![Page 1: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/1.jpg)
Leading for the Future
Module 1Module 1
March / April 2014
![Page 2: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/2.jpg)
Module 1: What we will cover and discover
Day 1
In the morning:• Welcome & aims• Expectations & personal
development goalsIntroducing the programme
Day 2
In the morning:• Welcome back & check in• Introducing adaptive
leadershipPracticing being “suspendful”
Leading for the Future / Facilitator Development (February 2013)Leading for the Future 2014 / March-April 2014
2
• Introducing the programme• Skills for adaptive change
In the afternoon:• Getting into Action Learning• Using the “U” in Action Learning• Review
• Practicing being “suspendful”• Return to Action Learning
In the afternoon:• Action Learning• Review & check out• Previewing module 2
![Page 3: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/3.jpg)
What is the narrative?
� What is the leadership context?
� Change agenda� “Complex adaptive system”� Increasing complexity
Leading for the Future / Facilitator Development (February 2013)Leading for the Future 2014 / March-April 2014
3
� Who is this for?
� How might it help?
� Leaders on the cusp between operational & strategic?
� Using conceptual frameworks to understand / make sense of our context
� Space for reflection� Learning from and with peers
![Page 4: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/4.jpg)
Projected Scottish Government spending
28,000
30,000
32,000
£ M
illio
ns (
2010
-11
Pric
es)
2009-10 2025-2616 years
£42 billion
Leading for the Future / Facilitator Development (February 2013)Leading for the Future 2014 / March-April 2014
4
20,000
22,000
24,000
26,000
2009
/1020
10/11
2011
/1220
12/13
2013
/1420
14/15
2015
/1620
16/17
2017
/1820
18/19
2019
/2020
20/21
2021
/2220
22/23
2023
/2420
24/25
2025
/2620
26/27
£ M
illio
ns (
2010
-11
Pric
es)
![Page 5: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/5.jpg)
Lessons from the Francis Report
� Common values� Fundamental standards� Openness, transparency and candour
Leading for the Future / Facilitator Development (February 2013)Leading for the Future 2014 / March-April 2014
� Compassionate, caring, committed nursing� Strong patient-centred healthcare leadership� Accurate, useful & relevant information� Culture change not dependent on
Government
5http://www.kingsfund.org.uk/audio-
video/robert-francis-lessons-stafford-presentation-slides
![Page 6: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/6.jpg)
Aims of the programme
� Come up with breakthrough ideas in dealing with intractable problems within complex systems
� Learn more about the theory in addressing wicked and adaptive
Leading for the Future / Facilitator Development (February 2013)Leading for the Future 2014 / March-April 2014
66
� Learn more about the theory in addressing wicked and adaptive challenges in the workplace
� Be challenged and supported in working on a real issue
� Practice with models and skills that will add value back in the workplace
![Page 7: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/7.jpg)
Introducing the programme
� Introducing theory and conceptual frameworks
� Providing the
� Change, complexity & emergence� Adaptive leadership� Systems thinking� Cognitive and emotional bias� Learning & culture� Public value & return on investment
Listening, questioning
Leading for the Future / Facilitator Development (February 2013)Leading for the Future 2014 / March-April 2014
7
� Providing the opportunity for personal skills practice
� Making the link between theory and practice
� Listening, questioning� Suspending and re-framing� Reflecting � Co-coaching
� Bringing ‘case work’� Action learning� Peer support & challenge� Trying new things in practice and
sharing the learning
![Page 8: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/8.jpg)
How do the modules build?
Module 1:
Preparing the ground; “slowing down… to go faster”
Introducing
Module 2:
Using Drumcreecase study – theory into practice (Turbitt)
Re-framing my
Module 3:
Wicked problems, clumsy solutions & “followership” (Grint)
Peer support & “Consolidation
Event”
Leading for the Future / Facilitator Development (February 2013)Leading for the Future 2014 / March-April 2014
8
Introducing Adaptive Leadership (Heifetz) & understanding problems (Grint)
Start action learning
Re-framing my leadership challenges (“Bakens”)
Building on the “U process” & action learning
Peer support & challenge through action learning
Understanding culture & learning (Argyris)
Sustaining our practice
Personal skills development workshops
Irwin Turbitt & Keith Grint
Master Classes
360º feedback
1:1 coaching (optional)
Event” (February
2015)
![Page 9: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/9.jpg)
Philosophical roots
The leadership challenge in:� Complex settings� Emergence� Systems thinking
Leading for the Future / Facilitator Development (February 2013)Leading for the Future 2014 / March-April 2014
99
� Systems thinking� Working with competing values� Discovering future possibilities� Leading and learning� Creating the environment� Traditional versus modern thinking about
organisations
![Page 10: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/10.jpg)
Complexity
� In public services, we work in entangled organisations with inherent contradictions and tensions
� We constantly strive to find innovative ideas for doing the work differently
Leading for the Future / Facilitator Development (February 2013)Leading for the Future 2014 / March-April 2014
1010
for doing the work differently� With increased scarcity, new thinking will be
even more important� This emergence of new thinking is a
function of leadership, i.e., leaders are people who bring forward and embed new thinking
![Page 11: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/11.jpg)
Types of response to complexity
Turb
ulen
ce
Intrapreneurship Strategic Intent
High
Leading for the Future / Facilitator Development (February 2013)Leading for the Future 2014 / March-April 2014
1111Understanding
Turb
ulen
ce
EmergentStrategy
StrategicPlanning
Adapted by Malcolm Young from Max Bosoit (1995)
HighLow
Low
![Page 12: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/12.jpg)
Cultural challenges in the NHS
� Range and diversity of stakeholders
� Different socialisation processes across the professions
NHS is characterised by three defining features:
With many different cultures and norms arising from a number of factors:
Leading for the Future / Facilitator Development (February 2013)Leading for the Future 2014 / March-April 2014
1212
of stakeholders� Complex ‘ownership’
& resourcing arrangements
� Professional autonomy of many of its staff
professions� Different needs and
expectations of different client groups
� The different histories of different institutions
� Local priorities, resource allocation and performance management
Ref: Isles and Sutherland (2001)
![Page 13: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/13.jpg)
“Slowing down to go faster”…
� What are the Health & Social Care challenges?
� What are my leadership challenges?
Leading for the Future / Facilitator Development (February 2013)Leading for the Future 2014 / March-April 2014
13
� What are my current practices? � So, what leadership challenge am I
going to bring to action learning (the “How can I…?” question)
![Page 14: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/14.jpg)
Four types of work?
Maintenance:
Problem Solving/ Adding Value:The area of continuous improvement
Leading for the Future / Facilitator Development (February 2013)Leading for the Future 2014 / March-April 2014
1414
Maintenance:Business as usual is delivering required outcomes
Adaptive change:Where new thinking is required
Emergence…Link to “3rd horizon”?
![Page 15: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/15.jpg)
“Three Horizons”
Perform
ance
Improvement
Co-production& assets
Leading for the Future / Facilitator Development (February 2013)Leading for the Future 2014 / March-April 2014
Time
Perform
ance
Performance
Improvement
![Page 16: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/16.jpg)
3 kinds of problems*
Type of challenge:
Tame
Response required:
Management
Leading for the Future / Facilitator Development (February 2013)Leading for the Future 2014 / March-April 2014
Wicked
Critical
Leadership
Command
*Reference: Keith Grint, Wicked Problems & Clumsy Solutions, 2008
![Page 17: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/17.jpg)
What is adaptive leadership?
� Technical Problems versus Adaptive Challenges
� Leadership from those in authority is too often technical and this enhances the need for adaptive leadership from those without authority
Leading for the Future / Facilitator Development (February 2013)Leading for the Future 2014 / March-April 2014
1717
adaptive leadership from those without authority� They go beyond their job descriptions and
formal authorisation� Does your organisation recognise them or
undermine them because they are a challenge to the formal leadership?
� Can you foster the leadership needed by the situation?
![Page 18: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/18.jpg)
What is adaptive leadership? (2)
According to Heifetz:� Leadership is an activity� Leadership is what individuals do in mobilising
other people, in organisations or communities, to do “adaptive work”
Leading for the Future / Facilitator Development (February 2013)Leading for the Future 2014 / March-April 2014
1818
to do “adaptive work” � When you have a problem or challenge for
which there is no technical remedy, a problem for which it won’t help to look to an authority for answers – the answers aren’t there – that problem is an adaptive challenge.
References: Ronald A Heifetz & D L Laurie, The Work of Leadership, Harvard Business Review (Jan-Feb 1997), pp124-134 and Ronald Heifetz, Martin Linskey & Alexander Grashow, Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organisation and the World (2009)
![Page 19: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/19.jpg)
Three things are required for adaptive change
1. A felt imperative to change - our source of motivation to try new behaviour
2. Insight into how our own thoughts and
Leading for the Future / Facilitator Development (February 2013)Leading for the Future 2014 / March-April 2014
19
2. Insight into how our own thoughts and feelings are part of the problem
3. Taking action – trying new behaviour in order to learn
![Page 20: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/20.jpg)
The skills challenge
� Guarding against assuming causality, halo effects, stereotyping …. (our “defensive routines”)
Leading for the Future / Facilitator Development (February 2013)Leading for the Future 2014 / March-April 2014
20
� Striving to understand our self-limiting thoughts and feelings
� Being aware of our own feelings, attitudes and beliefs
� Being open minded
![Page 21: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/21.jpg)
Core casework skills
� Observing reality (facts and feelings) with an open mind
� Interacting – questioning, listening
Leading for the Future / Facilitator Development (February 2013)Leading for the Future 2014 / March-April 2014
2121
� NOT discussing� Suspension - avoiding imposing pre-
established frameworks or mental models
![Page 22: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/22.jpg)
Skills practice: Questioning
� Open minded� Striving to see the other’s seeing � Building a picture from facts about:
� where, what, who,
Leading for the Future / Facilitator Development (February 2013)Leading for the Future 2014 / March-April 2014
2222
� where, what, who, � what was said, � their feelings
� Not interpreting� Avoiding assumptions� Suspending beliefs
![Page 23: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/23.jpg)
Suspension….
…the ability to take everything we know ,everything we’ve experienced , everything wewould normally be pre-disposed to use tointerpret and control a situation
Leading for the Future / Facilitator Development (February 2013)Leading for the Future 2014 / March-April 2014
2323
interpret and control a situation
….set it aside , and try to look and act freshly .
….allows us to be more aware of what ourhabitual thoughts are, as we simply step backand notice them.
![Page 24: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/24.jpg)
The “U Process” * as a microscope
Examples of the current situation
Characteristics of the Characteristics of the
Vision – examples of the preferred situationMaintenance
What is the current situation ?
How would you like it to be ?
How can I .........?
Leading for the Future / Facilitator Development (February 2013)Leading for the Future 2014 / March-April 2014
2424
Choice Point
Characteristics of the current situation
Characteristics of the preferred situation
Mental models which underpin the current
situation
Mental models which would help create the
preferred situation
Problem Solving
Adaptive
*Adapted by Malcolm Young (from work by Scharmer, Senge & others)
How much of a concern is it for you?
How would you describe...?
What does it feel like for you?
What assumptions have you been making ?
What beliefs and values ..? What might happen if you retain those mental models ?
What options and actions?
What will you change ?
What will you bring over ?
What would we see you doing ?
What would it feel like ?
What would it look like?
![Page 25: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/25.jpg)
Action Learning - what is it?
� Tool for personal and professional development
� Powerful way for leaders to learn from other leaders
Leading for the Future / Facilitator Development (February 2013)Leading for the Future 2014 / March-April 2014
2525
� Structured & facilitated: � questions/ answers / support / challenge
� Work on real problems and implement solutions
![Page 26: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/26.jpg)
Action Learning - why do it ?
� Understanding problems� Chance for support, feedback and positive
challenge � Safe environment � Antidote to isolation
Leading for the Future / Facilitator Development (February 2013)Leading for the Future 2014 / March-April 2014
2626
� Antidote to isolation � Opportunity to express feelings as well as
facts� Hear and be heard � Learning by doing and developing how to
learn skills � Training to learning
![Page 27: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/27.jpg)
Leadership / Management
Leadership is an activity (not a role or position).The activity is about influencing other people to engage in change
Leading for the Future / Facilitator Development (February 2013)Leading for the Future 2014 / March-April 2014
2727
people to engage in change
Management is a roleThe role is about taking responsibility for communication, co-ordination, resource allocation and problem solving to ensure effective ways of working
![Page 28: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/28.jpg)
Getting beyond our assumptions in:• What we pay attention to• What insight we have into ourselves• How we interpret events
Complex environments need leaders who will tackle wicked problems…
Leading for the Future / Facilitator Development (February 2013)Leading for the Future 2014 / March-April 2014
2828
• How we interpret events• How we relate to others• What we do to build shared purpose• How we take initiatives
![Page 29: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/29.jpg)
Putting our values into action
Striving to achieve our vision
and by
As leaders we influence change by…
Leading for the Future / Facilitator Development (February 2013)Leading for the Future 2014 / March-April 2014
2929
and by
Exploring / experimenting
Tackling intractable problems
Regulating distress
Striving to find new thinking in ourselves and others
![Page 30: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/30.jpg)
Leading with authority in adaptive change
1. Defines both problem and solution
2. Protects from external threat
1. Identifies adaptive challenge & provides a diagnosis of condition. Then produces questions about the problem
In technical situations, authority:
In adaptive situations, authority:
Leading for the Future / Facilitator Development (February 2013)Leading for the Future 2014 / March-April 2014
3030
threat3. Orients4. Restores order5. Maintains the norms
questions about the problem definition & solutions
2. Discloses external threat3. Dis-orients current roles, or
resists orientating people to new ones quickly
4. Exposes conflict or lets it emerge
5. Challenges norms, or allows them to be challenged
![Page 31: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/31.jpg)
Leading without authority in adaptive change
1. Spark debate but can’t control the holding environment
2. Orchestrating the debate among competing factions
Leading for the Future / Facilitator Development (February 2013)Leading for the Future 2014 / March-April 2014
3131
competing factions3. Focus on the audience for action
![Page 32: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/32.jpg)
Being adaptive in action
� Capitalising on history without being enslaved by it
� Connotations of “Transformation”� Revolution inevitably fails, evolution
Leading for the Future / Facilitator Development (February 2013)Leading for the Future 2014 / March-April 2014
3232
� Revolution inevitably fails, evolution succeeds
� Experimental versus “I’ve got the answers” mindset
� Appreciation of context� Leadership as an activity not a
role/personality
![Page 33: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/33.jpg)
1. Get on the balcony
• A place from which to observe the patterns in the wider environment as well as what is over the horizon (prerequisite for the following six principles).
2. Identify the Adaptive Challenge
• A challenge for which there is no ready made technical answer.
• A challenge which requires the gap between values, beliefs, attitudes and behaviours to be addressed.
3. Create the Holding Environment
• May be a physical space in which adaptive work can be done.
• The relationship or wider social space in which adaptive work can be accomplished.
7 Principles for Leading Adaptive Change
Leading for the Future / Facilitator Development (February 2013)Leading for the Future 2014 / March-April 2014
33
• The relationship or wider social space in which adaptive work can be accomplished.
4. Cook the Conflict
5. Maintain Disciplined Attention
6. Give back the work
• Create the heat
• Sequence & pace the work
• Regulate the distress
• Work avoidance
• Use conflict positively
• Keep people focussed
• Resume responsibility
• Use their knowledge
• Support their efforts
7. Protect the voices of Leadership from below
• Ensuring everyone’s voice is heard is essential for willingness to experiment and learn.
• Leaders have to provide cover to staff who point to the internal contradictions of the organisation.
Adapted by Irwin Turbitt from Ron Heifetz (1997; 2009)
![Page 34: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/34.jpg)
I take actions based on my
beliefs
I adopt beliefs about the world
I make assumptions based The ladder of
A Hierarchy of InferenceWe live in a world of self-generating beliefs which remain largely untested.
We adopt beliefs - based on conclusions, inferred from what we observe, plus past experience.
Leading for the Future / Facilitator Development (February 2013)Leading for the Future 2014 / March-April 2014
3434
based on the meanings I added
I add meanings (cultural and personal)
I select data from what I observe
Observable data and experiences
The ladder of inferenceOur ability to achieve the results we truly desire is eroded by our feelings that:
• Our beliefs are the truth.• The truth is obvious.• Our beliefs are based on real data.• The data we select is the real data.
![Page 35: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/35.jpg)
I take actions based on my
beliefs
I adopt beliefs about the world
I make assumptions based
A Hierarchy of Inference
I made assumption ...he was bored& concluded ...he thinks I’m incompetent
In fact, now I believe Bill and everyone else is opposed to me
I’m now plotting against him .......
Leading for the Future / Facilitator Development (February 2013)Leading for the Future 2014 / March-April 2014
3535
based on the meanings I added
I add meanings (cultural and personal)
I select data from what I observe
Observable data and experiences
It started with Bill’s comment: “Let’s move on....”
I selected the glance and yawn ....& ignored his intent listening earlier…
& concluded ...he thinks I’m incompetent
I added meaning based on culture … Bill wanted me to finish up
![Page 36: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/36.jpg)
Leading for the Future / Facilitator Development (February 2013)Leading for the Future 2014 / March-April 2014
36Examples…
![Page 37: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/37.jpg)
Leading for the Future / Facilitator Development (February 2013)Leading for the Future 2014 / March-April 2014
37
![Page 38: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/38.jpg)
Leading for the Future / Facilitator Development (February 2013)Leading for the Future 2014 / March-April 2014
38
![Page 39: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/39.jpg)
He takes actions based on his beliefs
He adopts beliefs about the world
He makes assumptions based on the meanings
U ProcessI take actions based on my
beliefs
I adopt beliefs about the world
I make assumptions based on the meanings
The U processdepends on
new understanding
based on
Using the Ladder of Inference
We all add meaning or draw conclusions as a result of interactions
You can improve your communications
Leading for the Future / Facilitator Development (February 2013)Leading for the Future 2014 / March-April 2014
3939
based on the meanings he added
He adds meanings (cultural and personal)
He selects data from what he observes
Observable data and experiences
based on the meanings I added
I add meanings (cultural and personal)
I select data from what I observe
based on observable
data
You can improve your communications by:• Becoming more aware of your own thinking and reasoning • Making your thinking and reasoning more visible to others• Inquiring into others' thinking and reasoning
![Page 40: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/40.jpg)
He takes actions based on his beliefs
He adopts beliefs about the world
He makes assumptions based on the meanings
U ProcessI take actions based on my
beliefs
I adopt beliefs about the world
I make assumptions based on the meanings
The U processdepends on
new understanding
based on
Leading for the Future / Facilitator Development (February 2013)Leading for the Future 2014 / March-April 2014
4040
based on the meanings he added
He adds meanings (cultural and personal)
He selects data from what he observes
Observable data and experiences
based on the meanings I added
I add meanings (cultural and personal)
I select data from what I observe
based on observable
data
![Page 41: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/41.jpg)
The “U Process” * as a microscope
Examples of the current situation
Characteristics of the Characteristics of the
Vision – examples of the preferred situationMaintenance
What is the current situation ?
How would you like it to be ?
How can I .........?
Leading for the Future / Facilitator Development (February 2013)Leading for the Future 2014 / March-April 2014
4141
Choice Point
Characteristics of the current situation
Characteristics of the preferred situation
Mental models which underpin the current
situation
Mental models which would help create the
preferred situation
Problem Solving
Adaptive
*Adapted by Malcolm Young (from work by Scharmer, Senge & others)
How much of a concern is it for you?
How would you describe...?
What does it feel like for you?
What assumptions have you been making ?
What beliefs and values ..? What might happen if you retain those mental models ?
What options and actions?
What will you change ?
What will you bring over ?
What would we see you doing ?
What would it feel like ?
What would it look like?
![Page 42: Leading for the Future - knowledge.scot.nhs.uk module 1 - partici… · Change, complexity & emergence Adaptive leadership Systems thinking ... case study – theory into practice](https://reader034.vdocuments.site/reader034/viewer/2022042212/5eb480976f2ff516a92e7c25/html5/thumbnails/42.jpg)
Making sense of our leadership context : “Bakens” *
WHY
HOW
WHAT
Concepts“What is
conceived”
Priorities (vision, purpose, strategic intent)
Principles for working with others (values, beliefs, assumptions
Outcomes (targets)
Leading for the Future / Facilitator Development (February 2013)Leading for the Future 2014 / March-April 2014
4242
Resource allocation and alignment
Arrangements for communications, information exchange, decision making
WHAT
Roles, accountabilities & organisation
Your initiative Carriers / Experts / Formal
Actions“What is
done”
Outcomes (targets)Allies and supporters
Creative & differing views
* Adapted by Malcolm Young from: the Bakens model developed by the Netherlands Pedagogical Instituut voor Oragnisatie-Ontwikkeling (NPI)