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Strategic Leadership“I have a Roadmap AND a GPS so why am I lost?
Marilyn A. Hosea
Calif
orn
ia H
ead S
tart
Associa
tion
July
2010
1
Introductions
2
Schedule
Wednesday, July 28
10:45 a.m. to Noon
Noon to 1:00 pm (Lunch)
1:00 p.m. to 4:30 p.m.
Thursday, July 29
9:15 a.m. to 11:45 a.m.
~Session Etiquette~
Breaks are self-initiated
Start on time/end on time
Cell phones disengaged
Dialogue and conversations respectfully engaged
3
Session Outline
Chapter 1 Leadership and Strategy
Chapter 2 Head Start’ Strategic History
*****
Chapter 3 Strategic Irrationality and Adaptation
Chapter 4 Illusions, intuition and applied strategies
Chapter 5 Evaluating Strategic Plans and Tactics
Chapter 6 The Art of Strategic Planning
Closing Endnotes
4
Day 1
Chapter 1
Leadership and Strategy
Ever notice that “what the hell” is always
the right decision?
~Unknown Hollywood script writer
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Organizational Development
Entrepreneurship
Finance
Organizational Behavior
Management
Strategy
Leadership
Technology & Innovation
Governance
Strategic Planning 23,300,000 (General)
1,340,000 (nonprofit specific)
Source: Google Search Engine
6
Key words
Leadership
Strategy
Strategic planning
Intentionality
Intuition
Adaptation
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Strategic leadership
Self
Strategic purpose
Strategic direction and tactics
“Wherever you go, there
you are.”
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My strategic anchors
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The Art of War ~Sun Tzu (500 B.C.)
Why Strategize?
Strategy reduces impulsive
behaviors
Strategy can be observed and
learned
Strategy and leadership =
competitive advantage
Strategy is linked to planning
which is linked to opportunity
and success
Words mean something… Commander
War
Competition
Deception
Earth
Heaven
Moral Law
Method and Discipline
Virtue
Generals
Tactics
Victory
Operations
Enemy
Attack
Defense
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The Art of War ~Sun Tzu
•The Commander stands for the virtues of wisdom, sincerity, benevolence, courage and strictness.
• To win one hundred victories in one hundred battles is not the acme of skill. To subdue the enemy without fighting is the supreme excellence.
•Hence the saying, If you know the enemy and know yourself, you need not fear the result of a hundred battles. If you know yourself but not the enemy, for every victory gained you will also suffer defeat. If you know neither the enemy nor yourself, you will succumb in every battle.
•There are not more than five musical notes, yet the combinations of these five give rise to more melodies than can ever be heard. There are not more than five primary colors, yet in combination they produce more hues than can ever be seen. There are not more than five cardinal tastes,, yet combinations of them yield more flavors than can ever be tasted. In battle, there are not more than two methods of attack—the direct and the indirect; yet these two in combination give rise to an endless series of maneuvers.
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Chapter 2
Head Start’s Strategic History
The American Idealist
http://americanidealistmovie.org/videoClips2.htm
No one victory is gained in the same manner as
another.
~Sun Tzu
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The American Idealist
http://www.theamericanidealistmovie.org ($9.70-including shipping
and handling!)
htttp://www.facinghistory.org - Education is a crucial tool for
strengthening civil societies. Facing History provides opportunities for people of all
ages to recognize the importance of civic participation and learn from the
courage and resilience of others.
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Dinner Conversation
What was Sargent Shriver’s strategy for fighting poverty?
What tactics did he use?
What obstacles did he encounter?
What were the results of his efforts as director of the War on
Poverty? Was the War on Poverty a success?
What leadership traits or characteristics should we adopt/adapt
to be effective in our line of work?
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Chapter 3
All who wander are not lost.
J.R. Tolkien
Strategic
Irrationality and
adaptations
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What was I (or they) thinking?
Moi
Curves
Twilight Head Start
They
The Iraq War
Hurricane Katrina
BP Oil Disaster
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Lessons from the *Tidee-Ho
debaclesIn a boat that's built of sticks and hay,We drifted from the shore,With a captain who's too proud to say,That he dropped the oar,Now a tiny hole has sprung a leak,In this cheap pontoon,Now the hull has started growing
weak,And we're gonna be sinkin' soon.
We're gonna beSinkin' soon,We're gonna beSinkin' soon,Everybody hold your breath 'cause,We're gonna be sinkin' soon
Nora Jones,
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Exercise
My Tidee-Ho Moment
1. Think about an on-the-job situation in which you found yourself “sinkin
soon”. Write or illustrate this event.
2. After the song stops share your experience with your table.
3. Wait for our signal to stop.
4. Voluntary feedback
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Research
Dan Ariely
Predictably Irrational
The Upside of Irrationality
On Adaption—why we
get used to things (but
not all things, and not
always)
Christopher Chabris and
Daniel Simons
Mental illusions that may
impair strategic thinking
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Irrationality and Adaptation
Irrationalities
Biases
My ideas are better than yours
Any solution, as long as it’s mine
The toothbrush theory (everyone wants a toothbrush, everyone needs one, everyone has one, but no one wants to use anyone else’s)
“The process of falling in love with our own ideas may lead to fixation. Once we are addicted to our own ideas, it is less likely that we will be flexible when necessary.” ~Dan Ariely
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The Boiling Frog Parable
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Adaptation
Physical adaptation—adapting to changes in expectation and experience
Hedonic adaptation-emotional leveling off—
when initial positive and negative perceptions
fade.
Hedonic treadmill (keeping up with the Jones’)
Getting Adaptation to work for us
Injecting serendipity and unpredictability into our
lives
Understanding strategic applications in our business
plans
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Chapter 4
Illusions, intuition and applied strategies
Exploring research in cognitive psychology
Becoming unreasonable
The reasonable man adapts himself to the world;
The unreasonable one persists in trying to adapt
the world to himself.
Therefore, all progress depends on the
unreasonable man.
~George Bernard Shaw
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Lab ExerciseCounting Interactions-data analysis
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This slide is
intentional
blank.
Duh.
25
Applications
The Five Illusions:
The illusion of attention
The illusion of memory
The illusion of knowledge
The illusion of cause
The illusion of potential
“Pearls before Breakfast”, The Washington Post,
April 8, 2008.
Cycling: “More riders mean more potential clashes” (Headline: Denver Post, Sunday, July 11,
2010)
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Day 2
Chapter 5
Evaluating Strategic Plans and TacticsDirty Rotten Strategies and other mishaps
“I suspect that most failures occur because we
attempt to solve the wrong problems in the first
place, and not because we fail to get the right
solutions to the right problems.
~John Tukey
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The Art of Screwing Up Royally
Ian I. Mitroff & Abraham Silvers, Dirty Rotten Strategies: How we
Trick Ourselves into Solving the Wrong Problems Precisely
Chapter Titles:
Organized Meanness: The Biggest and Most Broken Health System in
the World
National Insecurities: The Complete and Utter Failure to Understand
Why Bigger is no longer Better
The Wonderful World of Academia: Misrepresenting Reality
The Abuse and Misuse of Science
A General Theory of Rottenness
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Gems
“The problems one already knows how to solve
may bear little resemblance to the problems one
actually needs to solve.” (pg. xv)
“Better a poor answer to the right question than a good answer
to the wrong question.”
“Assumption is the mother of all **!#% ups. We can’t solve old
and new problems with assumptions, mindsets, and institutions
of the past.”
“A partial solution to a whole system of problems is better than
the whole solutions of each of its parts taken separately.”
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Type Errors (1 -4)
Type I Error—proposition that there is a meaningful difference
between two hypothesis when there is not.
Type II Error—proposition that there is not a meaningful
difference between hypothesis when there is.
Type III Error- is the unintentional error of solving the wrong
problems precisely. (e.g. What good does it do to minimize or control for
Type I and Type II Errors if the problem one is attempting to solve is wrong to
begin with?)
Type IV Error-is the intentional error of solving the wrong
problems.
Ian I. Mitroff & Abraham Silvers, 2008
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“Managers and technicians
do known things right;
Leaders are asked what are
the right things to do.
~Peter Drucker
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Watch for Type III and IV Errors
Ethical and epistemic narrowness
Defining a problem too narrowly through the use of
a single, preferred discipline, profession, ideology,
worldview, set of values or assumptions, and so on…
Ignoring other value systems, professions, ideologies
and worldviews—reducing everything to a single
issue.
Discrediting other value systems, professions,
ideologies and worldviews—ignoring that every
problem has both technical and social dimensions.
Focusing primarily, if not altogether, on certain
stakeholders while ignoring and discrediting others.
Ignoring complexity and messiness; faultily
eliminating complexity and messiness through
reductionism.
Ian I. Mitroff & Abraham Silvers, 2008
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Watch for Type III and IV Errors
Epistemic confusion
Confusing the difficulty in defining and solving
complex, messy situations or problems by
contending that they are impossible
Picking the wrong metrics, yardsticks, or methods
and standards of evaluation.
Confused and faulty argumentation: Unethical
arguments
The deliberate or accidental use of faulty arguments
to mislead the public
Ian I. Mitroff & Abraham Silvers, 2008
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Chapter 6
The Art of Strategic Planning
The Christopher Columbus School of Management
When Columbus set out,
He did not know where he was going,
When he got there,
He did not know where he was,
When he returned,
He did not know where he had been.
Masaaki Imai and Brian HeymansGeba Kaizen: Organizational Change in Real Time
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Monty Python: The Bridge of Death
http://www.youtube.com/watch?v=Wpx6XnankZ8
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You have to know these things when
you are king, you know….
Michael Allison and Jude Kaye. Strategic
Planning for Nonprofit Organizations: A Practical
Guide and Workbook. 2nd Edition.
(CompassPoint Nonprofit Services)
Worksheets
CD included
Sidebars and Case Studies
Tools and Techniques for program evaluation
Self-Assessment survey for boards and staff
Templates for strategic and operational plans
Selected References
36
CompassPoint© Strategy
Phase I Get Ready
Phase 2 Define your Mission, vision, values
Phase 3 Assess you organization’s situation
Phase 4 Agree on priorities
Phase 5 Write the plan
Phase 6 Implement the plan
Phase 7 Evaluate and monitor the plan
37
Recap
Strategy reduces impulsive behaviors
Strategy can be observed and learned
Strategy and leadership = competitive advantage
Strategy is linked to planning which is linked to
opportunity and success
38
Strategic leadership
Self
Strategic purpose
Strategic direction and tactics
“Wherever you go, there
you are.”
39
Closing
Endnotes
Concluding Thoughts
Resources and References
Networking Opportunities
Survey support
I can see clearly no, the rain is gone I can see
all obstacles in my way
Gone are the dark clouds that had me blind
It’s gonna be a bright, bright sun-shiny day.
~Johnny Nash
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