earcos 2015 emergent leadership -people, culture and collective intelligence
TRANSCRIPT
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Emergent Leadership: People, culture and collective intelligence
EARCOS Leadership Conference Bangkok 2015 Workshop 1: Thursday 29th November Dr Chris Jansen – University of Canterbury, New Zealand
[email protected] www.leadershiplab.co.nz
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Chris Jansen
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“The greatest challenge for future leaders is the pace of change and the complexity of the challenges faced….”
….”perpetual white-water”…
“Our organisations are not equipped to cope with this
complexity…” (IBM study – 1500 CEO’s)
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Greater Christchurch Education Renewal
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Culture eats strategy for lunch…
…and structure creates culture
Culture
Strategy
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Complexity / Change / Uncertainty / Ambiguity
Paradox / Lack of Control / Unintended consequences
Adaptive challenges
Leadership capacity
Organisational capacity
Self organising, adaptive, innovative, flexible, nimble,
responsive, creative and resilient
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Hierarchies and Beauracracies “the organisation”
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Networks, movements and living systems
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Power vs influence Leaders vs leadership?
Position of a leader vs action of leadership
Hierarchies and Networks
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Shifting role of leader
Complexity / Change / Uncertainty / Ambiguity
Paradox / Lack of Control / Unintended consequences
Adaptive challenges
Leadership capacity
Organisational capacity
Self organising, adaptive, innovative, flexible, nimble,
responsive, creative and resilient
Distribute power and decentralise control
Explore and articulate shared values
Foster interaction and shared learning
Proactive mentoring of individuals
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Leadership actions that facilitate self-organisation
1) Articulate compelling collective vision and values
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• Seek out shared values
• Gain clarity of focus – know why…
We need to be culturally tight and managerially loose. Order and design are not externally imposed but emerge as a result of the combination of individual freedom and shared core values
An attractor – motivated by threat or opportunity
“Think back over your experiences as a leader - locate a moment or period that was a high point in your experience as a leader, when you felt a sense of satisfaction and went home saying YES!
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• Describe the situation. What happened? What was the result?
• What was your role in creating this experience? What other people and factors contributed to this exceptional moment?
Partner - what values seem to be important to this person?
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Are our individual and collective values
aligned?
What compelling
purpose could we all rally around?
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2) Foster interaction and shared learning
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• Open up communication
• Role model a learning focus
• Develop organisational culture
• Build mechanisms for dialogue
“It is no longer sufficient to have one person learning for the
organisation... Its just not possible any longer to figure it out from the top, and have everyone
else following the order of the ‘grand strategist’. (Senge , 2002)
interactions with neighbours
Foster interaction, shared learning, and leverage collective intelligence
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What solution?
How to engage?
+ Ownership, motivation and commitment
++ Better solutions and innovation
Two key questions in adaptive change
• When I first came into this leadership role – I got together a team of senior staff and re-wrote all the staff procedure manuals. I started with an idea that we’d perhaps do it in a month. Then I tried to take this to the meeting and present it to (the staff) and it just ended up in this shitfight basically . . . What about this?, You’ve forgotten about that?, blah, blah, blah. It was a total disaster, and one of the absolute low points of my time here. But it made me realise that unless I got these people to come with me I was wasting my bloody time.
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We ended up having to go back to the drawing board and eventually we figured out this process which is still here this year, well it’s completely fundamental now. It’s called OPG (Operational Policy Groups) where you take a subset of people to work on developing a process and then anyone who’s not present, you give them the right to submit.
Even though it took 12 months longer than I thought, we got a result that actually stuck. We didn’t come up with a nice new book that no one used, which is very very common. We got two things out of it, we got the best answers, these great rules that were user friendly, generally easy to follow, concise, nothing that wasn’t a rule, didn’t make it in here. So we got a great answer, a great result, and we got really good buy-in too.
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Yeah, that was really an epiphany around the issue for me, and I guess it’s characterised my leadership style ever since. I learnt that if things are really important, especially in an organisation like this, where we have staff who actually have knowledge, skill, experience and passion – we have to include them in the process (L 21).
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Who has a voice in our organisation?
What mechanisms can we create to foster interaction and shared learning?
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3) Proactive mentoring
•Recognise and value people •Intentionally develop people
“employee first – customer second”
Anand Pillai 35
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Juggling our roles…..
Leadership (Vision & people driven)
Management (Office bound/paper driven)
Professional Technical Work/Service
Plan Organise Control Administer systems Critique Create Order
Vision Meaningful Contribution Values Engage and develop People Create context
Compliance & Status-Quo Efficiency
Commitment, Change & Hi-
Performance
Cammock (2001) The Dance of Leadership
Who are you actively developing and looking out for? Who is looking out for you?
How could we increase this informal mentoring?
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4) Distribute power and decentralise control
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• Build collaborative relationships
• Share leadership • Foster interdependance
and trust
A framework for empowerment Extrinsic motivation intrinsic motivation external locus of control internal locus of control control empowerment Strict and complete external control no external control Responsibility on leader responsibility shared responsibility on participant I decide we decide you decide less choice more choice Dependence interdependence independence
Jansen 2005
Go to the people, Live with them,
Learn from them, Love them,
Start with what they know, Build with what they have, But with the best leaders, When the work is done, The task accomplished,
The people will say, “We have done it ourselves”
Chinese Philosopher Lao Tsu
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Who makes the decisions?
How do these processes impact organisational culture?
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Keeping in contact….
www.ideacreation.org
www.leadershiplab.co.nz
@IdeacreationNZ
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