1. Why… We have resistance We struggle to work together Efforts to remediate fail What to do about it all Ralph Jacobson 516 Parkview Terrace Minneapolis, MN 55416 952-831-7488 www.theleaderstoolbox.com ©2010. The Leader’s Toolbox, Inc. All rights reserved.

2. Why we’re here Technical knowledge grows at …… Rate of change increasing….exponentially Yet 70-90% of change efforts fail Massive loss to our economy

3. Why we’re here now…

4. What’s gone wrong Historically leadership training was about: Analytical Financially focused Mechanistic Focused on specific skills For those at the top of the chart

5. Organization development— not moved needle Leadership development—not moved the needle Formal education programs—not moved the needle Strategic planning—not moved the needle

6. New set of eyes

7. Initial research Leaders & managers face Problems Uncertainties Paradoxes

8. Issues… Problems….can be solved….know how Uncertainties…plan for…know how, but Paradoxes… –Few know what it means –Fewer know how to address

9. Paradox Definition: The contradiction of two polarities that cannot exit at the same time…and must! Definition: The contradiction of two polarities that cannot exit at the same time…and must!

10. Paradox: The bedrock of organizations Us Suppliers Customers Owners/shareholders

11. Paradox: The bedrock of organizations Marketing Sales Engineering Operations Customer service Finance Human Resources

12. Internal structural paradoxes Bottoms Middles Tops

13. Classic organization paradoxes Centralize vs. decentralize Profit vs. invest Long vs. short Core vs. new Explore vs. exploit Research shows that…

14. Functional paradoxes Right for me vs. right for us My budget vs. our budget My way vs. the wrong way

15. Role paradoxes Leader Perfect vs. fallible Powerful vs. vulnerable Dictator vs. democratic My way vs. our way Technical fix vs. adapative challenge Manager Focus on top vs. focus on bottoms Team vs. individual (peers) Technical fix vs. political fix Compliance vs. entrepreneurial Functional /professional paradoxes

16. Experienced as Deeply personal Personal flaw Inadequacy Cynicism, anger, helplessness

17. Personal paradox Male vs. female self Take risk vs. play safe Individuation vs. socialized Personal time vs. professional time Close to the angels vs. dust

18. Personal paradoxes experienced... Inadequacy Heartburn Uncertainty Unnecessary stress Career limiting moves

19. As a result… High levels of emotion Higher levels of uncertainty Greater inefficiencies

20. Team formation Me vs. us Which faction wins? Play it safe vs. be vulnerable Widely experienced

21. In review There are… Organization Functional Team Roles Personal paradoxes

22. The dynamics of paradox 1.Opposing perspectives 2.Advocacy 3.Determination of “winner” 4.Emotional fallout 5.Sub-optimization 6.Negative consequences

23. The negative do loop Opposing perspectives Advocacy Determination of “winner” Emotional fallout Sub-optimization Negative consequences R-R-

24. Why important… AT THE CORE OF EVERY ADAPTIVE CHALLENGE LIES A PARADOX WAITING TO BE BALANCED!

25. Unmanaged paradoxes can be Expensive Divisive Diminish organization power in the market Reduce the ability to adapt to change

26. YET… Most of leadership training doesn’t impact or address these areas!!!

27. Self- actualization Aesthetic Cognitive Esteem Social Safety Physiological Why most leadership training doesn’t stick Paradoxes

28. SO WHY… Do we continue to do the same old thing?

29. Unless we address the cognitive and emotional aspects of paradox, most other methods and change management approaches will fall short in helping people accomplish complex and adaptive work.

30. How to address 1.Education –Paradox vs. problem –Define critical paradoxes –Show how to address them –Broad range of professionals

31. How to address 2. Mobile leadership structures Different structures for different kinds of work Greater emphasis on decision- making processes Greater value and emphasis on diversity of expression and thought Greater numbers of people involved

32. How to address 3. Establish forums –Leadership to address annually –Groups experiencing tension –Individual coaching

33. Stories Leadership team Two competing organizations The engineering company The HR department

34. We have approaches to Organization Team Role Personal paradoxes

35. Leadership role 1.Define the paradoxes impacting the business organization…leadership…function…role 2. Make public the tensions…and hold the tension 3. Use the tensions to create new possibilities 4. Manage the critical paradoxes at the right level

36. Ralph questions 1.What is your reaction to this information? 2.How do you think paradoxes impact your organization’s success? 3.What difference could focusing on paradox make for you personally?

38. Contact information Books Leading for a Change: How to Master the Five Challenges Faced by Every Leader by Ralph Jacobson Contact Ralph Jacobson 952-831-7488 ralph@theleaderstoolbox.com Address 516 Parkview Terrace Minneapolis, MN 55416 Website www.theleaderstoolbox.com Blog www.leadingforachange@worldpress.com