Collaborative Leadership for Better Preparedness:

Lessons and Tools from Turning Point

Betty BekemeierTurning Point National

Program Office

June 30, 2005

Learning Objectives

Describe how Collaborative Learning (CL) enhances effectiveness in a crisis

Identify the principles of CL that would enhance effectiveness with new partners

Apply CL in your own work setting to increase the effectiveness of your preparedness activities

By the end of this Hot Topics session you will be able to:

Session Outline

Types of public health problems

When to use Collaborative Leadership

What is Collaborative Leadership

Turning Point‘s 6 Practices of Collaborative Leadership

Problem Types and Leadership Roles*

Problem Solution Locus of Work Leadership Role

I. Clear Clear Expert- Leader Expert Leader solves the problem

II. Clear Unclear Expert-Leader

Group/Multiple Stakeholders

Expert diagnosis: Then Leader helps group problem-solve

III. Unclear Unclear Group/Multiple Stakeholders

Leader helps group problem-solve

*Heifetz & Sinder

Problem Types

Type I: Broken foot

Type II: Budget cuts

Type III: Disease control

What kind of problem is a public health crisis?

A) Type I

B) Type II

C) Type III

D) Not Sure

– e.g., evacuation of residents from a hazardous waste spill zone

Question #1

Problem Types and Leadership Roles*

Problem Solution Locus of Work Leadership Role

I. Clear Clear Expert- Leader Expert Leader solves the problem

II. Clear Unclear Expert-Leader

Group/Multiple Stakeholders

Expert diagnosis: Then Leader helps group problem-solve

III. Unclear Unclear Group/Multiple Stakeholders

Leader helps group problem-solve

*Heifetz & Sinder

A)

B)

C)

Why did you characterize a public health crisis as Type #___?

What aspects of the problem led you to that conclusion?

Question #2

What kind of “problem” is public health emergency preparedness planning?

A) Type I

B) Type II

C) Type III

D) Not Sure

Question #3

Problem Types and Leadership Roles*

Problem Solution Locus of Work Leadership Role

I. Clear Clear Expert- Leader Expert Leader solves the problem

II. Clear Unclear Expert-Leader

Group/Multiple Stakeholders

Expert diagnosis: Then Leader helps group problem-solve

III. Unclear Unclear Group/Multiple Stakeholders

Leader helps group problem-solve

*Heifetz & Sinder

A)

B)

C)

Why did you characterize public health emergency preparedness planning as Type #___?

What aspects of the problem led you to that conclusion?

Question #4

Leadership Style Continuum

More Traditional (Positional, tactical)

_____________________________________________

More Collaborative (Servant,

transforming, facilitative)

Traditional-Collaborative Leadership

Traditional Collaborative

Top down Self-governing

Few make decisions Broad participation

Unilateral action Guide & coordinate process

Win or shift power Build relationships

Linear thinking Systems thinking

Programs & products Process

Charisma Vision

Persuasive Empathetic

Group falls apart if leader leaves Group continues when leader leaves

Why Collaborate?

Shared Concern

Pool Power

Add Diversity

Increase Ability to Handle Complex Issues

Overcome Gridlock (“get unstuck”)

What is Collaborative Leadership?

The processes, activities, and relationships in which a group and its members engage in collaboration.

Collaboration is defined as “exchanging information and sharing or pooling resources for mutual benefit to achieve a common purpose.”

Why is Collaborative Leadership Important?

Most public health problems are complex, interdependent, and messy.

These type of problems require a systems approach with diverse input and multiple perspectives.

Many sectors need to “own” the solution for it to be successfully implemented.

What Is a Collaborative Leader?

A) Someone with authority who encourages partners to cooperate

B) Someone who safeguards and promotes the collaborative process

C) Someone who believes in teamwork

D) Someone who has a collaborative vision

A Collaborative Leader is:

Someone who safeguards and promotes the collaborative process.

A shared and transferable position

Vision: Collaborative leadership is used to its fullest potential to achieve policy and systems change that maximizes the public's health.

Mission: Increase collaborative leadership capacity across sectors and at all levels.

The Turning Point Leadership Development National Excellence Collaborative

Collaborative Leadership Practices

Identified by the Turning Point Leadership Collaborative

Research included:– Literature reviews– Individual interviews– Focus groups– Expert panel debates– Attendance at leadership training programs

Six Practices of Collaborative Leadership

1. Assessing the Environment: Understanding the context for change before you act.

2. Creating Clarity: Defining shared values and engaging people in positive action.

3. Building Trust: Creating safe places for developing shared purpose and action.

Six Practices of Collaborative Leadership

4. Sharing Power and Influence: Developing synergy of people, organizations, and communities to accomplish a shared vision.

5. Developing People: Committing to people as a key asset through coaching and mentoring.

6. Self-Reflection: Understanding your own values, attitudes, and behaviors related to your leadership style and impact on others.

Complex Problem

SelfReflection

CC

AE

DP

BT

SP

Six Practices of Collaborative Leadership

Effective Solution

Assessing Environment

Creating Clarity

Developing People

Sharing Power Building

Trust

In MY preparedness work, I most need improvement in....

a) Assessing the Environment: Understanding the context for change before you act.

b) Creating Clarity: Defining shared values and engaging people in positive action.

c) Building Trust: Creating safe places for developing shared purpose and action.

d) None of the above

Practices That Need Improvement

In MY preparedness work, I most need improvement in....

a) Sharing Power and Influence: Developing synergy of people, organizations, and communities to accomplish a shared vision.

b) Developing People: Committing to people as a key asset through coaching and mentoring.

c) Self-Reflection: Understanding your own values, attitudes, and behaviors related to your leadership style and impact on others.

d) None of the above

Practices That Need Improvement

Collaborative Leadership Products

Materials are available through the Turning Point Leadership Development National Excellence Collaborative Web site

www.turningpointprogram.org

or

www.collaborativeleadership.org