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Part One Theory Behind the Practice, One of the most important Adaptive leadership is rooted heritage of an organization. framings of adaptive leadership in leadership theory but also Moreover adaptation relies. is the idea that leadership is has significant links to scien on experimentation and di. not a job or based on authori tific theory The focus on versity in order to succeed. ty but it is a practice that can adaptation comes from biolo Successful adaptation also. be done by anyone Leadership gy and evolution Views taken recognizes the need for loss. is not based on authority it is from the study of evolution and that such changes require. radically different from doing shape much of the approach time The authors also make. a job really really well p 23 of the book The authors use of biological terminology. Adaptive leadership focuses on explain that successful adap in their analogies They in. the need for change within tation requires building on struct readers to. organizations and encourages the past and observing what diagnose the challenges. Adaptive leadership is, actions that disrupt the status is expendable or extraneous before acting and compare. not about meeting or quo in order to incite forward as changes are made while organizations to ecosystems. exceeding your author momentum still recognizing the. izers expectations it is,about challenging some,Pre conditions of being an adaptive leader. of those expectations,finding a way to disap,point people without. pushing them com 1 Get rid of the broken sys 3 Differentiate leadership 5 Observe interpret intervene. pletely over the edge tem s illusion from authority. 6 Engage above and below the, p 26 2 Distinguish technical prob 4 Learn to live in the produc neck.
lems from adaptive challenges tive zone od disequilibrium. 7 Connect to purpose,Adaptive leadership process,Adaptive leadership. is the practice of,Four tips before stepping in to the process. mobilizing people, 1 Don t do it alone involve 3 Resist the leap of action. to tackle tough,others and distribute re and stay reflective like. challenges and,sponsibilities Mandela Mother Teresa.
thrive p 14,and Gandhi,2 The best leadership la, boratory for learning adap 4 Make hard choices and. tive leadership is life itself enjoy it,Part Two Diagnose the system. Get on the balcony and Recognize your organiza,see how your organiza tion s default interpreta. tion is responding adap tions and behavior to un 4 Unique characteris. tive challenges derstand its adaptability tics of adaptive chal. Consider three major lenges,components Struc 1 Input output are not. ture Culture Defaults linear,Discover structural 2 Formal authority is in.
implications and find sufficient,supportive and imped. 3 Different factions each,ing structures for adap,want different outcomes. tive leadership,On the Balcony 4 Previously highly suc. Understand the cultural,cessful protocols seem,norms and forces within. antiquated,Take some time to get your organization.
on the balcony and,Diagnose the Adaptive Challenges. consider your own,organization s,structures and their. Separate a problem s Look beyond what 2 competing com. impact mitments 3 speaking,technical elements people are saying. p 56 from its adaptive about adaptive chal the unspeakable. elements through lenges,looking for two Distinguish the chal. characteristic signals lenge from four arche,a cycle of failure and types that are 1 gap.
a persistent depend between espoused,ence on authority values and behavior. Look for adaptive chal Identifying a primarily adaptive challenge. lenge indicators either, early on or midstream Questions and identifying flags that help to diagnose adaptive challenges. you have to,balcony not,in the field,to get this,perspective. Diagnose the Political Landscape, Understanding the political relationships in your organization is key to seeing how your organization. works as a system To think politically you have to look at your organization as a web of stakeholders. For each stakeholder you need to identify her, Stake in the adaptive challenge at hand How will she be affected by resolution of the challenge.
Desired outcomes What would she like to see come out of a resolution of the issue. Level of engagement How much does the person care about the issue and the organization. Degree of power and influence What resources does the person control and who wants those re. Equally important you must identify each stakeholder s. Values What are the commitments and beliefs guiding the behaviors and decision making processes. Loyalties What obligations does the person have to people outside his or her immediate group. Losses at risk What does the person fear losing if things should change. The politics of change Hidden alliances What shared interests does the person have with people from other major stake. holder groups that could lead the person to form an alliance that could build influence. To mobilize stakeholders,Why resistance to change,to engage with your. change initiative you Resistance to change stems from a fear Money. of losing something important Identify Power, have to identify their ing the losses is not easy These are Control. some losses that might happen Status,strongest values and. Identity Resources,think about how Competence Independence. Comfort Righteousness,supporting your program Security Job.
Reputation Life,would enable your,stakeholders to serve. Five key characteristics of adaptive Organizations. those values p 92, Elephants in the room are named In a highly adaptive organization no issue is. too sensitive to be raised at the official meeting and no questions are off limits. Responsibility for the organization s future is shared In an adaptive organization. people share responsibility for the larger organization s future. Independent judgment is expected An organization will be better equipped to. identify and grapple with adaptive challenges if its people do not expect the CEO. and other senior authorities to always have the answers. Leadership capacity is developed Organizations enhance their ability to handle. adaptive challenges by ensuring a healthy pipeline of talent. Reflection and continuous learning are institutionalized Adaptation requires. learning new ways to interpret what goes on around you and new ways to carry. Part Three In Making Accurate Interpretations, Notice when people invite people to ex in the role of audi. are moving toward plore how it inhibits tioning your inter. technical or adaptive their creativity and pretation rather. interpretations Peo adaptability than advocating it. ple gravitate toward Generate multiple energetically. interpretations that interpretations en Generate a variety. are technical rather courage people to of interpretations. than adaptive come up with more Adaptive work in,Reframe the group s than one volves orchestrating. Mobilize the Systam default interpreta possible interpreta multiple and passion. tions name the de tion ately held points of,fault interpretation view.
Audition your ideas,you are seeing and,think of yourself as. 7 Steps of Effective,Interpretation, 1 Get on the balcony Signs of Unproductive Interpretation. 2 Determine the ripeness,of the issue,3 Ask Who am I in this. 4 Think hard about your,5 Hold steady,6 Analyze the factions that. begin to emerge,7 Keep the work at the, center of people s attention Other factors of Mobilizing the System.
Act politically through Orchestrate the con Build an adaptive culture. expanding informal au flict through creating a through nurturing shared. thority finding allies stay holding environment se responsibility for the organi. ing connected to the op lecting participants con zation encouraging inde. position managing author trolling the temperature pendent judgment develop. ity figures being responsi and challenges and giving ing leadership capacity and. ble for casualties and en the work back to the creating a learning organiza. gaging the voice of dissent people tion,Part Four To See yourself as a system you should. Identify Know your tuning Understand your, your many identi through knowing your roles and know your. ties You need to triggers and paying scope of authority. accept that there are attention to your hun,Articulate your pur. different but authen gers and others expec,poses and prioritize. tic selves required for tations,you to be effective in.
Broaden your band,each role you play,width and discover. Identify and your tolerances,prioritize your Exercising adaptive. loyalties To better leadership requires,understand yourself that you be willing and. Depicting your royalties as a system examine competent at stepping. your colleagues com into the unknown and,munity and ancestors stirring things up. Personalize the adaptive challenges,Let yourself be.
In order to see yourself as a system and to be a good adaptive leader you should personalize the. silently drawn adaptive challenges This table can help you to identify and recognize your unspeakable loyalties. to the stronger,pull of what,you really love, Exercising adaptive leadership is at its heart about giving meaning to your. life beyond your own ambition p 224, Five practices to keep your purposes alive while leading adaptive change. Part Five Negotiate the ethics Keep purposes alive Integrate your ambi. of leadership and pur you can help maintain tions and aspira. pose calculate your this connection through tions you can have. intervention s potential physical reminders and both ambitions and. damage to others assess rituals aspirations and you can. the damage to your self Negotiate your pur actively serve both. image and your espoused poses you are not Avoid going blind. values and keep the abandoning your pur and deaf becoming. question itself alive in all poses when you take a martyr and being. its forms asking do the an angled step toward the self appointed. means justify the ends them rather than move chief purpose officer. Deploy Yourself,along a straight line,What makes a tough decision. How can you ease the,constraint presented by,your loyalties. 1 Watch for Gaps between,your words and actions,2 Stay in the present.
3 Identify the Loyalties,You Need to Refashion,4 Conduct the Needed. Conversations,5 Create Rituals for,Refashioning Ancestor. Loyalties To inspire people to put en immovable stake. in the ground,In leading adaptive change, ask people to open Run experiments To run experiments you. their hearts to you,Everything you do in lead should. and the purposes,ing adaptive change is an,that you believe you.
experiment Take more risks,share with them,When you view leadership Exceed your authority. inspiring people calls as an experiment you free, for you to speak yourself to see any change Take up the heat. from the heart and initiative as an educated Identify your contribu. express what you guess something that you tion to the difficulty. feel have decided to try but,that does not require you. Take care of yourself not as an indulgence but to help ensure that the purposes you join have the. best chance of being achieved and that you are still around to enjoy the fruits of your labors. Grow your personal sup Renew yourself To thrive,port network find your you need resilience shock. own confidants satisfy absorbers to remain steady,ing your hungers out over the bumps of the jour.
side work so your oppo ney robust strength health,nents cannot use them and stamina and renewal. to take you out of the Renewal is an active process. game and Involve in of removing the plaque of,multiple communities tough experiences and scars. from the journey and return,Create a personal hold. ing to the core of your values,ing environment by creat. and being Renewal requires,ing sanctuaries that enable.
transformation of the heart,you to restore yourself. and guts as well as the head,Critical evaluation of the book. Thriving is much more The practice of adaptive leadership Tools and tactics for changing your organization and the. world has several important strengths It is intended to be read understood and applied. than survival thriving The authors approach the writing with straightforward language Their approach is refresh. ing in this way The utility of the book is furthered by the incorporation of thoughtful reflec. means growing and tive questions exercises charts and other tools to help readers make meaning of the au. thors strategies and recommendations as they relate to specific situations from their own. prospering in new and lives Although the authors had insisted on distributed form of leadership and emphasized. on engaging people in adaptive leadership the recommendations and most of practices are. challenging about an individual as a leader In addition the concept of getting on the balcony supports. Environments p 295 individual leadership rather than distributed form of leadership. The authors have attempted to make the book as practical as possible that could encourage. participative leadership but the question is that what would happen if several people in. an organization want to use this book and follow its recommendations and practices. Theory Behind the Practice One of the most important framings of adaptive leadership is the idea that leadership is not a job or based on authori ty but it is a practice that can be done by anyone Leadership is not based on authority it is radically different from doing a job really really well p 23 Adaptive leadership focuses on

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