systemic leadership learning by dr morne mostert - we read for you

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

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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

info@leadershipoptions.co.za

SLL Theory Supra-model

Legend

• Systems

• Fields of study

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Molecule/ Fractal/ Mandala

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Thank you

Conclusions? morne@leadershipoptions.co.za

http://slltheory.ning.com/

JOIN online! Or contact

morne@leadershipoptions.co.za