lead 0510 leadership development peter dickens. emerging norms re: change constant change open...
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LEAD 0510LEAD 0510Leadership DevelopmentLeadership Development
Peter DickensPeter Dickens
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Emerging Norms re: ChangeEmerging Norms re: Change
• Constant change• Open systems• Self-organizing
agents• Collaborative focus• Possibility-
orientation
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Peter VaillPeter Vaill
• Permanent White Water – Conditions are full of surprises– Complex systems tend to produce novel
problems– Conditions feature events that are “messy”
and ill-structured– Events are often very costly– Conditions raise the problem of recurrence
• No “one” is going to calm the waters
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Checking Our AssumptionsChecking Our Assumptions
• Change starts at the top
• Efficiency comes from control
• Prediction is possible
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Complex Adaptive Systems (CAS)Complex Adaptive Systems (CAS)
• The most powerful processes of change are at the micro level
• Relationships, interactions, small experiments and simple rules shape emerging patterns
• Everything is interconnected
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Conditions for Self-OrganizationConditions for Self-Organization
• Container– Sets the boundaries– Defines the “self” that organizes– Semi-permeable boundary– Conditions of bounded instability
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Strategies for Setting the ContainerStrategies for Setting the Container
• Set few specifications
• Distribute control
• Generate a sense of urgency
• Stretch/shrink boundaries
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DialogueDialogue
• Reflect on your ministry
• Can you map the primary container?
• How might you use the strategies to more clearly define the boundaries?
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Conditions for Self-OrganizationConditions for Self-Organization
• Container
• Significant Differences– Shape primary patterns– Variable and constantly changing– Real and perceived based on
mental models
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Strategies for Focusing on Significant DifferenceStrategies for Focusing on Significant Difference• Explore contradictions
• Accept contention and adversity
• Raise tough questions
• Demand diversity
• Understand significant difference in the external environment
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DialogueDialogue
• Reflect on your ministry• What are the significant
differences?• Are they real or
perceived?• Using these strategies,
how might you more effectively conserve energy by focusing on important differences?
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Conditions for Self-OrganizationConditions for Self-Organization
• Container
• Significant Differences
• Transforming Exchanges– Forms the connections– Focus on dialogue
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Designing Transforming ExchangesDesigning Transforming Exchanges
• Encourage feedback
• Link communities of passion
• Encourage learning
• Engage in appreciative inquiry
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DialogueDialogue
• Reflect on your ministry• What transforming
exchanges have you had so far?
• How could you have more?