyze the role of common purpose within

other aspects of the Social Change Model of

Leadership Development

30

WHAT IS COMMON

PURPOSE?

31

COMMON PURPOSE

• Common Purpose has 3 key components:

– its occurrence within groups

– its presence in shared visions, aims,

and values

– and its role in working with others.

32

COMMON PURPOSE

1 - Groups

What is a Group?

– Groups contain more than just a single

person

– Groups strive to achieve a certain

purpose or goal

– Groups involve some sort of interaction,

cooperation, or commitment to the

common goal

33

COMMON PURPOSE

2 – shared Vision, Aims, Values

Definitions

• Vision: What is the group’s ideal

future?

• Aims: Why does the group exist?

• [Core] Values: How do group

members agree to treat

themselves and each other 34

COMMON PURPOSE

2 – shared Vision, Aims, Values

CP is a Steadying and Bonding Force if

• it has truly originated from the

group

• the group is truly invested in that

common purpose

• it is fully embraced by all members

of a group, not just its ‘leaders’. 35

COMMON PURPOSE

3 – Working Together

• Decision making: 6 methods, depending on

context, the type of decision, and time

available for discussion

– Decision by authority without discussion

– Decision by authority after discussion

– Expert member

– Average members’ opinions

– Majority control

– Minority control 36

COMMON PURPOSE

3 – Working Together

Decision making – Consensus

– ALL team members have been given the

opportunity to share their thoughts

– ALL are comfortable with the decision

– ALL are willing to support its implementation

– Does not necessarily imply that everyone is

satisfied

– Can be a very difficult thing to achieve

– Is not necessarily always the best option ! 37

COMMON PURPOSE

Related Concepts :

• Personalized vision

• Socialized vision

• Consensus

38

COMMON PURPOSE

Related Concepts (1)

• Personalized vision - Created when the

“person in charge” comes up with their

own vision or plan and passes it on to

other group members or subordinates.

39

COMMON PURPOSE

Related Concepts (2)

• Socialized vision - Constructed when

group members collectively contribute

toward developing their group’s purpose

and aims.

40

COMMON PURPOSE

Related Concepts (3)

• Consensus - Method of group decision-making in which all group members have had the opportunity to voice their concerns and are comfortable enough with the decision to support its implementation, regardless of whether all or most group members fully agree with the decision (Rayner, 1996).

41

COMMON PURPOSE

Challenges

• A person’s inflexibility with engaging

others in their own personalized vision.

• A group becoming paralyzed within the

process of developing a socialized vision.

• Regularly revolving memberships make it

difficult to keep the group’s vision and

common purpose meaningful. 42

Activity

Video – WHY ?

Simon Sinek

Activity

Group Work

Group Work

• 4 Groups, 30 minutes

• 1 Theme (changes identified earlier)

• Collect all changes/problems mentioned

• Identify problems/dreams precisely

• Common Purpose : Choose 1 main

problem

• 1 Note-taker / Presenter : findings

46

LUNCH

47

Activity

Group Work - Debrief

LINKS WITH THE C’S

49

COLLABORATION,

COMMON PURPOSE and

CITIZENSHIP

• Our destinies are Inter-related

• We are ALL Responsible

• We belong to many Communities

• Social Capital

• Bonding and Bridging

50

COLLABORATION,

COMMON PURPOSE and

ADAPTIVE Leadership

• Collaboration on Technical Issues

• Collaboration on Adaptive Issues

• Adapt your own behaviour

• ‘Victims’ have to adapt too

• Ongoing Communication

• Trust

51

The Model

52

Systems Thinking

54

Systems Thinking:

an approach to problem-solving

55

56

Events

Pattern

Structure

57

Action

Mode

Time Way of

Perceiving

Questions to Ask

Orientation

Events React! Present Witness

event

What's the fastest

way to react?

Patterns Adapt!

Measure

or track

patterns of

events

What trends

seem to be

recurring?

Structure Create

Change! Future

Systems

Thinking

What structures

are in place

causing these

patterns?

A system is any group of interacting,

interrelated, or interdependent parts

that form a complex and unified

whole that has a specific purpose

What is a system?

58

59

Low education and low income

Low

Productivity

High Debt/

Low Income

Low

Opportunity

Low

Education

61

Characteristics of a

System

• All parts must be present for a system

to carry out its purpose optimally

– Car without its spark plugs?

The car doesn’t work

62

Understanding how we create our

own problems

Seeing the big picture

Recognizing that structure influences

performance

Why do we need

Systems Thinking?

63

• Causal Loop Diagrams - to represent

dynamic interrelationships

• Provide a visual representation to

communicate that understanding

• Make explicit one's understanding of a

system structure

Systems Thinking Tools

64

Teacher’s

Supportive

Behavior

Unsupportive

Behavior

Structure

S

S

Reinforcing Loop

Perf.

Level

Time

Behavior Over Time

Supportive

Behavior

Student

Performance

65

Party Financing

Candidate’s

personal account

Party buys support

Political

victory

Payback

Higher profits

Over priced or substandard

products / services

and /or

‘sale’ of state assets at

very low prices

Candidate buys support

66

Discussion

• Systems thinking and …

– Common purpose

– Collaboration

67

Activity

Group Work

Group Work

• Main problem identified

• Work on Root Causes

• Do you have enough info?

• Did you find THE solution to the

problem?

• Technical or Adaptive problem?

70