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We can’t solve problems by using the same kind of thinking we used when we created them’ (Einstein)

Onderwijsdag UTwente MSc Honours Course Master Talents, Change Leaders: Creating Outstanding Results and Meaningfulness through Authentic Leadership September 18th 2012 Amaranta Karssiens MSc, R.A.A.K. Consultancy BV & Prof.Dr . Celeste Wilderom, UTwente.

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We can’t solve problems by using the same kind of thinking we used when we created them’ (Einstein)

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  1. Onderwijsdag UTwenteMSc Honours Course Master Talents, Change Leaders: Creating Outstanding Results and Meaningfulness through Authentic Leadership September 18th 2012 Amaranta Karssiens MSc, R.A.A.K. Consultancy BV &Prof.Dr. CelesteWilderom, UTwente We can’t solve problems by using the same kind of thinking we used when we created them’ (Einstein) ‘Move one stone in the river and the whole riverbed changes’ (Jewish saying) Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

  2. TGS-Question MSc Honors Course Develop Change Leaders in the Areas of • Research (Onderzoek) • Design (Ontwerp) • Entrepreneurship / Organizing Work Settings (Management) Target Group • 20 highly talented students, High Tech, Human Touch, UT-wide Location: on-campus, UT Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

  3. Flow of the workshop • Design of the Change Leadership program • Togetherexplore the essence of ourvision on leadership. Leadership as a‘way of being’(open mind, open heart, open will) • PhD research on thishonorsprogram • Futherco-development on the proposal of this Change Leadership program Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

  4. 1. Design of the program’soutcome • One can lead a project and produce results 2. Having skills concerning leadership 2a. One can act in the 4 attitudinal aspects of Leadership; 2b. One can take on coaching and one can give coaching; 2c. One can create leaders by guidance on the 4 attitudinal aspects of Leadership. 3. One can think conceptually and imaginatively: in possibilities from the future Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

  5. 1. Design of the program’sactivities Activities: • Engaginganddelivering in a project • Monthlymulti-day training: on campus UT • Weekly ½ hour Skype-coaching on the progress in the project • Lectures on Change Leadershipin the areas: Research, Design andEntrepreneurship/Organizing/Managing • Writing a final paper (incl. academic andexperientialknowledge/insights) Format: Offeringknowledgeandinsightsabout Change Leadership: bothexperientially (learningbydoing) andacademically Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

  6. Leading a project Recruiting & Selecting Project- management Workshop III Leading and create Possibility 1. Design of the program’sformat Workshop VI Presentation of the ResultPlus In the Project - Being possibility, Creating possibility and Producing ResultPlus with the team - ½ hour a week individual Skype-coaching on progress in the project - Lectures in Change Leadership in the area of research, design & entrepreneurship/ management Workshop I Result- ’Way-of-being’- Behaviour Workshop II Leading, Change and Productive Team Workshop IV Progress in project and coaching Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

  7. 2. Format of the workshop:inquiry A professional inquiry, exercises, exploretogether, thinktogether, talk together, self exploration and share what you have discovered. Inquiry without immediate judgments: good or bad! Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

  8. 2. LeadershipDifferent ways of learning • Learning bydoing, experienceandinquiry. Developwisdom. • Learning bycognition, lecturesandbooks. Developthingstoknow. Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

  9. 2. LeadershipOurvision: Building learningorganizations/worksettings, based on values • From management (blue-print, top down) toleadershipand building learningorganizations/ worksettings, based on values • Leadershipfrom a ‘way of being’andcreating a productive team • Co-creatingfrom the future Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

  10. 2. LeadershipExercise: whereto look, at whichplace? Spot connection, speech, thoughts and emotions: • How do I receive difficult messages? • How are difficult messages given by me received by the other person? Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

  11. 2. LeadershipWhereto look: at whichplace? Levels of communication Content Procedures Process One’s belief system Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

  12. 2. LeadershipExercise: Content, procedure, proces, one’s belief system Picture in your mind a meeting andwatch the content, the procedures and the process. • How effective was this meeting? • Decisionmakingwith commitment? - Whatdoesn’t work? What is in the way? Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

  13. 2. LeadershipOne’s belief system: difficulttosee • ‘Fish, tell me what is the colour of the water you’re swimming in?’ • The fish may well answer: ‘Water? What’s water?’ • Your watercolours are as it were a Blind Spot (Scharmer, 2009) Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

  14. 2. LeadershipOne’s belief system: howto hit your blind spot? How to hit your blind spot? • Make a commitment to a measurable, visible result • Inquiry and Coaching on the progress on this result: inquiry without judgement good / bad • This produces insight in behavioural patterns and your ‘way-of-being’: acting ‘more of the same’ • Opens the possibility of acting differently, adequate to a given situation . Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

  15. 2. LeadershipOne’s belief system: insidemirrorsoutside Result (content) Situation Behaviour ‘Way-of-Being’ Rogers, C, 1980, Way of Being, Pentland, S, 2008 Honest Signals, Norbu, N, 1983, The Mirror Karssiens, A. et al., 2012 Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

  16. 2. Leadership‘Way of being: twodifferent‘ways of being’ • Based on righteousness, judgementsandopinions • Lookingfor a dualperspectivegood-bad • Skilledincompetence (model 1 Argyris) • ‘Powergame’ based on being right: ‘yes-but’-conversations • Basedon‘beingpossibility • Feeling free • Actingadequately in a givensituation (Collin, J., 2010) (Karssiens, A. et al, 2009) Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

  17. 2. Leadership‘Way of being’shows in‘yes-but’-conversation ‘Yes-but’-conversation costs: • Relation • Freedom of speech is small • Energy, stress, health • Vitality Yes-but-conversations credits: • Dominating, “don’t you tell me what to do” • Rightness: I am good, you are bad • Justify: ‘yes-but’-conversation • Take no responsibility for unconscious drives (success formula – stoprule) • Not recognising differences . Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

  18. 2. Leadership‘Way of being’exercise:‘yes-but’-conversation 3 persons: Togetherfindyourownexample of a‘yes-but’ -conversationthattookplace last week. Workor private. Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

  19. 2. Leadership‘Way of being’pattern: One’s belief system pattern success formula – stoprule • Basic assumptions success formula: • ‘I always want to win’ • ‘I always know the details’ • ‘I always have everything under control’ • ‘I am always enthusiastic’ • Basic assumptions that stop you (‘stoprule’): • ‘I am not respected’ • ‘I feel unheard’ • ‘I don’t belong to them’ • ‘I am not accepted’ • ‘I am not recognized’ Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

  20. 2. Leadership‘Way of being’exercise: succesformula - stoprule 3 persons • What are your 2 best talents? • How is itconnectedto a ‘stoprule’? • Whatwouldit look likeifnotconnectedtoa‘stoprule’? Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

  21. 2.Leadership ‘Way of being’: creatinga possibility Two different ways of thinking: • Think the present from the past • Create the present from the future past present future Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

  22. 2. Leadership‘Way of being’: creatingposibility • Create the future as a possibility(Jaworski, J. et al, 1996) • Space fornot-knowing(Taleb, N, 2008) • Space for trust besideworking in coalitions(Jansen, W. et al, 2007) • Onecanseeand accept differences(‘Negativecapability’, French) Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

  23. 2. LeadershipBuilding learningorganizations/worksettings, based on values • Leadershipfroma‘way of being’: open heart, open mind, open will • Co-creatingwith a team from the future • Building learningorganizations/worksettings, based on values Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

  24. 2. LeadershipBuilding learningorganizations/worksettings, based on values Workdefinitions of leadership: • Beingpossibility • Creatingpossibilityfor a team andproduceResultPlus • Creatingleaders byguidance on the 4 attitudinalaspects of leadership: commitment, responsibility, being in relationandintegrity; • Being agile in behaviour • Havingfreedomwithdiscipline • (Karssiens, A. et al, 2009) Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

  25. 2. LeadershipExamples of themes of the lectures • Etics, values & wellbeing, anddesirableresults • Mind, voice, body: Meditation • Life-long learningandimproving the processes of producing • Building Network organizations in context: Social media • Innovationthattravels. Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

  26. 1. Design of the program’soutcome • Lead a project and produce results • Have skills concerning leadership 2a. One can act in the 4 attitudinal aspects of Leadership 2b. One can take on coaching and one can give coaching 2.c One can create leaders by guidance on the 4 attitudinal aspects of Leadership 2d. One can think in possibilities from the future 3. One can think conceptually andimaginatively Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

  27. 1. Design of the program’sactivities • OfferingknowledgeandinsightsaboutLeadershipandChange: bothexperientially (learningbydoing) andacademically • Delivering of a project • Monthlymulti-day training, location: campus UT • Weekly½ hour Skype-coaching on the progress in the project • Workshop coaching for the Peer coaches • Lectures on Change Leadership in the area of Research, Design andEntrepreneurship/Management • Writinga final paper: academicandexperientialreporting Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

  28. 1. Design of the program’s timing • Duration: 3 Quartiles (mid November 2013 – midJune 2014: effectively 25 weeks) • Time consumption: • Delivering a project • In total: 11 multi-days training • Workshop coaching for the Peer coaches • Weekly ½ hoursSkype coaching by professionals (12 weeks) and peer coaching (13 weeks) • Lecture • Writing a paper • Coaching structure: 13 weeks Peer coaching Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

  29. Leading a project Recruiting & Selecting Project- management Workshop III Leading and create Possibility 1. Design of the program’sformat Workshop VI Presentation of the ResultPlus In the Project - Being possibility, Creating possibility and Producing ResultPlus with the team - ½ hour a week individual Skype-coaching on progress in the project - Lectures in Change Leadership in the area of research, design & entrepreneurship/ management Workshop I Result- ’Way-of-being’- Behaviour Workshop II Leading, Change and Productive Team Workshop IV Progress in project and coaching Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

  30. 3. PhD researchLongitudinalResearch Research questions Whatare the workingingrediëntsof thisleadership program? • The effect of the usedleadershipconcepts: 2 yearslater? • The results in the projects: 2 yearslater? • The role of Skype & Peer coaching? • The design of the Change Leadership program: experientiallearningandlectures? • The way of being of the trainers and coaches? Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

  31. 3. PhD researchArticleswritten 1. Karssiens, Amaranta et al (2012) a. Feeling Responsible versus ActingResponsibly: A Contributionof a Leadership Program Journal of Management Development Winner of the Copenhagen Business School Award forthe outstanding field report paper on Management Consulting, Academy of Management (AoM) 2010 b. ‘Verantwoordelijkheid Voelen versus Verantwoordelijkheid Nemen: De Bijdrage van een Leiderschapstraject in een penitentiaire organisatie,’In: Cultuurverandering: Mythe of Realiteit, blz154-161, Kluwer 2009 2. Karssiens, Amaranta et al (2009) a. Results-orienterdLeadership: Leadingfrom Images andAbundanceforResultsUnder review b. Leidinggeven vanuit verbeelding en overvloed: Eenperspectief op resultaatgerichtleiderschap. M&O, Tijdschrift voor Management & Organisatie, 63(5): blz58-76 • Karssiens, Amaranta et al (2012):Leading with Sensory, Emotional and Cognitive Intelligence: Creating Space in Patterned Thoughts and Behaviours Under review seewww.raakconsultancy.nl Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

  32. 3. Publications of prof.dr.C.Wilderom (UT-MB)on Leadership • A longitudinal study of the effects of charismatic leadership and organizational culture on objective and perceived corporate performance Leadership Quarterly 23, 835-848, with Peter van den Berg & UcoWiersma, 2012 • Human dynamics and enablers of effective Lean team cultures and climates. Invited, reviewed chapter for the prestigious Annual (Wiley-Blackwell) Book series: International Review of Industrial and OrganizationalPsychology, with Desiree van Dun, 27, 115-152, 2012 • Failed culture change aimed at more service provision: A test of three agentic factorsJournal of Organizational Change Management 25, 3, 364-391 with Petra Jorritsma, 2012 • Transformational leadership as a mediator between emotional intelligence and team outcomes Leadership Quarterly 22, 4, 591-603, with Sylvia Hur & Peter van den Berg, 2012 • Leren van presteren op de werkvloer via zelfontwikkelde prestatie-indicatoren M&O Tijdschrift voor Management en Organisatie vol. 65, no. 5 sept/okt p. 60-79, with Marianne Gravesteijn, Frank Evers & Martijn Molenveld, 2011 • Gegeven de duale loyaliteit van wetenschappers aan universiteiten: Combineer professiegebonden en institutionele ethiek Tijdschrift voor Hoger Onderwijs 28 (2) 62-82 with Andre Nijhof & Marlies Oost, 2010 • Cultural and leadership predictors of corporate social responsibility values of top management: A GLOBE study of 15 countries, Journal of International Business Studies 37 (6), 823-837, with Waldman, D.A De Luque, M.S., Washburn, N., House, R.J., Adetoun, B., Barrasa, A., Bobina, M. and others c.p.m.wilderom@utwente.nlhttp://www.utwente.nl/mb/ba/staff Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

  33. Otherrelevant literature(1) • Collins, J. (2010), Goodto Great, Business Contact, 18edruk, Harper Collins • Jaworski, J. et al, (2011) Synchronicity, the inner path of leadership, Berret Koehler • French, R. “Negative capability”: Managing the confusing uncertainties of change. In: Journal of Organizational Change Management 14 (2001), No. 5. p. 480-492 • Hargadon, A. (2003), How Breakthroughs Happen: The Surprising Truth about How Companies Innovate (Harvard Business School Press, 2003). • Kahane, A. (2010): Power en Love, a theoryandpractic of social change, Berret Koehler • Karssiens, Amaranta et al (2012): Feeling Responsible versus ActingResponsibly, tobepublished in Journal of Management Development, Emerald. Winner of the Copenhagen Business School Award foroutstanding fieldreport paper on Management Consulting, Academy of Management (AoM)2010 • Karssiens, Amaranta et al (2009): Leidinggeven vanuit verbeelding en overvloed: Eenperspectief op resultaatgerichtleiderschap. M&O, Tijdschrift voor management & organisatie, 63(5): 58-76. ’Result-orientedleadership, a perspectivefromimaginationandabundunce’, Under review in English Journal, seewww.raakconsultancy.nl. • Karssiens, Amaranta et al (2012):Leading with Sensory, Emotional and Cognitive Intelligence: Creating Space in Patterned Thoughts and Behaviours, Under review Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

  34. Other literature (2) • Norbu, C. N. (1983) The Mirror: Advice on the Presence of Awareness. New York: BarrytownLimited • Pentland , S. (2008) HonestSignals, MIT Press • Rogers, C. R. (1980) A Way of Being. Boston: Houghton Mifflin • Scharmer, C. O. (2009) Theory U: Leadingfrom the Futureas itEmerges: The Social Technology of Presencing,Berrett Koehler • Scharmer, O. (2009) The Blind Spot of Economic Thought: Seven Acupuncture Points for Shifting to Capitalism 3.0.Paper prepared for presentation at the Roundtable on Transforming Capitalism to Create a Regenerative Economy, MIT, June 8-9 • Senge, P. et al (2010) The Necessary Revolution, Nicolas Brealey • Senge, P. (1990) Leaders new Work: Building learning organizations, In: Sloan Management Review, Fall, MIT Press • Varela, F.J. (1999): Ethical Know-how: Action, wisdom, and cognition. Stanford, California: Stanford University Press Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

  35. Leadership ‘Way of being’ exercise: one creates • Take a person in front of your eyes which you don’t like so much. • What are the judgment you have about this person? • In a minute you have a conversation with this person. You have the door latch in your hand, you open the door, you see the person sitting around the table. • What is happening in the conversation? Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

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