1. Leading for improvement within living systems
Steve Onyett
2nd December 2009

2. Leading from Within Living Systems- 2nd December 2009
A facilitated exploration of what our emerging understanding of living systems tells us about leadership for sustainable development

3. Leading from Within Living Systems: Objectives
Clarify the outcomes you seek from effective leadership
Experience being part of living systems and what this means for our work towards more sustainable futures
Share positive experiences of what works in leadership for improvement
Reflect on leading-edge thinking on leadership
Explore what this means for you at local level
Plan action to take forward this important topic in concrete ways
Connect with others on a similar journey at and beyond the event.

4. Some thoughts and ideas...
How do these connect to your world as experienced?
How might they help you in what you need/want to do?

5. “Modern leadership theory..
..is about leading and managing complex adaptive systems that operate as a series of networks with multiple stakeholder interests”.
Beinecke & Spenser, 2007

6. Law of the Situation Leadership is transient and contextual
Where knowledge and experience are needed the person who can is the right person to do it.
Not all leadership should be determined by position power yet people with authority should be prepared to exercise it.

7. The essence of leadership and management
…is the creation of environments in which people can be creative.. Where they can exercise power to achieve outcomes valued by end users, the people that care about them and that they care about, and other key stakeholders.

8. The Triple Bottom Line
Benefits to the organisation- financial and otherwise
Benefits to people within the organisation- both those that stay and those that leave, but as it’s ambassadors.
Benefits to the local community and beyond

9. Understanding our context
Working well with living systems means working well with “complexity”
See for example –
Bob Hudson. (2006). Whole systems working- a Guide and Discussion paper. CSIP-ICN
Jake Chapman. (2004). Systems failure. Why governments must learn to think differently. London: Demos

10. Complexity theory
..or just “Recognising how the universe works and just getting on with it” .. theory

11. “Those who take for their standard anyone but nature- the mistress of all masters- weary themselves in vain”
Leonardo da Vinci

12. Simple Complicated Complex A Moon Rocket Raising a Child
Recipe is essential
Recipes are tested to assure replicability of later efforts
No particular expertise; knowing how to cook increases success
Recipes produce standard products
Certainty of same results every time
Following a Recipe
A Moon Rocket
Formulae are critical and necessary
Sending one rocket increases assurance that next will be ok
High level of expertise in many specialized fields & coordination
Rockets similar in critical ways
High degree of certainty of outcome
Formulae have only a limited application
Raising one child gives no assurance of success with the next
Expertise can help but is not sufficient
Every child is unique
Uncertainty of outcome remains
Raising a Child
From - Plsek, P. “Complexity, culture and large systems change” presentation
Source: Brenda Zimmerman, PhD

13. Questions? (after Chapman, 2004)
Are we spending too much time trying to apply complicated solutions to complex problems?
What approach would we adopt if we accepted that systems cannot be controlled nor their behaviour predicted?
What might we need to do differently?

14. Small changes can have big effects
Build collective understanding of what working in complex systems really means
Small changes can have big effects
..and big changes very little effect
Emergence- the whole is greater than the sum of the parts
Tolerance of uncertainty and flexibility
Recognising the futility of control

15. The pointlessness of control from Jenny Rogers “Influencing Skills”
You can’t force people to work effectively on something they disagree with.
Organisations are so complex and subject to so many diverse influences that it is pointless trying to control them.
Distance from most senior to most junior makes it unlikely that control can be exercised over that stretch
Much control is unnecessary -where there is openness and willingness to give feedback
Control reduces risk taking- a necessary precondition for the innovation on which organisations depend
It’s exhausting and your time can be better spent!

16. The problem of Big Planning
“Long term planning and the rigid structures, precise task definitions and elaborate rules that often accompany it, may be positively dangerous, ‘fixing’ an organisation in pursuit of a particular vision when an uncertain world requires flexible responses”.
Hudson, 2006
May need “holding frameworks” for relevant subsystems to keep direction and coherence

17. What implications of more ecological thinking?
Push and exhortation from leaders and policy makers can be counter-productive.
Change is influenced by context. So is the role of leaders in creating change. Leaders need to understand the context.
To rely on push and exhortation would be like standing over a plant and shouting “Grow!, Grow!”.

18. People’s ability to stay the same will always be greater than our ability to make them different

19. Working with your stakeholders- what is their
Readiness to change?
Confidence to change?
Judgement of the importance of change?

20. Respectfully consider these cells and provide information to inform
Advantages
Disadvantages
Change + -
No change

21. What implications of more ecological thinking?
Change needs to happen bottom-up but the right conditions need to be created.
…like gardening, or throwing a party?
Change is influenced by context. So is the role of leaders in creating change. Leaders need to understand the context.
To rely on push and exhortation would be like standing over a plant and shouting “Grow!, Grow!”.

22. Working with complexity values
Allowing solutions to emerge by:
encouraging rich interaction, removing barriers and oppressive controls
giving space and time,
not over specifying means

23. Working with complexity values
Valuing multiple perspectives
Using multiple approaches that make effective use of experience, experimentation, freedom to innovate and working at the edge of knowledge and experience.

24. Panic Zone Discomfort Zone Comfort Zone
Working with complexity as “surfing the edge of chaos”, Pascale, et al (2000)
“.. In systems as in life, when threatened, [it] move towards the edge of chaos. At this edge experimentation and mutation occur from which creative solutions can emerge. When this occurs living systems self organise and new forms or patterns emerge. The challenge for leaders is to disturb or disrupt the movement at the edge to provoke the desired outcome” – sometimes referred to as “perturbing the edge”. McKimm et al, (2008)
Panic Zone
Discomfort
Zone
Comfort
Zone
Discomfort = using other learning styles

25. “..Success is the ability to go from one failure to another with no loss of enthusiasm”.
Winston S Churchill

26. “Transformational” leadership- roots
James MacGregor Burns defined transformation as that which turns followers into leaders and leaders into moral agents.
Transformational leadership occurs when people elevate each other into a higher level of motivation and morality.
Thus inextricably linked with the social meaning that people attach to their work.

27. Creating a better space
‘ba’ A Japanese term, meaning ‘a shared space for emerging relationships’ or in more general terms a context where meaning may emerge.
Originally proposed by philosopher Kitaro Nishida

28. Real teams have.. Clear and shared objectives
Members who have to work closely together to achieve the objectives of the team
This interdependency includes users and their supporters
Members who have different and clearly defined roles within the team
The minimum number of team members required to get the job done

29. Thought for the day. Today Programme. Radio 4. 26th February 2009
“Here is the gift of relationship. It lies at the very core of what it is to be human.”
Rev David Wilkinson, principal of St John’s College, Durham

30. Holons- Whole-parts
The “Transcend and include” principle

31. Holons- Whole-parts
Both systems and psychoanalytical thought share the premise that every part of an organisation represents the whole.

32. An example in mental health
“It is important not to underestimate the human interaction that is at the heart of mental health treatment and care. This interaction is an expression of individual and organisational values”.
Irish Mental Health Commission Vision for Change, 2009, p.14

33. So what DOES work to build relationship?
Trust
Transparency and fairness with respect to the exercise of power and influence
Giving away and sharing power
Giving back- feeling like an asset not a liability
Happiness
Noticing and affirming the good
Working to a shared agenda
Taking time
Finding a good space to work and develop together

34. Trust and social capital
In the absence of trust and mutual obligation staff become mired in mistrust and self preservation, while the organisation declines.
Communities and organisations with high levels of social capital work more productively and cooperatively than those with low levels—and are also healthier.”
Welsh, T. & Pringle, M. (2001).

35. Trusting Relationships
Conflicting Needs
Shared Vision
Pressures/Stress
Shared Values
Change/Uncertainty/Dishonesty
Integrity
Unclear Communications
Clear
Communications
Complex/Poor Data
Reliable Information
Lack of Time /
Prior Experience
Familiarity
Distrusting Relationships
Source: Richard Lauve, MD (VHA Inc.)

36. Four underpinning principles in the new DH approach to change
CO-PRODUCTION
To engage people across “the system” to work together to make change happen
SUBSIDIARITY
Ensuring that decisions are made at the right level, and as close to the user as possible.
CLINICAL OWNERSHIP AND LEADERSHIP
Building on the Darzi concept of staff as “Practitioners, Partners and Leaders”.
SYSTEM ALIGMENT
Aligning different parts of the system towards the same goals as a way of achieving complex cultural change
TAKEN TOGETHER THEIR WHOLE IS GREATER THAN THE SUM OF THEIR PARTS

37. Co-production and working from strengths
“… people are defined entirely by their needs and so those needs become the only asset they have. No-one should be surprised when people then behave in ways that perpetuate such needs” (11).
“When ..assets are deliberately ignored or sidelined they atrophy”. (11)

38. Co-production and working from strengths
“Co-production demands that public service staff shift from fixers who focus on problems to enablers who focus on abilities. … This role is not recognised or rewarded within the management structures that are currently in place”.(13)

39. “Front-line staff are essential to delivery and empowerment...
Their morale is as important as client morale. Yet in practice, the participation that they are asked to extend to clients is often not extended to them”.
New Economics Foundation. Co-Production. A manifesto for growing the core economy

40. System alignment Envision the future together and ambitiously
Communicating that future in an engaging way is the task of leadership
Have end users needs and aspirations at the centre of that vision.
Ensure that the voices of end users and those are heard loudest in shaping the vision

41. The energy of social movements
“Social movement thinking is about connecting with people’s core values and motivations and mobilising their own internal energies and drivers for change…
…[evidence from change management studies show] people change what they do less because they are given analysis that shifts their thinking than because they are shown a truth that influences their feelings
..rather than a single individual, it is a network of leaders at multiple levels who guide and mobilise the successful movement”
Helen Bevan of The NHS Institute

42. Subsidiarity
Decision making should be located as closely as possible to the place where actions are taken.
This means addressing the flight from authority
.. and helping people love their monkeys!

43. “.. Sloterdijk (1987) observes that the whole of postmodern society is living within an internal dialogue or cognitive environment of a universal, diffuse, cynicism.
As a predominant mindset of the post-1960s era, Sloterdijk takes the cynic not as an exception but rather as the average social character.
It is argued that at both the personal and institutional levels, throughout our society there is a widespread disturbance of vitality, a bleakening of the life feeling, a farewell to defeated idealisms, and a sense of paralyzing resentment”.
DAVID COOPERRIDER, 1999

44. Cynicism limits imagination: The cultural challenge
Problem and deficit-based culture
extending into public communication and the media
A preference for experts and answers
Cynicism passing for sophistication
From Global AI Conference Keynote by Bliss Browne, President Imagine Chicago- imaginechicago.org. November 2009

45. “A cynic, after all is a passionate person who does not want to be disappointed again”
Zander and Zander, The Art of Possibility. 2000, p.39

46. Involve young people as leaders
(e.g. of an appreciative interview process) to disarm cynicism and activate hope.
An inspiring way to engage in conversation about the future is by engaging in conversation WITH the future
Strength-based questions asked by young people help expand images of possibility and build affirmative competence.
From Global AI Conference Keynote by Bliss Browne, President Imagine Chicago- imaginechicago.org. November 2009

47. The magic - “Abrahadabra”
From the Aramaic..
“I will create as I speak.”
From Global AI Conference Keynote by Bliss Browne, President Imagine Chicago- imaginechicago.org. November 2009

48. Language is a moral choice.
To frame social development in problem talk creates expertise and focus on what communities don’t want and what doesn’t work.
To regenerate communities requires focusing on possibilities, focusing on what works instead of what’s wrong.
From Global AI Conference Keynote by Bliss Browne, President Imagine Chicago- imaginechicago.org. November 2009

49. From “Growing Corporate Cultures of Sustainability and Well Being
From “Growing Corporate Cultures of Sustainability and Well Being. Jim Hartzfelt. World AI Conference. Nepal. 2009

50. Deficit based approaches
Provide opportunities for lamentation and blame that weaken the fabric of relationships
Bring the past into the future- so slow- focuses attention on yesterday’s causes- better to bring a preferred future into the present
Offer a visionless voice
Create cynicism, alienation and fatigue

51. Appreciative Inquiry
Is about developing the competence to CHOOSE a way of thinking
“Appreciative Inquiry is the cooperative search for the best in people, their organizations, and the world around them.”
“It involves systematic discovery of what gives a system 'life' when it is most effective and capable in economic, ecological and human terms.”
Jack Nicklaus. Golf My Way (1974). Developing competence to use positive affirmation. Negative affirmation = Don’t hit it into the trees. Positive affirmation= I’m going to hit it right down the middle of the fairway.
From “An opportunity to learn more about Appreciative Inquiry” Presentation by Anne Radford

52. Strength-based change
Problem Solving
Appreciative Inquiry
Deficit-based change
Strength-based change
Identify problem
Conduct root cause analysis
Brainstorm solutions & analyze
Develop treatment - action plans
Appreciate “Best of what is”
Imagine “What might be”
Design “What should be”
Create “What will be”
Mystery Metaphor:
Organisations are alive, “appreciative systems” are universes of strengths via relationship
Problem Metaphor:
Organisations are “problems to be solved”
Linear, machine-like metaphors;
From Global AI Conference Keynote by David Cooperrider. November 2009

53. Applied Positive Change
The AI 4-D Cycle for
Applied Positive Change
Discovery
“What gives life?”
The best of what is.
Appreciating
Destiny
“How to empower, learn, and improvise?”
Sustaining
Dream
“What might be?”
Envisioning
Results/Impact
Affirmative
Topic
Design
“What should be – the ideal?”
Co-constructing
From Global AI Conference Keynote by David Cooperrider. November 2009

54. or What we talk about gets bigger!
Solution focus/appreciative inquiry- exploring what works so that we can do more of it
We manifest what we focus on and “we grow toward what we persistently ask questions about”
or What we talk about gets bigger!

55. AI works to build the positive core of the organisations involved.
Organisations need a lot less fixing and a lot more affirmation.
Appreciation builds relationships, collective intelligence, and freedom to innovate
Build positive affect:
Increases capacity for creative problem solving
More effective decision making and judgement
Optimism and increased learning capacity
Srivastva and Cooperrider, 1999
From “An opportunity to learn more about Appreciative Inquiry” Presentation by Anne Radford

56. “The Power of Appreciation..
..rests with its self-reinforcing and self-generative capacity”
Srivastva and Cooperrider, 1999
This requires inclusion, safety in participation and good communication =
Effective team working and leadership
Teams are where this is modelled and enacted

57. Sparkling leadership
As you look back what sparkling moments stand out for you as experiences of being really well lead or managed? What did you learn about worked well?
As you look back what sparkling moments stand out for you as examples of where you were really effective as a leader or someone making a positive contribution to change? What did you notice worked well for you at that time?

58. Leadership as an ethical endeavour
Positive Emotional Climate = “an environment where managers take into account the emotional needs and personal growth of employees and encourage the sharing of positive emotions”
Leadership practices that promote “positive emotional climate” associated with company gains in revenue, growth and outcome. Ozcelik et al, 2008

59. Leadership as an ethical endeavour
PEC associated with less cynicism and more engagement

60. Research using the Team Leadership Questionnaire
“Showing genuine concern” has the biggest impact on motivation.
Being interested in your needs and aspirations and how things feel for you.
With acknowledgement to Bev Alimo-Metcalfe of

61. “New paradigm” approach to leadership
More “soft stuff” emphasis on working through others
Leaders with more faith in other people than they have in themselves (and they have a lot of faith in themselves!)
More concerned with connectedness and inclusiveness
With acknowledgement to Bev Alimo-Metcalfe of

62. “New paradigm” approach to leadership
More concerned with vision
More concerned with improvement
Less concerned with “Great man” models of leadership
Striving for excellence through optimism, openness and personal humility
With acknowledgement to Bev Alimo-Metcalfe of

63. Peter Drucker in conversation with David Cooperrider on “Ai” see Cooperrider (2003) Appreciative Inquiry Commons
“The task of leadership is to create an alignment of strengths…making a system’s weaknesses irrelevant”.
--Peter Drucker
From Global AI Conference Keynote by David Cooperrider. November 2009

64. The importance of authenticity
Leaders lead most effectively when they are being themselves and being true to themselves.
Authentic leadership is about, “being yourself- more – with skill”
Goffee and Jones, 2006

65. Highlights from “Host Leadership: Towards a new yet ancient metaphor” by Mark McKergow PhD MBA Director, sfwork - The Centre for Solutions Focus at Work Forthcoming in the International Journal of Leadership in Public Services

66. Shortcomings of the hero metaphor
The hero leader is seen as all-knowing and the followers all-dependent;
The illusion of control
The homogeneous imagery of the followers - are we subjects or sheep!
The willingness of the hero (warrior, king, even shepherd) to die in the act of saving the flock

67. Shortcomings of the servant metaphor
The richness of the metaphor is not obvious. Your waiter or Jeeves?
The image of servant is not a compelling one to those (for example women and ethnic minorities) who are traditionally cast in such a role
The leader as servant has similar hierarchical issues to the hero, but from the other end

68. Leader as Host, Host as Leader
Hero
Servant

69. Warren Bennis on Gladstone and Disraeli
If you had dinner with William Gladstone, you were left thinking “That Gladstone is the wittiest, the most intelligent, the most charming person around.”
But when you had dinner with Benjamin Disraeli, you were left thinking, “I’m the wittiest, the most intelligent, the most charming person around!”
Gladstone shone but Disraeli created an environment where others could shine. The latter is the more powerful form of leadership, an adventure in which the leader is privileged to find treasure within others and put it to good use.
From introduction to Parks 2005 p xi-xii).

70. Advantages of the host metaphor
It’s an everyday image
Host and Guest are co-defining
Hosting is an activity, rather than a defining characteristic of a person
Hosting gives a definite feel of some responsibility for the success of the event
The role of host can involve behaving as total hero or absolute servant

71. Elements of host leadership
The four balances + 1

72. Principle of Response-ability
Defining the event
Responding to what happens
And

73. Principle of Co-participation
Engage and provide
Join in along with everyone else
And

74. Principle of Gate-opener
Protect boundaries
Encourage new connections
And

75. Principle of Alpha and Omega
Be the last
Be the first
And
The host is both the first and the last – Arabic proverb

76. The 5th principle?
Front stage work.
Back-stage work.
And

77. Ask yourself
Paul E. Plsek, 2008

78. “Wicked problems”
Involve issues with roots that are complex and entangled.
Are difficult to get to grips with and change with every attempt to address them.
Have no precedent
So .. nothing to indicate the right answer
Camillus, J. C Strategy as a wicked problem. Harvard Business Review

79. Properties of “Wicked problems”
There is no definitive formulation
It is not obvious when you have reached a solution (no “stopping rule”)
There is no immediate and no ultimate test of a solution- the solutions have their own consequences
Every attempt at a solution counts significantly
Camillus, J. C Strategy as a wicked problem. Harvard Business Review

80. Properties of “Wicked problems”
Each problem can be seen as a symptom of another problem
Discrepancies can be explained in numerous ways- because people have different definitions of the problem
You have no right to be wrong- there is too much at stake!
Solutions are not true or false but good or bad- it’s all down to judgement
…there is only better
Camillus, J. C Strategy as a wicked problem. Harvard Business Review

81. Are your issues “wicked”?
Don’t be surprised if they are – the easy problems have been solved!
They involve many stakeholders with different values and priorities
“When confronting frustrating problems, an enterprise would do well to recognise that they may be wicked. Moving from denial to acceptance is important; otherwise companies will continue to use conventional processes and never effectively address their strategy issues”
Camillus, J. C Strategy as a wicked problem. Harvard Business Review

82. Thank you!- steve.onyett@gmail.com