Pacing the Work of Change

1. Pacing the Work of Change Gary De Carolis, President Center for Community Leadership 8th Annual Family Café Delegate Leadership Seminar

2. Learning Objectives • To appreciate the steps inherent in group processes • To understand the difference between a technical and adaptive leadership challenge • To develop a working knowledge of how to create and utilize a Holding Environment in an adaptive challenge

3. Participants will explore the following questions: • At what stage of development is my group? • How do I identify the kind of challenge we face? • What is the best method for dealing with the conflict emerging in my group? • How do we create a space for the real work? • How do I recognize my part of the struggle? • How do we keep the focus on moving the work forward?

4. Topics Covered • Values, Vision to Shared Vision • Flexibility of the Group Process • Technical and Adaptive Challenges • A View from the Balcony • Addressing and Avoiding the Work • Creating a Holding Environment • Conflict and the Holding Environment Ron Heifetz and Marty Linsky, Leadership on the Line. (2002)

5. System Change – The Journey “It must be remembered that there is nothing more difficult to plan, more doubtful of success, nor more dangerous to manage than the creation of a new system. For the initiator has the enmity of all who would profit by the preservation of the old institution and merely the lukewarm defenders in those who would gain by the new ones.” Machiavelli “The Prince” (1513)

6. Flexibility of the Group Process • Forming • Storming • Norming • Performing • Adjourning by Bruce Tuckerman, 1965 Original Concept

7. Technical and Adaptive Challenges Technical Challenge • Task oriented rather than "process” oriented • Targeted rather than solutions focused • Problem is very clear • Solution and implementation of the problem is clear • Primary locus of responsibility for organizing the work is the leader Ron Heifetz and Marty Linsky, Leadership on the Line and Leadership Academy Faculty, Georgetown University

8. Technical and Adaptive Challenges Adaptive Challenge • Frequently includes changes in values, practices, and relationships. • Requires collective sense of responsibility. • Requires learning new ways, developing new competencies, and working collectively. Ron Heifetz and Marty Linsky, Leadership on the Line and Leadership Academy Faculty, Georgetown University

9. A View from the Balcony • Adaptive work is both active and reflective. Ask yourself: • What is causing the distress? • What is the internal contradictions? • What is my perspective – interest? • What is the history (my personal history)? • What am I reflecting? • What problems are we reflecting? Ron Heifetz, Leadership Without Easy Answers. (1994)

10. Creating the Holding Environment • Necessary for adaptive challenges • Needs to be a safe place • Place to share fears, hopes, information, and value conflicts • Leader must regulate the temperature for change (Be aware of your change style) • A place to honor the loss of what was and celebrate what will be *Ron Heifetz and Marty Linsky, Leadership on the Line. (2002)

11. Addressing and Avoiding the Work • Work avoidance, if effective, diverts attention from the real problem which troubles the group. • Attention must be redirected to the underlying strain which caused avoidance. • Often, value conflict or vision loss are at the core. • Time on the balcony is required.

12. Conflict and the Holding Environment Conflict The responses of people engaged in shared work who perceive incompatible goals, values or mandates and interference from each other in achieving those goals or respecting those mandates. Source: Adaped from Waetzig, E., GUCCHD

13. Surface Confront Resolve Negotiate Compromise Ignore Dialogue Mediation Integration Adaptation Conflict Options