onderwijsdag utwente msc honours course master talents, change leaders: creating outstanding results...

Onderwijsdag UTwente MSc Honours Course Master Talents, Change Leaders:

Creating Outstanding Results and Meaningfulness through Authentic Leadership

September 18th 2012

Amaranta Karssiens MSc, R.A.A.K. Consultancy BV &

Prof.Dr. Celeste Wilderom, UTwente

We can’t solve problems by using the same kind of thinking we used when we created them’ (Einstein)

‘Move one stone in the river and the whole riverbed changes’ (Jewish saying)

Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918 1

TGS-Question MSc Honors Course

Develop Change Leaders in the Areas of- Research (Onderzoek)- Design (Ontwerp)- Entrepreneurship / Organizing Work Settings (Management)

Target Group- 20 highly talented students, High Tech, Human Touch, UT-wide

Location: on-campus, UT


Flow of the workshop 1. Design of the Change Leadership program

2. Together explore the essence of our vision on leadership. Leadership as a‘way of being’(open mind, open heart, open will)

3. PhD research on this honorsprogram

4. Futher co-development on the proposal of this Change Leadership program


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1. Design of the program’s outcome

1. One can lead a project and produce results

2. Having skills concerning leadership

2a. One can act in the 4 attitudinal aspects of Leadership;

2b. One can take on coaching and one can give coaching;

2c. One can create leaders by guidance on the 4 attitudinal aspects of Leadership.

3. One can think conceptually and imaginatively: in possibilities from the future

Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

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1. Design of the program’s activities

Activities:• Engaging and delivering in a project

• Monthly multi-day training: on campus UT

• Weekly ½ hour Skype-coaching on the progress in the project

• Lectures on Change Leadership in the areas: Research, Design and Entrepreneurship/Organizing/Managing

• Writing a final paper (incl. academic and experiential knowledge/insights)

Format:Offering knowledge and insights about Change Leadership:both experientially (learning by doing) and academically


1. Design of the program’s format


Leading a project

- Being possibility, Creating possibility and Producing ResultPlus with the team

- ½ hour a week individual Skype-coaching on progress in the project- Lectures in Change Leadership in the area of research, design & entrepreneurship/ management

Recruiting

&

Selecting

Project-

management

Workshop I

Result-

’Way-of-being’-

Behaviour

Workshop II

Leading,

Change and

Productive Team

Workshop III

Leading and create

Possibility

Workshop IV

Progress in

project and

coaching

Workshop VI

Presentation

of the ResultPlus

In the Project

2. Format of the workshop: inquiry

A professional inquiry, exercises, explore together, think together, talk together, self exploration and share what you have discovered.

Inquiry without immediate judgments: good or bad!


2. Leadership Different ways of learning

- Learning by doing, experience and inquiry. Develop wisdom.

- Learning by cognition, lectures and books. Develop things to know.


2. LeadershipOur vision: Building learning organizations/work

settings, based on values

1. From management (blue-print, top down) to leadership and building learning organizations/ work settings, based on values

2. Leadership from a ‘way of being’ and creating a productive team

3. Co-creating from the future


2. LeadershipExercise: where to look, at which place?

Spot connection, speech, thoughts and emotions:

1. How do I receive difficult messages?

2. How are difficult messages given by me received by the other person?


2. Leadership Where to look: at which place?

Content

Procedures

Process

One’s belief system


Levels of communication

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2. LeadershipExercise: Content, procedure, proces, one’s

belief system

Picture in your mind a meeting and watch thecontent, the procedures and the process.

- How effective was this meeting? - Decisionmaking with commitment? - What doesn’t work? What is in the way?


2. Leadership One’s belief system: difficult to see

• ‘Fish, tell me what is the colour of the water you’re swimming in?’

• The fish may well answer: ‘Water? What’s water?’

• Your watercolours are as it were a Blind Spot (Scharmer, 2009)


2. Leadership One’s belief system: how to hit your blind spot?

How to hit your blind spot?• Make a commitment to a measurable,

visible result

• Inquiry and Coaching on the progress on this result: inquiry without judgement good / bad

• This produces insight in behavioural patterns and your ‘way-of-being’: acting ‘more of the same’

• Opens the possibility of acting differently, adequate to a given situation


.

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2. Leadership One’s belief system: inside mirrors outside

Situation

Result (content)

‘Way-of-Being’ Behaviour

Rogers, C, 1980, Way of Being, Pentland, S, 2008 Honest Signals, Norbu, N, 1983, The MirrorKarssiens, A. et al., 2012


2. Leadership‘Way of being: two different‘ways of being’

– Based on righteousness, judgements and opinions• Looking for a dual perspective good-bad• Skilled incompetence (model 1 Argyris)• ‘Powergame’ based on being right: ‘yes-but’-conversations

– Based on‘being possibility• Feeling free• Acting adequately in a given situation

(Collin, J., 2010)(Karssiens, A. et al, 2009)


‘Yes-but’-conversation costs:• Relation• Freedom of speech is small• Energy, stress, health• Vitality

Yes-but-conversations credits:• Dominating, “don’t you tell me what

to do”• Rightness: I am good, you are bad• Justify: ‘yes-but’-conversation• Take no responsibility for unconscious

drives (success formula – stoprule)• Not recognising differences


2. Leadership‘Way of being’shows in‘yes-but’-conversation

.

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2. Leadership‘Way of being’exercise:‘yes-but’-conversation

3 persons:

Together find your own example of a‘yes-but’ -conversation that took place last week.

Work or private.


2. Leadership‘Way of being’pattern:

One’s belief system pattern success formula – stoprule• Basic assumptions success formula:

• ‘I always want to win’• ‘I always know the details’• ‘I always have everything under control’• ‘I am always enthusiastic’

• Basic assumptions that stop you (‘stoprule’):• ‘I am not respected’• ‘I feel unheard’• ‘I don’t belong to them’• ‘I am not accepted’• ‘I am not recognized’


2. Leadership‘Way of being’exercise: succesformula - stoprule

3 persons• What are your 2 best talents?• How is it connected to a ‘stoprule’?

• What would it look like if not connected to a‘stoprule’?


2. Leadership ‘Way of being’: creating a possibility

Two different ways of thinking:• Think the present from the past• Create the present from the future

past present future


2. Leadership‘Way of being’: creating posibility

– Create the future as a possibility (Jaworski, J. et al, 1996)

– Space for not-knowing (Taleb, N, 2008)

– Space for trust beside working in coalitions (Jansen, W. et al, 2007)

– One can see and accept differences (‘Negative capability’, French)


2. LeadershipBuilding learning organizations/work settings,

based on values

1. Leadership from a‘way of being’: open heart, open mind, open will

2. Co-creating with a team from the future

3. Building learning organizations/work settings, based on values


2. Leadership Building learning organizations/work settings,

based on values

Work definitions of leadership:

– Being possibility– Creating possibility for a team and produce ResultPlus– Creating leaders by guidance on the 4 attitudinal aspects of leadership:

commitment, responsibility, being in relation and integrity;– Being agile in behaviour– Having freedom with discipline


(Karssiens, A. et al, 2009)

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2. LeadershipExamples of themes of the lectures

• Etics, values & wellbeing, and desirable results• Mind, voice, body: Meditation• Life-long learning and improving the processes of

producing• Building Network organizations in context: Social

media• Innovation that travels.


1. Design of the program’s outcome


1. Lead a project and produce results

2. Have skills concerning leadership

2a. One can act in the 4 attitudinal aspects of Leadership

2b. One can take on coaching and one can give coaching

2.c One can create leaders by guidance on the 4 attitudinal aspects of Leadership

2d. One can think in possibilities from the future

3. One can think conceptually and imaginatively

1. Design of the program’s activities• Offering knowledge and insights about Leadership and Change: both experientially

(learning by doing) and academically

• Delivering of a project

• Monthly multi-day training, location: campus UT

• Weekly ½ hour Skype-coaching on the progress in the project

• Workshop coaching for the Peer coaches

• Lectures on Change Leadership in the area of Research, Design and Entrepreneurship/Management

• Writing a final paper: academic and experiential reporting


1. Design of the program’s timing

• Duration: 3 Quartiles (mid November 2013 – mid June 2014: effectively 25 weeks)

• Time consumption:- Delivering a project- In total: 11 multi-days training- Workshop coaching for the Peer coaches- Weekly ½ hours Skype coaching by professionals (12 weeks) and peer coaching (13 weeks)- Lecture- Writing a paper

• Coaching structure: 13 weeks Peer coaching


1. Design of the program’s format


Leading a project

- Being possibility, Creating possibility and Producing ResultPlus with the team

- ½ hour a week individual Skype-coaching on progress in the project- Lectures in Change Leadership in the area of research, design & entrepreneurship/ management

Recruiting

&

Selecting

Project-

management

Workshop I

Result-

’Way-of-being’-

Behaviour

Workshop II

Leading,

Change and

Productive Team

Workshop III

Leading and create

Possibility

Workshop IV

Progress in

project and

coaching

Workshop VI

Presentation

of the ResultPlus

In the Project

3. PhD research Longitudinal Research

Research questions

What are the working ingrediënts of this leadership program?

– The effect of the used leadership concepts: 2 years later?– The results in the projects: 2 years later?– The role of Skype & Peer coaching?– The design of the Change Leadership program: experiential learning and lectures?– The way of being of the trainers and coaches?


3. PhD researchArticles written

1. Karssiens, Amaranta et al (2012) a. Feeling Responsible versus Acting Responsibly: A Contribution of a Leadership Program Journal of Management DevelopmentWinner of the Copenhagen Business School Award for the outstanding field report paper on Management Consulting, Academy of Management (AoM) 2010b. ‘Verantwoordelijkheid Voelen versus Verantwoordelijkheid Nemen: De Bijdrage van een Leiderschapstraject in een penitentiaire organisatie,’In: Cultuurverandering: Mythe of Realiteit, blz 154-161, Kluwer 2009

2. Karssiens, Amaranta et al (2009) a. Results-orienterd Leadership: Leading from Images and Abundance for Results Under reviewb. Leidinggeven vanuit verbeelding en overvloed: Een perspectief op resultaatgericht leiderschap. M&O, Tijdschrift voor Management & Organisatie, 63(5): blz 58-76

3 Karssiens, Amaranta et al (2012): Leading with Sensory, Emotional and Cognitive Intelligence: Creating Space in Patterned Thoughts and Behaviours Under review

see www.raakconsultancy.nl


http://www.raakconsultancy.nl/

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3. Publications of prof.dr.C.Wilderom (UT-MB)on Leadership

• A longitudinal study of the effects of charismatic leadership and organizational culture on objective and perceived corporate performance Leadership Quarterly 23, 835-848, with Peter van den Berg & Uco Wiersma, 2012

• Human dynamics and enablers of effective Lean team cultures and climates. Invited, reviewed chapter for the prestigious Annual (Wiley-Blackwell) Book series: International Review of Industrial and Organizational Psychology, with Desiree van Dun, 27, 115-152, 2012

• Failed culture change aimed at more service provision: A test of three agentic factors Journal of Organizational Change Management 25, 3, 364-391 with Petra Jorritsma, 2012

• Transformational leadership as a mediator between emotional intelligence and team outcomes Leadership Quarterly 22, 4, 591-603, with Sylvia Hur & Peter van den Berg, 2012

• Leren van presteren op de werkvloer via zelfontwikkelde prestatie-indicatoren M&O Tijdschrift voor Management en Organisatie vol. 65, no. 5 sept/okt p. 60-79, with Marianne Gravesteijn, Frank Evers & Martijn Molenveld, 2011

• Gegeven de duale loyaliteit van wetenschappers aan universiteiten: Combineer professiegebonden en institutionele ethiek Tijdschrift voor Hoger Onderwijs 28 (2) 62-82 with Andre Nijhof & Marlies Oost, 2010

• Cultural and leadership predictors of corporate social responsibility values of top management: A GLOBE study of 15 countries, Journal of International Business Studies 37 (6), 823-837, with Waldman, D.A De Luque, M.S., Washburn, N., House, R.J., Adetoun, B., Barrasa, A., Bobina, M. and others

[email protected] http://www.utwente.nl/mb/ba/staff


mailto:[email protected]

http://www.utwente.nl/mb/ba/staff

Other relevant literature (1)

• Collins, J. (2010), Good to Great, Business Contact, 18e druk, Harper Collins• Jaworski, J. et al, (2011) Synchronicity, the inner path of leadership, Berret Koehler• French, R. “Negative capability”: Managing the confusing uncertainties of change. In: Journal

of Organizational Change Management 14 (2001), No. 5. p. 480-492• Hargadon, A. (2003), How Breakthroughs Happen: The Surprising Truth about How Companies

Innovate (Harvard Business School Press, 2003). • Kahane, A. (2010): Power en Love, a theory and practic of social change, Berret Koehler• Karssiens, Amaranta et al (2012): Feeling Responsible versus Acting Responsibly, to be

published in Journal of Management Development, Emerald. Winner of the Copenhagen Business School Award for outstanding fieldreport paper on Management Consulting, Academy of Management (AoM)2010

• Karssiens, Amaranta et al (2009): Leidinggeven vanuit verbeelding en overvloed: Een perspectief op resultaatgericht leiderschap. M&O, Tijdschrift voor management & organisatie, 63(5): 58-76. ’Result-oriented leadership, a perspective from imagination and abundunce’, Under review in English Journal, see www.raakconsultancy.nl.

• Karssiens, Amaranta et al (2012): Leading with Sensory, Emotional and Cognitive Intelligence: Creating Space in Patterned Thoughts and Behaviours, Under review


http://www.raakconsultancy.nl/

Other literature (2)• Norbu, C. N. (1983) The Mirror: Advice on the Presence of Awareness. New York: Barrytown

Limited• Pentland , S. (2008) Honest Signals, MIT Press• Rogers, C. R. (1980) A Way of Being. Boston: Houghton Mifflin• Scharmer, C. O. (2009) Theory U: Leading from the Future as it Emerges: The Social

Technology of Presencing, Berrett Koehler• Scharmer, O. (2009) The Blind Spot of Economic Thought: Seven Acupuncture Points for

Shifting to Capitalism 3.0. Paper prepared for presentation at the Roundtable on Transforming Capitalism to Create a Regenerative Economy, MIT, June 8-9

• Senge, P. et al (2010) The Necessary Revolution, Nicolas Brealey• Senge, P. (1990) Leaders new Work: Building learning organizations, In: Sloan Management

Review, Fall, MIT Press• Varela, F.J. (1999): Ethical Know-how: Action, wisdom, and cognition. Stanford, California:

Stanford University Press


Leadership ‘Way of being’ exercise: one creates

1. Take a person in front of your eyes which you don’t like so much.

2. What are the judgment you have about this person?

3. In a minute you have a conversation with this person. You have the door latch in your hand, you open the door, you see the person sitting around the table.

4. What is happening in the conversation?


onderwijsdag utwente msc honours course master talents, change leaders: creating outstanding results...

Documents

design management

project management workshop

project slide

coaching workshop

authentic leadership

area of research

phd research

possibility workshop