1. SYSTEMS

2. OBJECTIVES Experience a system Experience a system Understand how you can be a more effective member of the system Understand how you can be a more effective member of the system

3. THE SIMULATION Based on work of Barry Oshry Based on work of Barry Oshry Management Resources Corp. (MRC) Management Resources Corp. (MRC) National Manager’s Benevolent League (NMBL)—Client National Manager’s Benevolent League (NMBL)—Client Cash—Part to Tops, Part to NMBL Cash—Part to Tops, Part to NMBL Simulation will run for exactly 50 minutes Simulation will run for exactly 50 minutes There may be one time-out half way through There may be one time-out half way through Must stop when the “closing bell” rings Must stop when the “closing bell” rings

4. LEARNING GOALS Understand System Dynamics—How does the system influence and constrain individual action Understand System Dynamics—How does the system influence and constrain individual action Understand how individuals can better understand and respond to whatever they are up against Understand how individuals can better understand and respond to whatever they are up against –You need to be involved in the flow of things –You also need to be self-reflective and observe things as though you were standing outside of the action –Experiment; look for opportunities to make a positive difference no matter what your role –Oshry says, “Leadership is not position. It is the ability to recognize and use the potential of whatever position we are in.”

5. PROCESS Read general instructions and roster Read general instructions and roster I will act as anthropologist I will act as anthropologist –I will observe the process –Cannot answer questions about the instructions or anything else –If something is unclear, you will have to figure it out among yourselves Client group go to your offices, read your role. Simulation will begin in 3 minutes Client group go to your offices, read your role. Simulation will begin in 3 minutes MRC read your instructions, simulation will begin in 3 minutes MRC read your instructions, simulation will begin in 3 minutes

6. TIME-OUT Sit together with people of your group Sit together with people of your group You are not to discuss business You are not to discuss business Discuss what you are experiencing Discuss what you are experiencing A few people from each group will be asked to provide a few sentences about what you are experiencing A few people from each group will be asked to provide a few sentences about what you are experiencing

7. DEBRIEF OF SYSTEM DYNAMICS Get into your group Get into your group Develop a brief “story” of the simulation Develop a brief “story” of the simulation We will share stories and help each other understand the system dynamics We will share stories and help each other understand the system dynamics –What is life like in your space? –What is your view of other groups? –Did anything change after the time-out? Why? Hold off discussion of how individuals can better respond to their situation until later Hold off discussion of how individuals can better respond to their situation until later

8. INDIVIDUAL DEBRIEF Take a few minutes for individual reflection—What can you learn from the experience? Take a few minutes for individual reflection—What can you learn from the experience? Form three mixed groups, with at least one top, one middle, and one client member Form three mixed groups, with at least one top, one middle, and one client member Help each other understand what happened and how individuals could have been more effective—Some questions for discussion might include: Help each other understand what happened and how individuals could have been more effective—Some questions for discussion might include: –How did you feel when you learned of your role? –How well did you play your role? Were there other options you did not see? –What could you have done differently? –Are there parallels between your experience in the simulation and your experience elsewhere? –Was your behavior in the simulation typical of your behavior in other challenging situations? Full-Class discussion Full-Class discussion

9. THE TOP-BOTTOM RELATIONSHIP TOPS (World is complex) TOPS (World is complex) –Collectively responsible for system –Divide responsibility –Become increasingly responsible for their area –Become decreasingly responsible for whole –Become concerned with what is good for their area –Instead of partnership, tops feel need to protect their area –Tops feel unsupported by one another –Some areas seen as more important

10. THE TOP-BOTTOM RELATIONSHIP BOTTOMS (Vulnerable) BOTTOMS (Vulnerable) –Develop a "We" mentality –Everyone else is "Them" –Pressure to maintain unity –Inflated sense of value compared to "them" –Treating "Them" differently (e.g. poking fun, disobey) –Factions may develop and split off –Submerge differences –Village Idiots may develop (diverging member, ignored)

11. The Dance of The Blind Reflex Participants attribute relationship breakdowns to personality differences. They don't see the Dance of Blind Reflex Participants attribute relationship breakdowns to personality differences. They don't see the Dance of Blind Reflex

12. BREAKING THE DANCE TOPS TOPS –Keep it simple. Avoid temptation to take on responsibility for everything. –Become expert in your area and pursue diligently –Strengthen commonality Agree on a common vision Agree on a common vision Share information Share information Mutual coaching Mutual coaching Create opportunities to walk in the other's shoes Create opportunities to walk in the other's shoes Joint task forces Joint task forces

13. BREAKING THE DANCE BOTTOMS BOTTOMS –Encourage individual differences. Find each one's strengths and use them. –Develop multiple strategies for pursuing mission. –Meet regularly with peers, share experiences, mutual coaching. SYSTEM SYSTEM –Individuation provides diversity. –Integration provides coordinated movement toward mission. –Differentiation gives system complexity.

14. TRADITIONAL MANAGING THE BOSS ADVICE It is your duty to make your boss effective. It is your duty to make your boss effective. Sit down and talk with your boss. Get feedback. What do you do that is helpful? Not helpful? Sit down and talk with your boss. Get feedback. What do you do that is helpful? Not helpful? Be empathetic. Understand the pressures on your boss, his/her needs, strengths, weaknesses, blind spots, and personal style. Be empathetic. Understand the pressures on your boss, his/her needs, strengths, weaknesses, blind spots, and personal style. Sell your ideas. Of course it is a good idea to you, you created it. Sell your ideas. Of course it is a good idea to you, you created it. Anticipate your boss' needs and fill them. Anticipate your boss' needs and fill them. Be proactive, take responsibility. Be proactive, take responsibility. Complement your boss' weaknesses. Complement your boss' weaknesses. Be a courageous follower and confront the boss when he/she is doing something that hurts the common purpose. Be a courageous follower and confront the boss when he/she is doing something that hurts the common purpose. Be responsible, dependable, and trustworthy. Be responsible, dependable, and trustworthy. Let the boss know what can be expected of you. Let the boss know what can be expected of you. No surprises. No surprises. Don't underrate the boss. Don't underrate the boss.

15. COURAGEOUS FOLLOWER Understand our own power and how to use it Understand our own power and how to use it Appreciate the value of leaders Appreciate the value of leaders Understand the seductiveness and pitfalls of the power of leadership Understand the seductiveness and pitfalls of the power of leadership

16. 5 DIMENSIONS OF THE COURAGEOUS FOLLOWER 1. Courage to assume responsibility For themselves and the organizationFor themselves and the organization 2. Courage to serve Not afraid of hard work to serve the leaderNot afraid of hard work to serve the leader 3. Courage to challenge Willing to stand up and stand outWilling to stand up and stand out 4. Courage to participate in transformation Champion need for changeChampion need for change 5. Courage to leave

17. COURAGEOUS FOLLOWER (Ira Chaleff) “Followers and leaders both orbit around the common purpose; followers do not orbit around the leader.” “Followers and leaders both orbit around the common purpose; followers do not orbit around the leader.” “We are responsible for our own actions and we share responsibility for the actions of those whom we can influence.” “We are responsible for our own actions and we share responsibility for the actions of those whom we can influence.”

18. YOU CAN MAKE A DIFFERENCE “I wondered why somebody didn’t do something... and then I realized I was somebody.” Anonymous