systemic leadership learning by dr morne mostert - we read for you
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Systemic Leadership Learning By Dr Morne Mostert With gratitude Prof Roy Marcus Dr Francois Hugo
Date: 19 March 2013
Your partner in world-class business learning
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B L
C MENEUTICS
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“Systemic Leadership Learning shows innovative ways of developing leaders who can cope with the ‘perfect storm’. A big leap forward in learning methodologies for business education and consulting.”
Prof. John Pourdehnad, Associate Director of the Ackoff Collaboratory for Advancement of Systems Approaches at the Wharton School, University of Pennsylvania
“…supports the building of leadership capability in Africa by assisting leaders in effectively navigating the complexity of Africa. This helps both the organization and the leader to deliver enhanced performance improvement and sustainable ROI.”
Tracy Pienaar, Head of Learning & Development in Africa, Standard Bank.
“Systemic Leadership Learning offers a methodology for both leadership development and professional services that changes the way we create, develop and nurture effective leaders in industry today.”
Dr. Steven Shepard, President of Shepard Communications Group, Adjunct Professor at USC Marshall School of Business
Praise for this book
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• Global HC report PWC March 2006, 15 000 organisations: – no clear indication that enhanced performance is arising from the considerable
investment in leadership development, p.4
– new approaches to leadership development are required, p.5
• Executive education happens in boxes, e.g. Finance, HR, Strategy, Law, Operations, Marketing, etc.
• The best, brightest and most talented are selected from among thousands; the “best” of these promoted to management, and the select few are then asked to “listen” during training, and “do” during performance
• As a result, leaders – Don’t learn optimally, because their reality is often not examined
– Don’t lead optimally, because they lead in pre-prepared boxes
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The problem
“Fortunately my education has had no effect on me whatsoever.” Oscar Wilde
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The problem (2)
Leadership
HR
Training
Dept
Facilitator
Provider
Leader
Staff/Process
CONTENT
DOMINATES
As any training organisation
knows…
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4.7.2
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Towards
Requisite Thought Architecture (RTA)
For
Immediate, rapid conceptual prototyping
with systemic implications
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Systems
Thinking
Leadership
Learning/
Education
Psychology
Sociology
Business
Systems Thinking
6. Leading
systems
11.
Educational
Systems
16. The
psychology of
systems
21.
Sociological
systems
26. The
business
world as a
system
Leadership
1.Systemic
leadership
12.Education
al Leadership
17. The
psychology of
leadership
22.
Sociological
leadership
27. The
business of
leadership
Learning/
Education
2. Systemic
Learning
7. Leadership
Education
18.
Psychology of
education
23.
Sociological
education
28. The
business of
education
Psychology
3. Systemic
psychology
8. Leadership
in psychology
13.
Educational
psychology
24.
Sociological
dimensions
of
psychology
29. The
business of
psychology
Sociology
4. Systemic
sociology
9. Leadership
in Sociology
14.
Educational
Sociology
19.
Psychological
dimensions of
sociology
30. The
business of
sociology
Business
5. Systemic
business
thinking and
operations
10.Leadership
in business
15. Education
for business
20. The
psychology of
business
25. The
sociology of
business
Scope
Definition
Legend:
Central
Intermediate
Peripheral
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Literature review: Content
1. Leadership
2. Systems Thinking
3. Learning
4. Story
5. Qualitative Research in Mode 2 Knowledge Production
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Integrating four systems
Leader
“Facilitator” Organisation
SLL
Learning content
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Leader as multidimensional system
• all leaders hold
positions on all
dimensions,
simultaneously
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™Entrenchment curve
Financial
freedom and
authority
Supra-system freedom
and authority
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™Authority Paradox
Level of
authority
Scope of authority (& client contact)
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• 31 Aug 2005, over Tigris river in Baghdad 1000 die in stampede
• Fearing rumour on other side due to finger pointing of suspected suicide bomber
• They forced their way back to origins (bridge that had closed, and only opened inward on the other side) and “self-destructed” as a result
• Competitors caused death through fear and self-destruction, without any weapons or fighting
• The Al-Aaimmah Bridge effect: When an organisation self-destructs due to irrational fear of the outside world and an overly inwardly focus
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Al-Aaimmah bridge effect ©
• The observer assumes a link - often a causal relationship – between two events, changes or entities simply because they are in proximity of one another, based upon similarity in – chronological timing
– shape, size or appearance
– context or conditions
– origin
• Flawed implication that problem and solution are contiguous, thus masking underlying problems
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Proximity Perception Trap
27 The privilege of working with the minds of leaders
1. Aesthetic elegance • “innovative, insightful, creative”
2. Schematic resonance • agreement, philosophical match, “I agree”
3. Contextual relevance • I agree, and it is relevant for one or more areas of my life/identity, “Yes,
where I work that also happens.”
4. Opportunity • Relevant, and I could…
5. Responsibility • I could, and I should/have to/need to…
6. Application • I should, so I will/ how do I…?
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Idea Appreciation Continuum©
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System Dependency Analysis
30 Copyright Leadership Options 2012
SLL Theory Supra-model
Legend
• Systems
• Fields of study
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Molecule/ Fractal/ Mandala
http://slltheory.ning.com/
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