Executive Leadership Of Complex Adaptive Systems: The Need For Inclusiveness

Executive Leadership of Complex Adaptive Systems: The Need for InclusivenessRoger Lane and George Thomson

aIMTo enhance understanding of complex adaptive systems and their implications for executive decision-making.

4 Types of Systems

Simple - obvious

Complicated

Chaotic

Complex

PropertiesDiversity

Connectivity

Interdependence

3 properties of complex adaptive systems. Diversity is not about variation of type, but differences in type. 4

Complex systems: emergence

Concept of emergence: underlying self-organisation of complex structures. Press video. This is visualisation of the connectivity and interdependence within an organisation, measured by the flow of information to and from different entities both individuals and between committees. Depicts the underlying structure of the information flow. Some very connected; others less so. 5

Igor Nikolic TEDx Rotterdam

Nobody knows everything that is going on.

Nobody can control everything.

Nobody can predict everything.

Where do solutions come from?< 10%~ 30%~ 60%Source: Complex Adaptive Leadership, Obolensky, p37

Original research done by Dale Carnegie in USA. Obolensky conducted 2500 executives taken through exercise.

Background and context important. Some cultures the top execs realise their role is to create environment where solutions can flow naturally. More hierarchical orgs tend to have higher levels when measured by the execs; when high numbers assigned by middle management, good opportunity to discuss roles and responsibilities. 7

Organisationally, we apply an oligarchical set of assumptions to a polyarchical environment.Source: Complex Adaptive Leadership, Obolensky, Ch 2.

Cynefin framework

Tend to treat all problems the same, but different issues require discrete ways of thinking and making decisions.9

Different strategies

Spectrum of practice

Make point about best practice, good practice, emergent practice. Differences between the different sequences limitations of RCA approach for complex situations. SMEs may not know answers in complex systems, so need multiple perspectives inclusiveness.11

Human decision-making is pattern-basedPareidolia.

Correlation is not causation.

Perceptual filters.

First-fit pattern, not best-fit pattern.

Pareidolia see patterns that do not actually exist. Break the link in thinking that correlation is not causation, hence need for multiple safe-to-fail initiatives. All have own filters; cognitive activation associated with last successful answer. Hence first-fit, not best-fit. Not looking for evidence that disproves hypothesis. In sensemaker, we gather the data before assembling the framework. Abductive approach to research is novel, because it is not hypothesis-driven.12

10000 Voices

Share experience of health service.

Influence commissioning and delivery.

Use NI example of where Health and Social Care using the patient-client journey to improve commissioning and delivery. Uses derivation of the Experience-Based Co-Design approach. Engages patients, staff, hospitals, families, commissioners together to work through solutions.

Initial focus on unscheduled care.13

Patterns in emergency care patients

In the situation, what was important to me wasWaiting time &efficiencyRight treatment & careCommunicationby medical staffIn the situation, I would have stayed home ifAccess to GPAccess to proper medicationContact withspecialist

Copyright 2016 Cognitive Edge Pte Ltd.. All Rights Reserved. Protected in part by copyright, patent and trademark and other law

Having collected data off a SenseMaker app using triad system, the diagram on left shows a heat map of the responses with a clear preference of those seeking right treatment and care. On right hand heat map, preferences more towards access to GP and contact with a specialist. Question to be asked is what shift do we want to induce. Better access to medication? Only then would we look at the stories to find out what was preventing them from getting the medication and creating initiatives. 14

Landscape contrasts

What was important was Right Treatment & Care

Would have stayed home if Had contact with specialist

Would have stayed home if Had access to GPNo existing LTCNo existing LTCDiabetesDiabetesRespiratoryRespiratoryRenalRenal

Copyright 2016 Cognitive Edge Pte Ltd.. All Rights Reserved. Protected in part by copyright, patent and trademark and other law

Probability density distribution maps. Arrows show where the contours are close to each other, representing high levels of energy. Whilst diabetes left shows that people would have stayed at home if they had access to a specialist, they would also stay at home if they had access to their GP. Renal shows adjacent futures or outliers. If new, then could be a weak signal of an emerging trend, so exec question is this something we want to amplify or dampen. Look at stories of outliers and see how to encourage more of those, and less of those needing to see specialist for example, to reduce caseload. Also useful for commissioning and developing pathways. 15

Using Purpose for team alignment

Momentum Velocity Direction of travel

CAS needs collaboration and cooperation from all actors in the system. Teams need to have a purpose, located within the organisational context, to drive continuous improvement. Direction of travel, rather than outcomes, is a major shift in thinking. But need to think of multiple safe-to-fail experiments working in parallel with amplifying and dampening strategies to exploit opportunity and reduce risk. 16

Safe-to-fail experiments

What was important was Right Treatment & Care

Would have stayed home if Had contact with specialist

Would have stayed home if Had access to GPNoneNoneDiabetesDiabetesRespiratoryRespiratoryRenalRenal

Copyright 2016 Cognitive Edge Pte Ltd.. All Rights Reserved. Protected in part by copyright, patent and trademark and other law

Multiple initiatives enables innovation but benefits from good KM. 17

The need for inclusivenessWe confront issues where facts are uncertain, values in dispute, stakes high and decisions urgentThe style of discourse can no longer be demonstration as from empirical data to true conclusion. Rather, it must be dialogue, recognising uncertainty, value-commitments, and a plurality of legitimate perspectives.Source: Funtowicz and Ravetz: Uncertainty and Quality in Science for Policy.

Begins segue into GAT presentation. 18

LEADERSHIP IS ABOUTengaging and energizing people, and inspiring them to give their best, to stretch, to achieve, and to excel

The power leaderTransactionalAuthoritarianDisinterested in what others thinkFocused on themselves

At best, under such leadership people become stealth employees who spend inordinate energy trying to fly under the radar until some other work option materializes.

Bosses concerned with self-interestwith their own private gain and ego: consumed by power and control - whoholdback their people; keep them tethered to stagnant jobs; share information only on a need-to-know basis; favour some staff over others; treat their employees as small cogs in a big wheel; obsess about their image, how good they look in the short run; and constantly spin information.

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Inclusive leadership is energizing and motivatingEach employee feels valued and respectedis engaged in achieving a shared vision distributed leadership.

They enable their people to feel like owners of the systemlike they have a stake in its futurenot renters.

By acting as owners, people leverage their diverse perspectives (ways of thinking) and approaches (ways of doing)enhance learning and growthdrive success.

INCLUSIVENESS THROUGH MAKING THE MOST OF BEHAVIOURAL PREFERENCES Introducing PRISM

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We are not thinking machines that feel; rather we are feeling machines that think.Antonio Damasio MD PhDProfessor of Neuroscience, University of Southern CaliforniaDirector, The Brain and Creativity Institute

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Ill take the High Road

Do you really want to take the Low Road??

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The frontal right hemisphere adept at processing novel information The frontal left hemisphere adept at processing routine, familiar informationThe posterior right hemisphere hard-wired for empathyThe posterior left hemisphere hard-wired for systemizing

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Patterns of behaviour and feelings based on emotions and experiences learned in childhoodParentNurturingHelping and supportive behaviourCriticalCriticism, control and punishmentInstructions & attitudes handed down by parents and significant authority figuresTransactional AnalysisEric Berne

AdultOperates logically and non emotionally, problem solving, using information to make decisions.ChildAdaptive childEmerges as the result of demands of authority and is marked by passivityNatural or Free Child

Impulsive, untrained, self loving, and pleasure seekingThe Child contributes joy, creativity, intuition, pleasure and enjoyment.Transactional AnalysisEric Berne

The frontal right cortex sees and examines abstract patterns. It uses its unique ability to generate and manipulate internal images of abstract or complex spatial, patterned information to identify trends and developing or evolving needs.

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The posterior right cortex takes in and attends to harmonic information about relationships between different tonal qualities or pitches in someones voice, and different body positions and different facial expressions.

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The posterior left cortex takes in information about objects and masses. It uses its unique ability to sequence and control that information so that the information can be retrieved and used dependably.

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The frontal left cortex sees and examines structure and any breaks, weaknesses or malfunctioning in that structure. It is able to focus with tremendous precision on all the relevant details that might explain why the break happened and how it might be repaired. It uses its unique ability logically to evaluate and solve problems.

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I ANALYSEI EXPLOREI PURSUEI PRESERVEVisionarySearcherCreatorOrganiserAnalyserDetail ExpertAchieverChallengerCompetitor BelieverSupporterGuardian Precision thinking Lateral thinkingResults thinkingFeelings thinkingI like to be rightI like to be likedI like to winI like to be accepted

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Common NHS profile

Describe the profile and contours; understand how the GOLD-BLUE axis establishes an inherent tension, whilst making it more difficult to effect change. 33

RELATIONSHIPACHIEVEMENT

Inclusive leadership achieves high results and relationships

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To become an inclusive leader:Engage in two Sets of Behaviours1. Actively create a high-engagement culture by encouraging the input and initiative of all employees.

2. Authentically value and respect all individuals for their talents and contributions.

Actively create a high-engagement culture by SEEKING the input/initiative of allLeaders should monitor their own behaviors to ensure that they treat all opinions equally and respectfully. They should engender a sense of shared purpose and clear paths among team members, promoting a common vision based on shared values that are directly linked to team outcomes. Leaders should create team conditions that encourage members to speak up about ideas, opportunities, problems, and errors, and to engage in vigorous debate about these if necessary; such conditions include a sense of psychological safety that allows the voicing of dissent or imagination, and a learning orientation. By their words and actions, leaders should promote team relations that are fair, democratic, supportive, and welcoming of questions and challenges, rather than team relations that are authoritarian, unsupportive, defensive, or based on favoritism. Inclusive leaders increase the transparency of team decision-making and processes.

Authentically value and respect all individuals for their talents/contributionsYour words and deeds must demonstrate an authentic appreciation for the diverse identities, backgrounds, talents and contributions of all team members. Leaders should first be aware of their stereotypes, biases, and mental models that impede valuing diverse others. They should allow and recognize diverse identity expression from their employees. They should hold others accountable for disrespectful behavior toward different others. Inclusive leaders should articulate the value of diversity for team effectiveness and show a commitment to diversity in hiring, advancement, compensation, and retention practices. And, inclusive leaders should demonstrate a willingness to learn from diverse perspectives.

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Modifying Leadership Style

AUTHORITARIAN DEMOCRATIC to achieve the best level of motivation and most effective team performance

AUTOCRATIC AUTHORITARIAN DEMOCRATIC NON-COMMITALMOTIVATION

LOW HIGH LOW

WHAT is right

notWHO is rightDistributed leadership

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Contact detailsGeorge Thomson- Medica Director, North Devon Healthcare Trust:

Tel: PA Lucy Parr: 01271-314109. Email: george.thomson@nhs.net

Roger Lane Managing Director- Roger Lane Consulting Ltd:

Mob: 0791 2055 035. Email: info@rogerlaneconsulting.com