Leading & Managing in Complex Organizations

Integration

Day 4 – Afternoon Session Michael J. Deegan, M.D., D.M.

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Knowledge, Skills & Competencies ofEffective Physician Leaders

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Anatomy of Leadership

CHARACTER COMPETENCE

The Soul ofA Leader

The Heart &Mind of aLeader

Inner DrivesMotivation

PersonalQualities

+The Knowledge, Skills& Talents of a Leader

LeadershipSkills

after Bell: Great Leadership; Davies – Black, 2006

Manage-MentSkills

Profess-ionalSkills

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Leadership

• What is your definition?• Characteristics?• Qualities and Traits?• What distinguishes a great

leader?

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Maslow’s Hierarchy of Needs

PhysiologicalBreathing, Sleeping, Water, Food

SafetyHome, Health, Job, Financial

EmotionalFriends, Belonging, Love

EsteemSelf Respect, Attention, Achievement, Recognition

Self ActualizationTruth, Wisdom, Justice, Morality

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Social Motives

Need for Achievement (nAch) Goal: Personal accomplishment, innovation, creativity, mastery

Need for Affiliation (nAff) Goal: Inter-personal relationships, sense of belonging, community

Need for Power (nPow) Goal: Status, influence, control

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When Leading:

• Competencies determine what a person CAN do.

• Commitment determines whatthey WANT to do.

• Character determines whatthey WILL do.

Crossan M, et al. Developing Leadership Character, Ivey Business Journal, Jan-Feb 2012.

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TRANSCENDENT

INTEGRITYCOURAGE

HUMILITY

HUMANITY

CHARACTER

JUDGMENT

ACCOUNTABILITY

DRIVE

TEMPERANCEJUSTICE

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EMOTIONAL INTELLIGENCE COMPETENCY FRAMEWORK

Self Awareness Social Awareness

·emotional self awareness ·empathy·accurate self assessment ·organizational awareness ·service orientation

Self Management Relationship Management

·emotional self control ·influence·adaptability ·teamwork·positive outlook ·change catalyst·achievement orientation ·conflict management ·inspirational leadership ·coach and mentor

HCL&M-U1-S2-5

Adapted from Goleman,D; Hay Group

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Communication Styles

Action / Driver

Process / Analytical

People / Amiable

Idea / Expressive

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Communication Styles

• These are “inherent style preferences” • Each person has a “dominant” one, although one may have

other orientations• They are found universally, in all people• They influence how you communicate, learn and relate to

others• They are preferred tendencies and styles, not absolutes

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Leadership Definition

“Leadership is an influence relationship

among leaders and followers who intend

real changes that reflect their shared

purposes.”

Rost JC: Leadership for the 21st Century, Praeger, 1993.

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Complementary Contributions

• LEADERS

Cope with change

· Set a Direction

· Align People

· Motivate People

• MANAGERS

Deal with complexity

· Plan & Budget

· Organize & Staff

· Control & Problem

Solve

Kotter: What Leaders Really Do, Harvard Business Review, 1990.

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Organizational Leadership

Operational Leadership

PeopleLeadership

Entry Level

Mid Level

Senior Level

Appling the Right Leadership Mix at Each Level of Leadership Antony Bell: Great Leadership 2010

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Followership Styles*

Alienated Exemplary

Passive Conformist

Pragmatist

Independent,Critical Thinking

Dependent,Uncritical Thinking

Passive Active

Kelly R: The Power of Followership, 1992.

Long DG: Third Generation Leadership and the Locus of Control; Gower, 2012.

Leadership Evolution

Heroic (egocentric)

Obedience –

“You will”

· Social Class

· Longevity

· Power - Force

Post-Industrial (world centric)

Conformity –

“Will you”

· Meritocracy

· Carrot & Stick

· Remains

Hierarchical

Industrial (transactional)

Engagement – “How will we”

∙ Respect∙ Growth∙ Learning∙ Collaboration

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Physician Leader Career Progression* Conceptual

Conceptual

Conceptual InterPersonal

InterPersonal

Technical

InterPersonal

Technical

Technical

SCOPE Single Domain Mult Domains Enterprise

EXAMPLE PC Med Dir Dept Chair CMO

Modified from NCHL: Physician Leadership Development Programs, 2014.

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Anatomy of Leadership

CHARACTER COMPETENCE

The Soul ofA Leader

The Heart &Mind of aLeader

Inner DrivesMotivation

PersonalQualities

+The Knowledge, Skills& Talents of a Leader

LeadershipSkills

after Bell: Great Leadership; Davies – Black, 2006

Manage-MentSkills

Profess-ionalSkills

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Assignment: Write your Personal Leadership Philosophy

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Leading & Managing inComplex Organizations

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Strategic Apex

Technostructure Support StaffMiddle Line

Operating Core

Generic Mintzberg Model

Where the work of producing an organization’s products or services is performed

New layer(s) of managersproviding guidance between apex and operating core

Technical professional staff focused on work process design & standardization

CEO & executive team- strategy, financing, external relations

Operational support functions

Machine Bureaucracy

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Professional Bureaucracy

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Business Model Typology*

Solution Shop

Value-Added Process Business

Facilitated Network Business

*Christensen, The Innovators Prescription, McGraw Hill, 2009

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Sophisticated Technology that Simplifies

Low cost InnovativeBusiness models

EconomicallyCoherent Value Network

Regulations &Standards that Facilitate Change

Elements of Disruptive Innovation

Christiansen CM: The Innovators Prescription, McGraw Hill, 2009.

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Levels of Organizational Culture

Artifacts – symbols ofculture in the physical

and social work environment

ValuesEspoused: what members of an organization say they valueEnacted: reflected in the way individuals actually behave

Assumptions – deeply held beliefs that guide behavior and tell

members of an organization how to perceive and think about things

Visible, Often not Decipherable

Great Level of Awareness

Taken for Granted, Invisible, Preconscious

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Functions of Organizational Culture

• Provides a sense of identify to members and increase their commitment to the organization

• A sense making device for organization members• Reinforces the values of the organization• Serves as a control mechanism for shaping

behavior

However,• Can create barriers to change and innovation• Can create conflicts• Can alienate subcultures

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Defining Organizational Politics

Organizational politics are “thoseactivities taken within organizations toacquire, develop, and use power andother resources to obtain one’s preferredoutcomes in a situation where there isuncertainty or disagreement aboutchoices.” [ Pfeffer as quoted by Vecchio ]

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Power Types*

• Legitimate [ formal ]

• Reward [ formal ]

• Expert [ informal ]

• Referent [ informal ]

• Coercive [ formal ]*French & Raven

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Power Mediates Org’nal Conflict

Sources of Organizational Power

∙ Formal [legitimate] authority∙ Control of scarce resources∙ Organizational structure, rules and regulations∙ Control of decision processes∙ Control of knowledge and information∙ Control of boundaries∙ Control of technology∙ Interpersonal networks, alliances and the informal organization

Morgan G: Images of Organization; Sage, 1998

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Network Types

CohesiveNetwork

BridgingNetwork

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Newtonian World · Traditional physics and mathematics · Linear equations with reproducible results · Total predictability Relativity & Quantum Mechanics

Chaos, Complexity and CAS

Expanded Computing Capacity

Move the ComplexityDiagram in “Pictures” here

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Context for Introducing Complexity, CLT & Adaptive Leadership I

∙ Growing recognition traditional leadership theories [heroic, managerial] are, at best, overly simplistic

∙ Realizing organizations are highly complex and non-linear the notion a single leader “acts on” the organization to achieve his or her objectives for the organization may be misguided

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Context for Introducing Complexity,CLT & Adaptive Leadership II

∙ Therefore, if leadership is not “in” [heroic] or “done by” [managerial] a leader what constitutes leadership and from where does it originate? Leadership as an emergent event, an outcome of relational interactions among agents in a complex adaptive system

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CAS

Strategic Apex

Middle Line

Operating Core

CAS

CASCAS CAS

AdaptiveLeadership

EnablingLeadership

CLT Model

AdaptiveLeadership

AdaptabilityInnovationLearning

Agent

CAS

Bridging NWadapted from Marion, R: Organizational Leadership & Complexity Mechanisms in Oxford Handbook of Leadership, 2013.

CLT Conclusions

Organizations can best foster change if leadership is an enabling activity

Enabling leaders monitor the level of environmental complexity and adjust the relationships between adaptive, administrative and enabling components

High levels of environmental complexity require higher levels of organizational complexity 37

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The Adaptive Leadership Cycle

OBSERVE

INTERPRET

INTERVENEPLAN

DO

ACT

STUDY

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The Productive Zone of Disequilibrium

Technical Problem

WorkAvoidance

AdaptiveChallenge

Limit of Tolerance

Threshold of Change

Productive Zone ofDisequilibrium

TIME

Heifetz: The Practice of Adaptive Leadership, pg. 30

Ten

sio

n

for

Ch

ang

e →

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Shifts Required for Adaptive Thinking

TECHNICAL ADAPTIVE

BENIGN CONFLICTUAL

INDIVIDUAL SYSTEMIC

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Distinguishing Technical Problems from Adaptive Challenges*

Challenge Problem Definition

Solution Responsible Parties

Technical Clear Clear Authorities /Experts

Technical & Adaptive

Partially Clear

Partially clear +New learning

AuthoritiesStakeholders

Adaptive Requires new learning

Requires learning

Stakeholders

*Heifetz: Adaptive Leadership

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Properties of an Adaptive Challenge

Gap between the way things are and the desired state

Varied points of view Requires difficult learning Involves facing loss New competencies must be developed Takes longer than technical work Requires trying new things Generates distress, disequilibrium, and work

avoidance

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Diagnose Your Organization

• What is the Culture? The Artifacts, Stories, Behavior, etc. The Espoused Values The Deep Underlying Assumptions

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Diagnose Your Organization

• What is the Structure?Hierarchical vs Simple?Professional Bureaucracy?Practices, rules, norms?

• And what are the implications for achieving the change that is needed to thrive?

• Benefits, Obstacles, Challenges, Timing, Approach?

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Diagnose Your Organization

• What are the Politics involved? The formal and informal org structure? Who controls the resources? Who is affected: loose / win? Where are the loyalties, alliances? Who are the hidden stakeholders? Who can you partner with?

• Who are threatened by loss and change?• And how are they likely to respond to losses?

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Make Interpretations

Based on your knowledge, observations, experienceand insights:

Have people made the shift to adaptive thinking?

What are the default interpretations?

Develop alternate interpretations

Test your ideas and thinking

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Design Effective Interventions∙ Get on the balcony

∙ Ask “Is the Issue Ripe?”

∙ What is my role in this initiative?

∙ Frame the issue thoughtfully

∙ Hold steady when pushback occurs

∙ Identify emerging factions & coalitions

∙ Keep the work front and center

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Act Politically

• Expand your informal authority - strengthen relationships - achieve early wins - support others to gain allies

• Stay close to the opposition• Manage authority figures• Take responsibility for casualties• Protect and engage dissenting voices

Adaptive Leadership, pages 133 - 48

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Orchestrate the Conflict

By:

Creating a holding environment

Pacing the work

Adjusting the temperature

Showing everyone the future

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Give the Work Back

Transfer the work from you to others

Place the work where it belongs

Make your interventions short and simple

·observations ·questions ·interpretations ·actions

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Build Adaptive Capacity

∙ Expose - surface the elephants

∙ Foster shared responsibility

∙ Encourage independent judgement

∙ Develop leadership capacity

∙ Encourage reflection & continuous learning

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New Models of Leadership*

“a new leadership style…which can be described in three ways: the emotional capacity of leaders [values, courage, self-awareness, authenticity];

their intellectual and cognitive development [creativity, innovation, world view, systems thinking];

and the extent and depth of their social relationships and networks [alliances, community building, collaboration, virtual worlds].”

*Global Agenda Council on New Models of Leadership

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Bill George’s Questions

1. What kind of leader do you want to become?

2. How are you going to develop yourself as a leaders?

3. How are you going to make a difference in the world?