leadership camp 2011
DESCRIPTION
Leadership Camp presentation for 2011TRANSCRIPT
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AAS Leadership Camp2011
Designing and Leading a Learning Organization
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Objectives
Leadership and Learning Organization
Dysfunctions of a Team
Transformational Leadership – The Four I’s
Change
Adaptive Learning
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Leadership Evolution
Era 2Rational Management
•Behavior theories•Contingency theoriesSetting:•Vertical hierarchy, bureaucracy•Management functions
Era 1Great Man Leadership
•Trait theoriesSetting:•Pre-bureaucratic organization•Administrative principles
Era 3Team Leadership
•Confusion•Empowerment•QualitySetting:•Horizontal organization•Cross-functional teams•DownsizingEra 4
Learning Leadership
•Shared vision, alignment, relationships•EmpoweredSetting:•Learning organization•Transformational•Good to Great
Scope
Macro
Micro
ENVIRONMENT
Stable Chaotic
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Learning
A change in behavior or performance that occurs as a result of experience
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Adaptive Learning Cycle
A cycle of action, feedback, and synthesis that all living organisms share
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The Adaptive Learning Cycle
Synthesis Feedback
ActionD
ecid
ing
Learning
Sensing
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Learning Organization
One in which everyone is engaged in identifying and solving problems
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Two Models of Organization
Routine tasks
Efficient Performance(Hard, rational model)
Vertical Structure
Formal systems
Competitive strategy
Rigid culture
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Learning Organization(Soft, intuitive model)
Horizontal structure
Empowered roles
Personal networks
Collaborative strategy
Adaptive culture
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Tasks Versus Roles
Task: a narrowly defined work assignmentRole: a part in a social system
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An Organizational Communication Network (adapted)
Marketing Manufacturing Engineering
Sharon
David
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Ambidextrous Organizations
Flexible organizations in which leaders incorporate structures and management processes that are appropriate to innovation and learning, as well as to the efficient implementation of ideas
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Knowledge Management
The efforts to systematically gather knowledge, make it widely available, and foster a culture of collaboration and learning
Five Dysfunctionsof a Team
FrameworkFramework
Pre-TestPre-Test
TRUST
Absence of TrustAbsence of Trust
Stems from an unwillingness to be vulnerable within the group. Team members who are not genuinely open with one another about their mistakes and weaknesses make it impossible to build a foundation for trust.
Trust Related BehaviorsTrust Related Behaviors
Team members quickly and genuinely apologize to one another when they say or do something inappropriate or possibly damaging to the team.Team members openly admit their weaknesses and mistakes.Team members know about one another’s personal lives and are comfortable discussing them.
Trust is…Trust is…
Confident about intentionsComfort with vulnerability – “We don’t need to walk on eggshells.”Act without concern for protecting oneself.A focus of energy and attention completely on the job at hand – free from political ramifications and fear of needing to be “strategic”
Members of a trusting Members of a trusting team…team…
Admit weaknesses and mistakesAsk for helpAccept questions and input about their area of responsibilityGive benefit of doubtTake risks in offering feedback and assistanceAppreciate and tap into one another’s skills and experiencesFocus energy on issues, not politics
Key QuestionsKey Questions
How comfortable are people with feeling vulnerable?How easy/difficult is it for people to share personal information with teammates?How can trust be maintained over time?
Addressing TrustAddressing Trust
Personal Histories ExerciseTeam Effectiveness ExercisePersonality and Behavioral Preference Profiles360-Degree FeedbackExperimental Team Exercises
Leader must…Leader must…
Demonstrate vulnerability (risk losing face)
Cultural dimension?
Create environment that does not punish vulnerabilityGenuine!!! – No manipulating (were you listening earlier?)
Myers-BriggsMyers-Briggs Favorite world: Do you prefer to focus on the outer
world or on your own inner world? This is called Extraversion (E) or Introversion (I).
Information: Do you prefer to focus on the basic information you take in or do you prefer to interpret
and add meaning? This is called Sensing (S) or Intuition (N).
Decisions: When making decisions, do you prefer to first look at logic and consistency or first look at the
people and special circumstances? This is called Thinking (T) or Feeling (F).
Structure: In dealing with the outside world, do you prefer to get things decided or do you prefer to stay open to new information and options? This is called
Judging (J) or Perceiving (P).
E/I
S/N
T/F
J/P
16 Types16 Types
Trust and TypeTrust and Type“…time does not lend itself to increasing trust but, rather, courage builds trust.” – Lencioni
MBTI suggests that trust emerges from the S/N dynamic and addresses the question:
“What are the kinds of information people know and trust?”
Example - NeedsExample - Needs
Sensing (S)Specific InformationStay on topicNo embellishment with unnecessary ideasAn opportunity to test your ideas and see if they workDesire to maintain the status quo
Intuition (N)To have their ideas heardTo have team members think in terms of “what if” rather than “what is”Evidence that you have imagination and will use itBelief that you are open to experimenting or trying new thingsA willingness to hear ideas that are not perfectly metabolized
Complexity
Heifetz & Linsky (2002)The Dance Floor
Senge (2006)Circles of CausalityFive useful skills:
Encouraging personal vision – shared comes from personalCommunicating and asking for support – personal vision vs. representative of corporate visionVisioning as an ongoing process – not a static stepBlending extrinsic and intrinsic visions – beating a competitor vs. setting a new standardDistinguishing positive from negative visions – not just as a method of survival
Change TheoryLewin – 3 steps (as cited in Schein, 1996)
UnfreezeChangeFreeze
Kotter – 8 step (1996) Establish UrgencyGuiding CoalitionVision & StrategyCommunicatingEmpoweringShort-Term WinsConsolidating Gains and Producing More ChangeAnchoring Change in the Culture
Drive (Pink, 2009)
Autonomy
Mastery
Purpose
Leadership – Transactional to TransformationalSalience of collective identity in self-conceptSense of consistency between their self-concept and their actions on behalf of the leader and the “collective”Higher level of self-esteem and a greater sense of self-worthSimilarity between their self-concept and their perceptions of the leaderSense of collective efficacySense of meaningfulness in their work and lives
Idealized Influence
Provides a role model for high ethical behavior, instills pride, gains respect and trust.
Inspirational Motivation
The degree to which the leader articulates a vision that is appealing and inspiring to followers. Leaders challenge followers with high standards, communicate optimism about future goals, and provide meaning for the task at hand.
Intellectual Stimulation
The degree to which the leader challenges assumptions, takes risks and solicits followers' ideas. Leaders with this style stimulate and encourage creativity in their followers. They nurture and develop people who think independently.
Individualized Consideration
The degree to which the leader attends to each follower's needs, acts as a mentor or coach to the follower and listens to the follower's concerns and needs. The leader gives empathy and support, keeps communication open and places challenges before the followers.
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ProtocolsProtocolsI will treat each person as a peer.I will treat each person as a peer.I will communicate openly and honestly.I will communicate openly and honestly.I will reveal my interests but work I will reveal my interests but work toward the common good.toward the common good.I will present my points of view and my I will present my points of view and my points of view only.points of view only.I will contribute but will not dominate.I will contribute but will not dominate.We will make decisions by consensus.We will make decisions by consensus.
I believe that you understand my point of view.I believe that you understand my point of view. I believe I understand your point of view.I believe I understand your point of view. I can and will live with this decision.I can and will live with this decision. I will support this decision in public and private I will support this decision in public and private
through my words and actions through through my words and actions through implementation.implementation.
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Sharing and synthesizing
We live in a world full of ideas. When
they’re debated and shared by
intelligent, informed and
passionate people, powerful ideas can
fuel change. –Joanne Weiss
Time to Work
Know It
Believe It
Sell It
Live It
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Full Range Model – Bass/Avolio