Date post: | 18-Jan-2016 |
Category: |
Documents |
Upload: | tamsin-alexander |
View: | 215 times |
Download: | 1 times |
Leadership Development for Systems ChangeGeorgetown University1
Aligning Perspectives, Building Common Ground and
Creating Shared Vision
Agenda•Values Continuum
•Polarity Management
•Interests and Positions
•Shared Vision
© 2010 NATIONAL TECHNICAL ASSISTANCE CENTER FOR CHILDREN’S MENTAL HEALTH, GEORGETOWN UNIVERSITY
Leadership Development for Systems ChangeGeorgetown University2
SHARED
VALUES
© 2010 NATIONAL TECHNICAL ASSISTANCE CENTER FOR CHILDREN’S MENTAL HEALTH, GEORGETOWN UNIVERSITY
Leadership Development for Systems ChangeGeorgetown University3
Values in Leadership
Those personal, organizational, or community beliefs, standards, or qualities that influence your work and interaction with others. Personal values are critical in defining a personal vision.
© 2010 NATIONAL TECHNICAL ASSISTANCE CENTER FOR CHILDREN’S MENTAL HEALTH, GEORGETOWN UNIVERSITY
Leadership Development for Systems ChangeGeorgetown University4
Continuum of Values
source: TeamWorks, 2001, adapted from March of Dimes
FATE PERSONAL CONTROL
TRADITION CHANGE
TIME LINEAR ORIENTATION
TIME EVENT ORIENTATION
© 2010 NATIONAL TECHNICAL ASSISTANCE CENTER FOR CHILDREN’S MENTAL HEALTH, GEORGETOWN UNIVERSITY
Leadership Development for Systems ChangeGeorgetown University5
Value Systems OverlayIn any organization there is always more than one value
system at work• Value system of the Provider/Professional Group• Value system of the Individual Provider• Value system of the Team• Value system of the Client• Value system of the Agency• Value system of the Agencies• Value system of the Community
Source: TeamWorks, 2002
© 2010 NATIONAL TECHNICAL ASSISTANCE CENTER FOR CHILDREN’S MENTAL HEALTH, GEORGETOWN UNIVERSITY
Leadership Development for Systems ChangeGeorgetown University6
Addressing Unsolvable Problems
POLARITY
MANAGEMENT
© 2010 NATIONAL TECHNICAL ASSISTANCE CENTER FOR CHILDREN’S MENTAL HEALTH, GEORGETOWN UNIVERSITY
Leadership Development for Systems ChangeGeorgetown University7
What are Polarities?
Polarities are inter-dependant opposites which function best when both are present to balance each other
Source: Johnson, Barry (1996) Polarity Management, HRD Press, MA.
© 2010 NATIONAL TECHNICAL ASSISTANCE CENTER FOR CHILDREN’S MENTAL HEALTH, GEORGETOWN UNIVERSITY
Leadership Development for Systems ChangeGeorgetown University8
Examples of Polarities
• Breathe in/Breathe out• Leaders need to be conservative for Stability and
revolutionary for Change• We need to support Team development and reward
Individual achievement• Managers and employees need Training and must do
their Work• Organizations need Centralized Coordination and
Decentralized initiatives• Action/Reflection
© 2010 NATIONAL TECHNICAL ASSISTANCE CENTER FOR CHILDREN’S MENTAL HEALTH, GEORGETOWN UNIVERSITY
Leadership Development for Systems ChangeGeorgetown University9
Characteristics of Polarity Management
• Not problems to solve• Both/And not Either/Or• Polarities are meant to be managed by
leaders who understand the difference between problems to solve and polarities to manage
“Best of both while avoiding the limits of either”
Barry Johnson
© 2010 NATIONAL TECHNICAL ASSISTANCE CENTER FOR CHILDREN’S MENTAL HEALTH, GEORGETOWN UNIVERSITY
Leadership Development for Systems ChangeGeorgetown University10
Polarity Maps
• Tool to help identify the strengths of each pole (the upside) and identify the limits when we stay in either pole for too long (the downside)
• Greater Purpose Statement• Deepest Fear From Lack of Balance
© 2010 NATIONAL TECHNICAL ASSISTANCE CENTER FOR CHILDREN’S MENTAL HEALTH, GEORGETOWN UNIVERSITY
Leadership Development for Systems ChangeGeorgetown University11
Early Warning Indicators
• How will we know, what are the measurable indicators, that will let you know that you are getting to the downside of this pole
• Who will know and be on watch
© 2010 NATIONAL TECHNICAL ASSISTANCE CENTER FOR CHILDREN’S MENTAL HEALTH, GEORGETOWN UNIVERSITY
Leadership Development for Systems ChangeGeorgetown University12
Action Steps
• How will we gain or maintain the positive effects (the upside) from the focus on this pole and what measurable indicators can we design? ( what , who , by when measures)
© 2010 NATIONAL TECHNICAL ASSISTANCE CENTER FOR CHILDREN’S MENTAL HEALTH, GEORGETOWN UNIVERSITY
Leadership Development for Systems ChangeGeorgetown University13
© 2010 NATIONAL TECHNICAL ASSISTANCE CENTER FOR CHILDREN’S MENTAL HEALTH, GEORGETOWN UNIVERSITY
Leadership Development for Systems ChangeGeorgetown University14
Addressing Adaptive Challenges
INTERESTS &
POSITIONS
© 2010 NATIONAL TECHNICAL ASSISTANCE CENTER FOR CHILDREN’S MENTAL HEALTH, GEORGETOWN UNIVERSITY
Leadership Development for Systems ChangeGeorgetown University15
Interest-Based Collaboration
A way to facilitate working together by reframing competing positions to positive, future oriented, and common interests.
© 2010 NATIONAL TECHNICAL ASSISTANCE CENTER FOR CHILDREN’S MENTAL HEALTH, GEORGETOWN UNIVERSITY
Leadership Development for Systems ChangeGeorgetown University16
Why Focus on Interests?• Interests define the problem• Interests allow for more possible
solutions• Interests can help us evaluate a
possible solution • Interests make it possible for a
solution without compromise from anyone
GUCCHD Conflict Management Program, 2003
Reframing
Reframing
© 2010 NATIONAL TECHNICAL ASSISTANCE CENTER FOR CHILDREN’S MENTAL HEALTH, GEORGETOWN UNIVERSITY
Leadership Development for Systems ChangeGeorgetown University18
Shifting Positions to InterestsGrandma’s Summer Lake Cabin
Sell the Cabin Keep the Cabin
© 2010 NATIONAL TECHNICAL ASSISTANCE CENTER FOR CHILDREN’S MENTAL HEALTH, GEORGETOWN UNIVERSITY
Leadership Development for Systems ChangeGeorgetown University19
Shifting Positions to InterestsPlacement for Intensive Treatment
Institutional Care Wraparound Process
© 2010 NATIONAL TECHNICAL ASSISTANCE CENTER FOR CHILDREN’S MENTAL HEALTH, GEORGETOWN UNIVERSITY
Leadership Development for Systems ChangeGeorgetown University20
Addressing Adaptive Challenges
SHARED
VISION
© 2010 NATIONAL TECHNICAL ASSISTANCE CENTER FOR CHILDREN’S MENTAL HEALTH, GEORGETOWN UNIVERSITY
Leadership Development for Systems ChangeGeorgetown University21
Shared Vision
• Keep focus on the ultimate goal
• Enroll others (without pull) to achieve the ultimate hopes and dreams
• Provides a rudder to keep process and progress on course
• Directs stress back to deeply held views and commitment
© 2010 NATIONAL TECHNICAL ASSISTANCE CENTER FOR CHILDREN’S MENTAL HEALTH, GEORGETOWN UNIVERSITY
Leadership Development for Systems ChangeGeorgetown University22
Shared Vision
• Encourages risk taking in the interest of reaching the ultimate goal
• Supports persistence in the interest of reaching the ultimate goal
• Identifies and defines the long-term investment
© 2010 NATIONAL TECHNICAL ASSISTANCE CENTER FOR CHILDREN’S MENTAL HEALTH, GEORGETOWN UNIVERSITY
Leadership Development for Systems ChangeGeorgetown University23
Possible Attitudes Towards A Shared Vision• Apathy
• Non-compliance
• Grudging Compliance
• Formal Compliance
• Genuine Compliance
• Enrollment
• Commitment
Senge, P.M. (1990). The Fifth Discipline.
© 2010 NATIONAL TECHNICAL ASSISTANCE CENTER FOR CHILDREN’S MENTAL HEALTH, GEORGETOWN UNIVERSITY
Leadership Development for Systems ChangeGeorgetown University24
Possible Attitudes Toward a Shared VisionCommitment• Feeling fully responsible for making the
vision happen• Wants to reach the vision• Will make it happen—whatever it takes• Will create whatever structures are needed“I am inspired, have new ideas, and will bring the next step to bear.”
Senge, P.M. (1990). The Fifth Discipline.
© 2010 NATIONAL TECHNICAL ASSISTANCE CENTER FOR CHILDREN’S MENTAL HEALTH, GEORGETOWN UNIVERSITY
“It’s in important day in everyone’s life when they
begin to work for what they
want to build rather than please the boss or simply
comply.”
© 2010 NATIONAL TECHNICAL ASSISTANCE CENTER FOR CHILDREN’S MENTAL HEALTH, GEORGETOWN UNIVERSITY
Leadership Development for Systems ChangeGeorgetown University26
Supporting Creation of a Shared Vision: Strategies
• Telling• Selling• Testing• Consulting• Co-Creating
Senge, P.M. (1990). The Fifth Discipline.
© 2010 NATIONAL TECHNICAL ASSISTANCE CENTER FOR CHILDREN’S MENTAL HEALTH, GEORGETOWN UNIVERSITY
How will we know what success looks like?• People will show up for meetings
• People follow through on their tasks
• New relationships have been formed that cross boundaries of race, ethnicity, age, position, etc.
• New alliances and partnerships are evident
• The data shows improvement and people believe the data
• People can describe the shared vision
• It feels good!
© 2010 NATIONAL TECHNICAL ASSISTANCE CENTER FOR CHILDREN’S MENTAL HEALTH, GEORGETOWN UNIVERSITY
“The measure of success is not that we have difficult problems to face, just that it’s not the
same problem we had last year.”
John Foster Dulles