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Analysis Team
Please switch off your mobile phones or
turn them to silent!
Analysis Team
Conflict Mngm’t, Leadership & Legacy
06 Aug 2010
Camp Crame, QC, Philippines
Analysis Team
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1. Introduction
2. Paradigm Shift
3. Conflict management
4. Leadership
5. Legacy
Presentation Outline
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• Concepts as human and social constructs
• Connotation (objective and subjective) and denotation
• Meaning: Conceptual maps and behavioral maps (what means?)
• Facts: contingent truths and justified beliefs (what is?)
• Values: what is good and what is bad (what should?)
• Opinions and ideological language
• Ethics (personal) and morality (social)
• Metaphor: looking things on a different perspective
Introduction
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What has changed? Is this true?
1. Dynamic environment
2. Hyper-connectivity
3. Complex
4. Technology, human-machine systems, digital foot printing
5. New environment: cyber reality and space reality
6. Environmental constraints and disaster management
What's new?
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NDIBANO and CIP 7
London Taxi Driver Hugo SPIERS (UCL)
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• KNOWLEDGE: Knowledge (knowing what; knowing how and knowing when-to) is the purposeful application of information sets in logical, associative, causal or correlative relationships that can, through a process of reflection, doing and study, lead to understanding.
• UNDERSTANDING: Knowing why the car engine is running, why it is making a noise and what to do about it, deals with knowledge, and having deep insight into how all of this works, relates to understanding.
• FORESIGHT: By having deep understanding, we may develop the ability to anticipate and to look ahead and foresee. This is more than just about looking forward; it is also about the macroscopic view, the periphery, the unseen/unnoticed and the context
• Rather than seeing data, information, knowledge, understanding and foresight as a simple hierarchy, we should see it in a holographic manner: at different scales, foresight, understanding, knowledge, information and data are fractalian, nested and in heterarchical relationships
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ELEMENTS OF THOUGHTLinda ELDER
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PERCEIVING
Shane FREDRICK
A bat and a ball together
costs Php.1.10 cents. The bat costs
Php1. more than the ball:
How much does the ball cost?
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PERCEIVINGGregory BERNS
• The brain must interpret the physical stimuli that originate from the senses
• Everything it sees, hears or touches has multiple interpretations
• The one that is ultimately chosen, is the one that is perceived
• Because of the blindness referred to earlier, these percepts are actually the best guesses of the brain at interpreting that which flows into it
• These guesses, in technical terms, have their basis in the statistical likelihood of one interpretation over the other
• These guesses are heavily influenced by past experience as well as by what other people say
• The best way to release the brain from these shackles is to bombard it with novelty
• Diversity is therefore at the core of good perception
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PERCEIVINGGregory BERNS
• Iconoclastic thinking is thinking and doing those things that ordinary people say cannot be thought or cannot be done
• It requires brains that function differently in three respects:
1. Perception
2. Fear Response
3. Social Intelligence
• The biological metaphor reminds us that the brain is mortal: it needs energy to perform the amazingly complex things it does.
• This resource limitation forces it to save energy and interpret the streams of information in the quickest and most cost-effective ways
• The brain runs on approximately 40 watts of power (a light bulb)
• It therefore takes short cuts and draws on available information gained through past experience, saliency and surprisingly, on what other people say
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PERCEIVINGGregory BERNS
• Novelty however triggers for most people, the fear system of the brain
• The three most important fears in this respect are fear of uncertainty; fear of public ridicule and fear of public speaking
• If one is able to perceive differently and overcome the fear inherent in non-conformist thinking, the novel arguments and ideas must still be sold to other people
• This is why social intelligence is important and why the study of the social brain in perception and decision-making has exploded in the last few years
• Perception is intimately intertwined with social cognition and with social decision-making
• To create a new insight or new foresight, one has to “destroy the icons”: creation is also an act of destruction (a truly complex idea)
Analysis Team
ANALYSIS: BIAS: ATTRIBUTE SUBSTITUTION Daniel KAHNEMAN
Respondents were asked two questions: “How happy are you
with your life in general?” and “How many dates did you have last
month?”
The correlation between the two questions were negligible when
the questions appeared in the order written above, but when the
dating question was asked first, the correlation rose to 0.66. How
does this happen? When the dating question is asked first, it
raises an affectively charged appraisal of the levels of satisfaction
in that domain (the domain of relationships and dating) and when
the “happy question” is encountered, this affectively charged
appraisal is carried over or lingers to become the heuristic
attribute with which the second question is answered
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• is not located inside the head of one individual; it emerges through
the multiplicity of interactions.
C C C C C C
“as strong as its weakest link”“as strong as its weakest link”
Knowledge
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• A clash or sharp disagreement of ideas, interest, beliefs, outlook
and purpose / goals.
• An emotional disturbance resulting from a clash or impulse on a
person.
• Any situation which two or more parties feel in opposition.
• Fight/battle/war.
Conflict
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Contrary situ which involves choice of alternatives that could be due to ;
1. Past mistakes / or actions
2. Two desirables but mutually exclusives goals
3. When there is attraction to an object at the same time associated by
repulsion
4. Temptation
Sources
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Levels
1. Intrapersonal – Emerge within the individual as a result of
a. Competing roles
b. Depression
c. Over – fatigue
d. Poverty
e. Self - pity
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2. Interpersonal – In conflict with the others due to some difference
a. Pride
b. Feeling of superiority
c. Lack of trust
d. Threat of status
e. Envy
f. Temperament
g. Failure of communication
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3. Inter group – Arises bet groups, dep’t and regions due to;
a. Family
- Breeding
- Discipline
- Respect
b. Environment
- Culture
- Custom and tradition
c. Power struggle
- Dominance
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Effects
1. Destructive
a. Level of coop and tm work may deteriorate
b. Stress level will rise resulting to lose of self –
confidence
c. May feel defeated
d. Commit further conflicts, mistakes or even
suicide.
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• 2. Constructive
a. When hidden problems are bloated and allowed to be confronted and solved, it can create deeper understanding amongst people involved, individuals can be more committed.
b. Energize people to be more creative and experiment new ideas.
c. Stimulates to search for improved approaches for better results.
d. Strengthens relationship
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Conflict Resolution
A. Resolution strategies
1. Avoidance – Physical or mental withdrawal from
the conflict.
2. Smoothing – Accommodating the other party’s
interest. We consider other to one’s
detriment.
3. Forcing – Using tactics to win. Relies on
aggressiveness and dominance to
achieve personal goals at the expense
of other party/s.
4. Compromising – Give and take principle
5. Confronting / Brainstorming – Problem solving
or integrating; facing conflicts directly and
working through a mutually satisfactory
situ.
Analysis Team
SURPRISE AND RISKPaul BRACKEN
Paul BRACKEN argues for six ways to manage risk:
• Isolate critical assets from uncertainty: design survivability
• Smoothing: turning bigger problems into smaller chunks that can be managed
• Warning: looking at variance of possible outcomes and consequences rather than likelihoods
• Agility: responsive and adaptive systems
• Alliances: share the risk
• Environment shaping: create low risk conditions
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SEEING AND PERCEIVINGGaetano KANIZSA
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Leadership
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SENSING Andre ZAAIMAN
In the summer there is
is always lots of flowers and
and lots of fruit with wonderful
scents in the air
my friend
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What is Leadership ?
• is a process by which a person influences others to accomplish an
objective & directs the organization.
• challenging people to work collaboratively toward an ever-
expanding vision of excellence in the achievement of organizational,
personal & professional goals.
• creates a threat free environment for growth so that the creative
talents and skills of each person are use.
• encourages & builds working relationship that are individually &
organizationally satisfying, unifying etc.
• simultaneously enhances the personal growth of workers & improve
quality & caring (Larry Spears)
• process of influencing individuals or groups to achieve goals
(Lunenberg 1995)
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Concept of Leadership
• Good leaders are made not born !
– desire & willpower you can be a one.
– through a never ending process of self study, education, training & experience (will guide you)
• To inspire your workers into a higher levels of teamwork things you
must be, know & do.
• Though your position as a manager/supervisor
gives you power but it does not make you a leader !
• It simply makes you the boss – “Bossing people around”
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Leadership Theories: A Framework
PersonalityPersonality
RoleRole
Decision-Decision-making making
StyleStyle
InfluenceInfluenceParticipationParticipation
EmotionEmotion
GenesGenes
LEADERSHIPLEADERSHIP
TRAIT THEORY
BEHAVIOR THEORY
RESONANCE THEORY
GREAT MAN THEORY
SITUATIONAL/CONTINGENCY
THEORY
RELATIONAL/RECIPROCAL
THEORY
CHANGE
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Principles of Leadership
• Know yourself & seek self improvement – be, know & do
• Be technically proficient – know your job
• Seek responsibility & take responsibility for your actions
• Make sound & timely decisions – good problem solving
• Set the example – role model
• Know your people & look out for their well-being - nature
• Keep your workers informed – communicate
• Develop a sense of responsibility in your worker - traits
• Ensure that tasked are understood supervised & accomplished –
being able to relay the tasked
• Train as a team – group of people doing their jobs
• Use the full capabilities of your org’n – team spirit
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Factors of Leadership
• Follower
– different people require diff styles of
leadership.
• Leader
– honest understanding of who you are, what you know, and what you can do. Follower determines.
– to be successful you need to convince your followers.
• Communication
– Lead through two-way communication.
– Much of it nonverbal, how you communicate?
• Situation
– What you do in one will not work – “one size fits all”.
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Attributes
• If you are a leader who can be trusted, then those around you will grow to respect you. To be such a leader, there is a Leadership Framework to be a guide:
– Be a professional – selfless service & responsible
– Know the factors of leadership – F, L, C & S
– Know yourself – strength & weaknesses
– Know human nature – human needs
– Know your job – proficient & train others
– Know you organization – help, climate & culture
– Do provide direction – goal setting, problem solving
– Do implement – communicating / coordinating / etc.
– Do motivate – esprit de corps
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Environment
• Goals, Values and Concepts
– performance standard they established – high goal
– values they established – manner in how ?
– business & people concepts -
• Roles & Relationships
– behaviour of any job incumbent -
– prestige to the role -
– roles task -
• Culture & Climate
– combination of founders, past/current leadership
– crises, events, history, size, reward – rites
– feel of the org’n, shared perception & attitude
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Road to great leadership
• Challenge the process
– Find the process the needs to be improve
• Inspired a vision
– Shared a vision in word that can be understood
• Enable others to act
– Give them the tools & method to solve problems
• Model the way
– When the process gets tough, get your hands dirty
• Encourage the heart
– “Share the glory w/ your follower’s hearts, while keeping the pains within your own”.
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People
Task
(1,1) (9,1)
(9,9)(1,9)
(5,5)
Country Club Team
Authority/Obedience
Impoverished
Leadership Attitudes
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Competencies
• Negative indicators
– is uncomfortable in the management role
– doesn’t take a stand
– is seen as avoiding/evading the leadership role
– does not make goals clear
– does not provide direction to the group
– is not interested in people
– loses touch w/ how motivated people are
– delegates inappropriately
– prefers to let others take the lead
– is uncomfortable w/resolving the conflict
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Competencies
• Positive indicators
– serve as role model that other people want to follow
– empower others to translate vision into results
– is proactive in developing strategies to accomplish objectives
– established & maintains relationships w/ a broad range of people to understand needs & gain support
– anticipates & resolves conflicts by pursuing mutually agreeable solutions.
– drives for change and improvement; does not accept the status quo
– shows the courage to take unpopular stands
Analysis Team
Andre ZAAIMAN 40
Capability BuildingZaaiman and Human
INSTITUTION BUILDINGInstitutional level
Advancement abilities: creating the appropriate culture, institutional fields, knowledge sets
and arenas that favor attainment of desired societal outcomes
CAPACITY BUILDING Organizational and group level
Mission accomplishment abilities: enable, allow and empower competent individuals to cooperate in order to reach a common, long-
term goalCOMPETENCY BUILDING
Individual levelAction abilities: integrating tasks whilst combining the
right techniques, mindsets and values in order to achieve desired outputs
SKILLS BUILDINGTask levelTechnique
abilities: acquiring know-how
to master specific tasks
Analysis Team
CONTEXT: STRATEGY Andre ZAAIMAN
• Where is the future?: weak signals and peripheries
• Strategy and Planning: necessary but use opposing logics
• Strategy is what we choose to do to thrive not what we have to
do to survive
• Strategy is primarily about “what” (then how and who)
• Strategy is about adaptation and anticipation
• Strategy is about ongoing, collective sense-making
• Strategy is about iterations of thought and action
• Strategy is about differentiation
• Strategy is about capabilities for agile responsiveness
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The Contents of Strategy© Andre ZAAIMAN
3. Organizational Analysis
•Structure•Culture
•Capabilities and core competencies•Organizational Systems
•Resources (Human, Financial, Social)
4. Strategy Making
•Core Strategy (Vision, Mission, Strategic
Objectives, Action and Resource Plans)•Contextual Strategy (how will we handle
the constructive, obstructive and destructive
issues)•Define the Strategic Posture
1. Understanding the context, system
and meanings
Primary Research
Secondary Research
Strategic Issues Mapping
CATWOE
Focus Groups
2. Futuring
Scenario Building
Present Future
Internal
External
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DIMENSIONS© Andre ZAAIMAN
INTERNAL
Purpose and Resources
“How”
Means
Operations
Inputs
Stability/Control
Efficiency
Doing the right things well
EXTERNAL
Needs and Stakeholders
“What”
Ends
Strategy
Outputs and Outcomes
Dynamic/Influence
Effectiveness
Doing the right things
Analysis Team
THE STRATEGY PROCESS©Andre ZAAIMAN
1. Understanding the context, systemand meanings
2. Strategy Making
3. StrategyImplementation
Thinking-about-the-world
Real World
4. Feedback and Learning Loop
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NATIONAL STRATEGY AND SECURITY NATIONAL WILL AND CAPABILITIESAndre ZAAIMAN• In as far as the national will and capabilities are concerned,
it is important to distinguish between loyalty and commitment. The former is a form of behavior whilst the latter is a psychological state of mind: In contrast to commitment, loyalty indicates the readiness of a person to jump ship when an attractive alternative is offered. When these two concepts are confused with each other, surprise can be the outcome.
• It is also noteworthy that capabilities should not just be understood in the narrow military sense of the word; but rather in its more modern form that encompasses elements such as the skills and knowledge base of the country; its competitiveness internationally; its intellectual and psychological ability to make sense of and deal with turbulent, uncertain and complex environments; its financial and political autonomy; the organizational and mobilization capacity of its society as a whole; and its ability to nurture and sustain the national morale and commitment
Analysis Team
Andre ZAAIMAN 46
CONTEXT: MAKING SENSE OF THE FUTURE Andre ZAAIMAN
• We do not use or need perfect information to make good decisions but we need to gather as much facts as possible for analysis
• In organizations and institutions, strategy is important not only because it deals with focus, but also because organizations develop inertia: they build systems, train their staff and buy machinery to respond to specific needs in the environment.
• However, the environment is dynamic and the organization needs to constantly adapt to it. This is called strategic fit, which in turn reflects the strategic health of the organization: biological concepts
• Organizations are therefore forced to think of the future if they want to survive and thrive. The same applies to human beings. The key capability is that of agility
Analysis Team
Questions
• Describe a time when you needed to take action to increase team motivation
– Why was this necessary?
– What action did you take?
– How well did this work?
– What else could have done?
• Tell about a particular situation where you had to lead by example.
– What messages did you want your team?
– What action did you take?
– How well did this work?
– What else could you have done?
Analysis Team
Questions
• What opportunities have you had to take the lead in a team?
– Which is the most challenging?
– Why was that?
• Describe a specific example of a time when you had to coordinate
the work of other people.
– What were you trying to achieve ?
– How did you go about organizing the work ?
– What was the outcome ?
• Tell me about a situation when you found it difficult to manage the
work of a team.
– What made this difficult?
– How did you try to overcome these difficulties?
– How could you improve upon this?
Analysis Team
Legacy
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50
End - Means Conceptualization © Andre ZAAIMAN
BeRICH
BeFAMOUS
BePOWERFUL
BeLOVED
WHATDo I want to
do with my life?
HOWWill I achieve my choice ?
BeSCIENTIST
BePOP STAR
BePOLITICIAN
BeTV STAR
Buy Guitar
Study Music
Mix with musicians
Go to clubs
The things I will have to do to become
famous through being a pop star,are very specific and differ from what
I would need to do tobecome famous by being
a politician
Analysis Team Agent of change
• The “self as change agent” uses deep knowledge for personal learning and growth but also to act in the world of experience.
• Five internal elements of self as change agent:
1. Know Yourself:
- be aware of our own biases, prejudices, motives and beliefs, and that it takes others to help us know ourselves
2. Mental Models:
- be aware of the mental models we have built up over time of a particular situation or person, check if it is accurate or biased; understand the mental models of the other people you are interacting with
3. Emotional Intelligence:
- be aware of how you feel about something, what emotional states you are in at any point in time, and likewise be aware of the same things in the other people you are interacting with
4. Learning and Forgetting:
- learning requires curiosity, willingness to exert mental effort, self-knowledge to ensure a high levels of objectivity, as well as the ability to unlearn past beliefs and behaviors: letting go is often very hard
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Rapid Cognition FogAlex BENNET
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Scenario:
• Assuming you have reached the “end of the journey”. What do you want your family, peers & organization to say about you as a:
– Friend
– Law enforcer
– Spouse
– Father
Analysis Team
• Questions and comments?
• Thank you !