1. Sustainability Leadership for the 21 st Century Social Dynamics Leith Sharp E117 Fall Residential Day 2

2. Change leadership is about stability as much as it is about change. Most people believe that humans are innately averse to change. This is not the case. People are actually invigorated by change when it occurs with adequate stability and low risk. A good change leader creates stability and reduces risk so that others can join in.

3. Individual Systems Social Systems Organizational Systems Infrastructural Systems Personal & Interpersonal Capabilities Skills/Abilities Motivation Values/Attitudes Habits/Behaviors Status Trust Social Influence Inclusiveness Fairness Relatedness Autonomy Emotional Sensitivity Group Intelligence Vision/Mission Governance Management Structures Planning Processes Decision Making Processes Finance & Accounting Policy Instruments Information Systems Procurement Systems Human Resources Technology Built Environment: Buildings Utilities Landscape Material Flows Energy Water Waste Transportation “CBIS Reduces Risk Across the Organizational Ecosystem” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0lsharp CC BY-AS 4.0 A change capable organization reduces risk across the 4 spheres of the organizational ecosystem by purpose integrating the AOS & CCOS

4. The most important work the change agent does is remove risk and uncertainty in order to unleash the latent capacity of others to make change happen. It seems evident that the most common type of risk/uncertainty preventing engagement are social in nature.

5. Often, social risks/uncertainties are experienced semi- consciously or unconsciously. They are often connected to old stories and involve feelings and even physical sensations.

6. The process of resolving social risk must typically be experiential. That is, the change agent must support people to experience their way into new ways of thinking/feeling, rather than hoping that they will think their way into new ways of acting.

7. The findings of many studies suggest that the conscious self “plays a causal role only 5% of the time” There is an active effort on behalf of the mind to make what is conscious unconscious as quickly as possible. While conscious choice and guidance are needed to perform new tasks, after some repetition, conscious choice quickly drops out and unconscious habit takes over, freeing up precious reserves of conscious awareness. Bargh, J. A. and Chartrand, T.L. (1999) The unbearable automaticity of being. American Psychologist, 54 (7) 462-479 5% of what we do is consciously processed

8. The desire to change is thought to be largely motivated by the intrinsic desire to communicate with and have the acceptance of others. Feldman states that “The facilitating effect of social interaction has been confirmed by recent research on moral judgment and conservation.” Feldman, D. (1994) Beyond Universals in Cognitive Development. Norwood, NJ: Ablex Publishing Corp.

9. “ This study and many others now emerging have made one thing clear: The human brain is a social organ.” “Its physiological and neurological reactions are directly and profoundly shaped by social interaction.” Source: Managing with the Brain in Mind by David Rock Indeed, as Lieberman puts it, “Most processes operating in the background when your brain is at rest are involved in thinking about other people and yourself.”

10. “ …….people who feel betrayed or unrecognized at work — for example, when they are reprimanded, given an assignment that seems unworthy, or told to take a pay cut — experience it as a neural impulse, as powerful and painful as a blow to the head.” Source: Managing with the Brain in Mind by David Rock

11. Particular qualities to enable employees and executives alike to minimize the threat response and enable the reward response. These social qualities are: Source: Managing with the Brain in Mind by David Rock “ The brain experiences the workplace first & foremost as a social system.” 1. Status 2. Certainty 3. Autonomy 4. Relatedness 5. Fairness 6. Creativity (added) The AOS Lives or Dies on It’s Ability to Foster Positive Social Dynamics, Trust, Collaboration and Group Intelligence

12. TRUST Authority Transaction Three Types of Relationship Dynamics in Organizations Reference: Professor Karen Stephenson, http://www.netform.com 1. Status 2.Certainty 3.Autonomy 4.Relatedness 5.Fairness 6.Creativity

13. SUSTAINABILITY LEADERSHIP Amy C. Edmondson | Novartis Professor of Leadership & Management | Harvard Business School THE POWER OF TEAMING

17. Exposure to surrounding peer behaviors is the largest single factor in driving idea flow. For group intelligence, the pattern of interaction is more important that all other factors taken together – individual intelligence, personality and skill. DID YOU KNOW THIS? HAVE YOU BEEN DESIGNING FOR THIS? This is About Unleashing New Levels of Group Intelligence

18. Group Intelligence: An under-tapped resource

19. http://web.mit.edu/press/2010/collective-intel.html “When it comes to intelligence, the whole can indeed be greater than the sum of its parts. A new study documents the existence of collective intelligence among groups of people who cooperate well, showing that such intelligence extends beyond the cognitive abilities of the groups’ individual members…. Group Intelligence: An under-tapped resource

20. http://web.mit.edu/press/2010/collective-intel.html They discovered that groups featuring the right kind of internal dynamics perform well on a wide range of assignments, a finding with potential applications for businesses & other organizations.” Group Intelligence: An under-tapped resource

21. Three key factors that enhance group intelligence: 1.Groups whose members had higher levels of "social sensitivity" (ability to perceive emotions) 1.Groups where one person dominated were less collectively intelligent than in groups where the conversational turns were more evenly distributed” 1.Teams containing more women demonstrated greater greater collective intelligence. http://web.mit.edu/press/2010/collective-intel.html Group Intelligence: An under-tapped resource

22. When an Organization is all CCOS, Social Currency is Exchanged Without the Benefit of an Operating System that Can put it to Productive Use.

23. The AOS Creates a Stakeholder Ecosystem Around New Project/Idea/Practices/Values

24. Examples of Negative Social Dynamics, triggers and manifestations

25. Leaving someone out of the process that thinks they should have been consulted Triggering a sense of territorialism Using language that doesn’t connect Being viewed as too low status or too arrogant Not giving enough air time to people that think they deserve it Directly challenging someone in front of others Drifting into an area of discussion and decision-making that is not grounded adequately in evidence and is left open to opinion only

26. Strategies for Deliberating Fostering Positive Social Dynamics and Minimizing Negative Social Dynamics

27. Positioning others with status and respect of others to do your speaking Having positive local stories and experiences that included people at the table Engaging with people before the meeting to gather input & adopt their language Ensuring that others are confident & competent in relation to topics you are raising Making gestures that affirm the status of key players Giving credit to others

28. ADAPTIVE OPERATING SYSTEM COMMAND CONTROL OPERATING SYSTEM Intrinsic motivation to align with internal values/purpose and social connectedness Extrinsic motivation to align with organizations mission, vision & performance requirements Community structure, relationships Authority structure, transactions Boundary crossing connectivity Division and hierarchy Co-created change, leadership as a system Top-down change, leadership as a linear Applied learning focus Execution focus Socially supported learning, story Strategy, metrics, reporting Dynamic, emergence, transient, multipleStructure, routine, permanent, uniform An Adaptive Organization Iterates Between Both Operating Systems Towards Shared Purpose ALIGNED VIA SHARED PURPOSE

29. Pursue Conditions & Processes in Concert with Goals and Reporting Requirements Trust based culture Psychological safety Forums, processes and permission for idea flow Stories that model emotional resources: courage, hope, drive Access to seed funding for pilots Forums for social (peer to peer) learning Permission for piloting and exploration Shared ownership, credit, public recognition High functioning group processes/meetings with optimal patterns of interaction Agile decision-making processes for scaling. “CBIS Content” by L.Sharp, is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0L.SharpCC BY-AS 4.0