1 / 24

Objectives

Objectives. Background Adaptive Framework overview Leadership/Authority Breaking it down—what do I do? Moving ahead Discussion and questions. We no longer live in a world where we have the right to expect authorities to know the answers The challenges our organizations face are complex

rjohnathan
Download Presentation

Objectives

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Objectives • Background • Adaptive Framework overview • Leadership/Authority • Breaking it down—what do I do? • Moving ahead • Discussion and questions

  2. We no longer live in a world where we have the right to expect authorities to know the answers The challenges our organizations face are complex Require MORE THAN application of expertise Require changes in the habits, attitudes and values of people high and low in the organization The Way It Is

  3. Recognizing the Challenges of Leadership

  4. Adaptive Challenges Situation is complex, solution not obvious Can’t be done within present system Need to change/address deeply held beliefs and values Loss is inherent part of process Framing the issues

  5. Framing the Issues Technical Challenges • Problem well defined • Answer can be found within present structure • Implementation is clear • Value of “expert” to provide answer

  6. We look for the wrong kind of leadership Human behavior and Uncertainty Leadership and authority Adaptive Challenges

  7. Power entrusted to perform a service Meeting expectations  “good” leader Power and position decrease if expectations are not met Important in driving technical change BUT—what if it’s not technical? Leadership = authority but used differently Authority

  8. Frame and provide tough questions Rather than fulfilling the expectation for answers Let people feel the pinch of reality Rather than protect people from an outside threat Disorient people so that new role relationships develop Rather than orient people to their current roles Draw issues out Rather than quell conflict Challenge the way to do business, distinguishing those values and norms that must endure from those that should go Rather than maintain norms Authority in the Adaptive WorkUsing Authority with a New Focus

  9. Get on the Balcony Identify the Adaptive Challenge Regulate Distress “Productive level of distress” Maintain Disciplined Attention Give the Work Back to the People Protect Leadership from Below Six Principles of Leadership for Addressing Adaptive Challenges

  10. See patterns instead of isolated events Understand structure, culture, norms Identify struggles over value/power Watch for reactions to change/loss Getting on the balcony

  11. Need to understand whether you’re dealing with adaptive or technical work. Open to gathering/hearing other perspectives History of unresolved conflict Festering issue, regardless of efforts Identify the adaptive challenge(s)

  12. Need to provide environment which creates “productive level of distress” Safe but not too safe Fosters necessary discussions Regulating Distress--Holding Environment

  13. Distress and Adaptive Work Adaptive challenge Limit of tolerance Disequilibrium PRODUCTIVE RANGE OF DISTRESS Work avoidance Technical problem Threshold of learning Time

  14. Raising the Heat…. • Draw attention to tough questions • Give people more responsibility than they are comfortable with • Bring conflict to surface • Not in the “parking lot” • Listen to the gadflies, “peons”

  15. Lower the Heat…. • Address technical aspect of issue first • Address problem solving by breaking an issue into parts • Take responsibility back—carry the load • Use “work avoidance” wisely for short time • Slow down process of changing norms and expectations

  16. Maintaining the Focus • Keep attention on the task at hand • Ensure topic has time to mature • Watch for “work avoidance” • Shifting focus to another topic • Laying blame • Creating “ad hoc” committees

  17. Resist the temptation to resolve the issue Get people engaged Place the work with the relevant parties Ensures “fair process” Give the Work Back to the People

  18. Protect the voices you want to silence Annoyance is a signal of opportunity Is there potential value in addressing the provocative questions being raised? Protecting Voices of Leadership Without Authority

  19. “The key to successful adaptive leadership is disappointing people’s expectations at a rate they will tolerate.” --Ron Heifetz, MD

  20. Leadership Actions for Adaptive Challenges • Listen • Concerns, fears expressed • Create environment to foster dialogue • Reflect • Feed back from your “balcony” position • Assess reaction to see if you are “on mark” • Intervene • PDSA—”experiment” • New discovery to introduce

  21. The most common cause of leadership failure is treating an adaptive problem with a technical fix.

  22. Get on the balcony Identify the adaptive challenge Keep the level of distress within a tolerable range for addressing adaptive challenges Focus attention on ripening issues and not on stress-reducing distractions Give the work back to the people -- at a rate they can tolerate Protect voices of leadership without authority Your Commitment

More Related