Write-Up: Kristen Berger (A) CaseIn the case study Kerstin Berger by IMD, the failure of Tina Orton was laid out with a number of reasons and issues where the integrated leadership model could be applied. One of the issues that Orton faced, and which lead to more uncertainty and chaotic times, was the lack of support from her peers and other individuals in her network. Many people outside Ortons team can influence her team to the point of success. She first encountered outside resistance from various sources. For example, the other line managers thought they could do a better job, or others didnt care for her or her cause because of the language barrier. To compound the issue and lead to more to chaos, Ortons peers and internal network were allowed for their misunderstandings to linger, causing others to lose interest in the cause as well. In Gary Nelsons article Integrative leadership: Innovating from the Middle Space (TMS), Mr. Nelson gives the definition of an integrated leader as: the property of a dynamic evolving self, system and world. It is a natural phenomenon driven by a dynamic tension within and between individuals, their systems, and their environment. In Ortons situation the relationship with her environment was uncertain and chaotic. The system was nonexistent and the individuals were not involving and/or did not trust her. This wasnt completely her fault. For example, her deliverables, roles, and overview were not defined from the beginning because this was a new role created within the company. Haldemann, her boss, didnt do a very good job at defining and creating the position when he brought her into the company. However, if Orton would have used the integrated leadership model, she would have noticed the issue and inquired the help of her boss with establishing expectations, reporting accountability mechanisms in the beginning. Gary Nelson explains that the integrated leadership model is implemented as a paradigm change or shift within the applicable leader through the following steps: Have the proper intention leads to clever design which leads to a method of creating a new architecture of change evaluation. In Ortons situation there were multiple issues; however, the most detrimental one would be the lack of proper support from her team of peers and internal network. Within Ortons network or potential network, there may be specific team high achievers. As a leader implementing an integrated leadership model the challenge can be to figure out how to use the high achievers, specifically to influence and utilize the high achievers to benefit her cause of implementing a time card program. Orton should have had the complete intention to establish relationships with her teams and build a larger internal network. Once she has the complete intention, purpose, and the willpower to do whatever it takes to build relationships and networks, she then needs to move on to the design part of integrated leadership model. Orton should have put together a plan of action of what the team needed to do to co-create the future of the project by expanding her network and build relationships of trust with all of her team of peers. One idea that Orton could have done that exemplifies the design step of integrative leadership model could have been creating a list of individuals that would be a valuable asset in the project. The next appropriate design is making goals and action plans to attract the individuals chosen from her inner network and planning to get them involved. It would have been important that Orton had a system in place to self-evaluate the goals and achievements of the designed plan. The final step would have been implementing the design and planes. Once this model is used the model evolves into the following:Have the proper intention leads to engaging people leads to clever and efficient design which leads to a method of creating a new architecture of change evaluation. Here are the same steps aligned as principles:1. Proper intention2. Engaging people3. Efficient design4. Enacting and creating the architecture for change5. Evaluation of the full processOnce Orton would have found the network of peers and team members that had the same intention and purpose through using the steps of the integrative leadership model, one more step could have been added; the step of engaging those individuals in implementing the steps of the model to accomplish the ultimate goal of creating a time card gathering program. It was interesting to see how Ortons environment got more chaotic as time went on. It came to a point when she tried to accomplish everything by herself. Her approach to the project became more cumbersome as she tried to work harder not necessarily smarter. Orton became trapped in the cycle of putting in long hours to try and accomplish it all by here self. She was working from 6:00am to 11:00pm every day before her boss delegated a three way split of her responsibilities and sent her on a vacation. In the article chapter 12 It's All in Your Mind, from the book iDisorder, by, Dr. Larry Rosen, it is clearly explained that Experts recommend eight hours of sleep for adults, but 77 percent of young adults (19-29) get less than seven hours. As Orton worked more and slept less she became more disorganized and spiraled farther away from successes. In the case study the point was brought up by her successor Kerstin Berger that she didnt know what type of work Orton could have done every day during the 17 hours of work time. Kerstin speculated that a lot of the work was a redundant overview and repeated planning. The case study implied that the main reason for the repeated and redundant nature of her work was because of the lack of a successful team to help forward the project. Another point that Dr. Rosen had in his book was that the extended use of technology contributes to the lack of being successful with prioritizing tasks and time management. The more time Orton spent on her computer and other technologies without taking a well needed break hindered her success. Delegation to a well-organized team filled with helpful peers and individuals from her inner network would have given her the breaks from the tech that she needed.In conclusion the failure of Mrs. Orton in the case study was not entirely her fault. However, if she would have been engaged in the practice of using the tools of the integrative leadership model, she could have acquired more help from her peers as well as built up a great workforce network that believed in her cause and would have helped her achieved the goal of implementing her projects end. Going forward at L-Bank Kerstin Berger would be well off being an integrated leader to be successful with taking over the project.