MNDAKSPAN Conference February 28, 2015

Leading in Times

of Change

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“Be the change you want to see”-Ghandi

You are a leader….whether you want to be or

not

http://www.ted.com/talks/drew_dudley_everyday_leadership

Handout…..

Lollipop Leader• What resonated with you about what Drew

Dudley and Marianne Williamson said?

• How can you see yourself putting this concept to practice?

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Adaptive LeadershipFive Big Ideas

• Difference between technical and adaptive work• Productive range of tension• Work avoidance as a signal of being outside the

productive zone• Reflecting in action• Difference between role of authority and the

exercise of leadership

Skill #1:The most common cause of leadership failure

is treating an adaptive problem with a technical fix.Learn to recognize adaptive work.

Technical Problems vs Adaptive Challenges

Technical• Easy to identify• Often lend themselves to quick,

easy solutions• Can be solved by an authority

or expert• Requires change in just one or a

few places• Either/Or thinking• Solutions can often be

implemented quickly (by edict)

• Example – take lisinopril for your blood pressure

Adaptive• Difficult to identify (easy to deny)• Requires changes in values, beliefs,

roles, and approaches to work• People who have the problem do the

work of solving it• Requires change in numerous places

often crossing organizational boundaries

• Both/And thinking• Solutions require new discoveries, new

skills and can take a long time to implement

• Example - lifestyle change to exercise, eat right and be stress-free

Either/or

One right answerWhen you are right,

those who disagree are wrong!

Both/and

More than one right answer

When you are right, those who disagree may also be right

“Either/or” “Both/and” thinking

Adaptive Challenges

Adaptive Leadership

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Polarities

• In all difficult, wicked or adaptive problems

• Power and truth in both aspects• “AND” is the key• Either taken to extreme alone is

nonsense

Standardize Customize

System

Holding both in tension = managing a polarity

Local

Quality Finance

Leadership Lessons from Dancing Guy

• http://www.youtube.com/watch?v=fW8amMCVAJQ

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Productive Range of Tension

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Productive Range

Threshold of learning

Limit of tolerance

Time

Ten

sio

n o

f c

ha

ng

eHuman Systems

Based on R. Heifetz. and M. Linsky. Leadership on the Line, Harvard Business School Press, Boston, MA,2002, pg. 108.

I understand the reality of my condition.I am looking to you for guidance and honesty.I understand what I need to do.

I don’t want to hear any more bad news.I can’t make sense of any of this.I am so terrified I don’t understand a word you are saying.

I came for a pill

Skill #3: Learn to spot work avoidance and interpret it.

Productive Range

Threshold of learning

Limit of tolerance

Time

Tensi

on o

f ch

ange

The Work

What People Will Not Tell You, Their Behavior Will Reveal

Blame others, distract attention, denial

Blame others, distract attention, denial

Distress

Distress

Based on Heifetz, Ronald A. and Marty Linsky. Leadership on the Line, Harvard Business School Press, Boston, MA,2002, pg. 108.

Skill #4: Reflect in Action

See patterns Get insights

Reevaluate assumptions See new connections

Disengaged Checked out Not relevant

Make others feel manipulated

Can’t see big pictureForget what the work is

Exhaust self with business

EngagedBuild credibility

Understand the work and what it is asking of people

Feel what others feel

Progress on Adaptive Work

Problem keeps recurring

Balcony Dance Floor

GAP

+ +

_ _

Reflecting in Action

Over focus on the Balcony

Over focus on the Dance Floor

“To be understood, seek first to understand”

-St. Francis of Asisi

o http://www.youtube.com/watch?v=cDDWvj_q-o8

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Skill #5: Develop your ability to influence others.

Authority vs Leadership

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Exercising adaptive leadership is

different

Than having formal or informal authority.

-People may occupy positions of authority without ever leading their organizations through difficult but needed adaptive change. "Apres moi le deluge"

-They frequently protect their authority and fail to mobilize their followers so that they: - minimize the losses the followers will need to live with - point at “others” who must do the changing- deny or delay facing what needs to change.

Exercising leadership to do adaptive work means…

Disappointing people’s expectations (that things will stay the same)

at a rate they can tolerate.( and not ignore you or try to silence

you or resist in infinitely creative ways )

Adaptive LeadershipFive Big Ideas

• Difference between technical and adaptive work• Productive range of tension• Work avoidance as a signal of being outside the

productive zone• Reflecting in action• Difference between role of authority and the

exercise of leadership

Our Goal

• Enhance capacity to exercise leadership• Build a framework to help others make progress on

tough problems• Support you in your role as a leader when you get

back home.

• http://www.youtube.com/watch?v=_GYYle0hTUc&feature=kp

The Heart of Health CareIs Relationship