Presentation on theme: "MNDAKSPAN Conference February 28, 2015"— Presentation transcript:
1 MNDAKSPAN Conference February 28, 2015 Leading in Times of ChangePlease note that this presentation follows the intro to Allina; in that presentation we cover*Mission, Vision, Values*What makes up “Allina” and where are we located*Allina Scorecard – Measures of Caring – Care, Pt. Experience, Financial Health, Growth, People, & Community
3 You are a leader…. whether you want to be or not Handout…..
4 Lollipop LeaderWhat resonated with you about what Drew Dudley and Marianne Williamson said?How can you see yourself putting this concept to practice?
5 Adaptive Leadership Five Big Ideas Difference between technical and adaptive workProductive range of tensionWork avoidance as a signal of being outside the productive zoneReflecting in actionDifference between role of authority and the exercise of leadership
6 Skill #1: The most common cause of leadership failure is treating an adaptive problem with a technical fix. Learn to recognize adaptive work.
7 Technical Problems vs Adaptive Challenges Easy to identifyOften lend themselves to quick, easy solutionsCan be solved by an authority or expertRequires change in just one or a few placesEither/Or thinkingSolutions can often be implemented quickly (by edict)Example – take lisinopril for your blood pressureDifficult to identify (easy to deny)Requires changes in values, beliefs, roles, and approaches to workPeople who have the problem do the work of solving itRequires change in numerous places often crossing organizational boundariesBoth/And thinkingSolutions require new discoveries, new skills and can take a long time to implementExample - lifestyle change to exercise, eat right and be stress-free
8 “Either/or” “Both/and” thinking One right answerWhen you are right, those who disagree are wrong!Both/andMore than one right answerWhen you are right, those who disagree may also be rightGive examples – using examples of both either/or and both/and. Ask delegates for further examples.Group exercise 1 – on tables ask the delegates to think about both types of thinking.Ask for at least one example of each from tables.Why it is important to think of both aspects ‘both/and’ thinking.Jot down examples on flipchart.Add to this list if there are not enough examples
15 Human Systems Productive Range Limit of tolerance I don’t want to hear any more bad news.I can’t make sense of any of this.I am so terrified I don’t understand a word you are saying.Limit of toleranceTension of changeI understand the reality of my condition.I am looking to you for guidance and honesty.I understand what I need to do.Productive RangeThreshold of learningI came for a pillTimeBased on R. Heifetz. and M. Linsky. Leadership on the Line, Harvard Business School Press, Boston, MA,2002, pg. 108.
16 work avoidance and interpret it. Skill #3: Learn to spotwork avoidance and interpret it.
17 The Work What People Will Not Tell You, Their Behavior Will Reveal Blame others, distract attention, denialProductive RangeThreshold of learningLimit of toleranceTimeTension of changeDistressBlame others, distract attention, denialDistressBased on Heifetz, Ronald A. and Marty Linsky. Leadership on the Line, Harvard Business School Press, Boston, MA,2002, pg. 108.1717
20 Progress on Adaptive Work Problem keeps recurring Reflecting in ActionProgress on Adaptive WorkGAPSee patternsGet insightsReevaluate assumptionsSee new connectionsEngagedBuild credibilityUnderstand the work andwhat it is asking of peopleFeel what others feel++BalconyDance FloorDisengagedChecked outNot relevantMake others feelmanipulatedCan’t see big pictureForget what the work isExhaust self with business__Problem keeps recurring
27 Exercising adaptive leadership is different Than having formal or informal authority.-People may occupy positions of authority without ever leading their organizations through difficult but needed adaptive change. "Apres moi le deluge"-They frequently protect their authority and fail to mobilize their followers so that they:- minimize the losses the followers will need to live with- point at “others” who must do the changing- deny or delay facing what needs to change.
28 Exercising leadership to do adaptive work means… Disappointing people’s expectations (that things will stay the same) at a rate they can tolerate. ( and not ignore you or try to silence you or resist in infinitely creative ways )
29 Adaptive Leadership Five Big Ideas Difference between technical and adaptive workProductive range of tensionWork avoidance as a signal of being outside the productive zoneReflecting in actionDifference between role of authority and the exercise of leadership
30 Our Goal Enhance capacity to exercise leadership Build a framework to help others make progress on tough problemsSupport you in your role as a leader when you get back home.