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MNDAKSPAN Conference February 28, 2015 Leading in Times of Change.

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Presentation on theme: "MNDAKSPAN Conference February 28, 2015 Leading in Times of Change."— Presentation transcript:

1 MNDAKSPAN Conference February 28, 2015 Leading in Times of Change

2 2 “Be the change you want to see” -Ghandi

3 You are a leader…. whether you want to be or not day_leadership Handout…..

4 Lollipop Leader What resonated with you about what Drew Dudley and Marianne Williamson said? How can you see yourself putting this concept to practice? 4

5 Adaptive Leadership Five Big Ideas Difference between technical and adaptive work Productive range of tension Work avoidance as a signal of being outside the productive zone Reflecting in action Difference 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 Technical Easy to identify Often lend themselves to quick, easy solutions Can be solved by an authority or expert Requires change in just one or a few places Either/Or thinking Solutions can often be implemented quickly (by edict) Example – take lisinopril for your blood pressure Adaptive Difficult to identify (easy to deny) Requires changes in values, beliefs, roles, and approaches to work People who have the problem do the work of solving it Requires change in numerous places often crossing organizational boundaries Both/And thinking Solutions require new discoveries, new skills and can take a long time to implement Example - lifestyle change to exercise, eat right and be stress-free

8 Either/or One right answer When you are right, those who disagree are wrong! Both/and More than one right answer When you are right, those who disagree may also be right “Either/or” “Both/and” thinking

9 Adaptive Challenges

10 Adaptive Leadership 10

11 Polarities In all difficult, wicked or adaptive problems Power and truth in both aspects “AND” is the key Either taken to extreme alone is nonsense

12 Standardize Customize System Holding both in tension = managing a polarity Local Quality Finance

13 Leadership Lessons from Dancing Guy 13

14 Productive Range of Tension 14

15 Productive Range Threshold of learning Limit of tolerance Time Tension of change Human Systems Based on R. Heifetz. and M. Linsky. Leadership on the Line, Harvard Business School Press, Boston, MA,2002, pg I understand the reality of my condition. I am looking to you for guidance and honesty. I understand what I need to do. 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. I came for a pill

16 Skill #3: Learn to spot work avoidance and interpret it.

17 Productive Range Threshold of learning Limit of tolerance Time Tension of change The Work What People Will Not Tell You, Their Behavior Will Reveal Blame others, distract attention, denial Distress Based on Heifetz, Ronald A. and Marty Linsky. Leadership on the Line, Harvard Business School Press, Boston, MA,2002, pg. 108.

18 Skill #4: Reflect in Action

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20 See patterns Get insights Reevaluate assumptions See new connections Disengaged Checked out Not relevant Make others feel manipulated Can’t see big picture Forget what the work is Exhaust self with business Engaged Build credibility Understand the work and what it is asking of people Feel what others feel Progress on Adaptive Work Problem keeps recurring Balcony Dance Floor GAP ++ _ _ Reflecting in Action

21 Over focus on the Balcony

22 Over focus on the Dance Floor

23 “To be understood, seek first to understand” -St. Francis of Asisi o 23

24 Skill #5: Develop your ability to influence others.

25 Authority vs Leadership 25

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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.

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29 Adaptive Leadership Five Big Ideas Difference between technical and adaptive work Productive range of tension Work avoidance as a signal of being outside the productive zone Reflecting in action Difference 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 problems Support you in your role as a leader when you get back home.

31 The Heart of Health Care Is Relationship


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