leadership development for systems change georgetown university 1 aligning perspectives, building...

Leadership Development for Systems ChangeGeorgetown University1

Aligning Perspectives, Building Common Ground and

Creating Shared Vision

Agenda•Values Continuum

•Polarity Management

•Interests and Positions

•Shared Vision

© 2010 NATIONAL TECHNICAL ASSISTANCE CENTER FOR CHILDREN’S MENTAL HEALTH, GEORGETOWN UNIVERSITY


SHARED

VALUES



Values in Leadership

Those personal, organizational, or community beliefs, standards, or qualities that influence your work and interaction with others. Personal values are critical in defining a personal vision.



Continuum of Values

source: TeamWorks, 2001, adapted from March of Dimes

FATE PERSONAL CONTROL

TRADITION CHANGE

TIME LINEAR ORIENTATION

TIME EVENT ORIENTATION



Value Systems OverlayIn any organization there is always more than one value

system at work• Value system of the Provider/Professional Group• Value system of the Individual Provider• Value system of the Team• Value system of the Client• Value system of the Agency• Value system of the Agencies• Value system of the Community

Source: TeamWorks, 2002



Addressing Unsolvable Problems

POLARITY

MANAGEMENT



What are Polarities?

Polarities are inter-dependant opposites which function best when both are present to balance each other

Source: Johnson, Barry (1996) Polarity Management, HRD Press, MA.



Examples of Polarities

• Breathe in/Breathe out• Leaders need to be conservative for Stability and

revolutionary for Change• We need to support Team development and reward

Individual achievement• Managers and employees need Training and must do

their Work• Organizations need Centralized Coordination and

Decentralized initiatives• Action/Reflection



Characteristics of Polarity Management

• Not problems to solve• Both/And not Either/Or• Polarities are meant to be managed by

leaders who understand the difference between problems to solve and polarities to manage

“Best of both while avoiding the limits of either”

Barry Johnson



Polarity Maps

• Tool to help identify the strengths of each pole (the upside) and identify the limits when we stay in either pole for too long (the downside)

• Greater Purpose Statement• Deepest Fear From Lack of Balance



Early Warning Indicators

• How will we know, what are the measurable indicators, that will let you know that you are getting to the downside of this pole

• Who will know and be on watch



Action Steps

• How will we gain or maintain the positive effects (the upside) from the focus on this pole and what measurable indicators can we design? ( what , who , by when measures)



Addressing Adaptive Challenges

INTERESTS &

POSITIONS



Interest-Based Collaboration

A way to facilitate working together by reframing competing positions to positive, future oriented, and common interests.



Why Focus on Interests?• Interests define the problem• Interests allow for more possible

solutions• Interests can help us evaluate a

possible solution • Interests make it possible for a

solution without compromise from anyone

GUCCHD Conflict Management Program, 2003

Reframing

Reframing



Shifting Positions to InterestsGrandma’s Summer Lake Cabin

Sell the Cabin Keep the Cabin



Shifting Positions to InterestsPlacement for Intensive Treatment

Institutional Care Wraparound Process



Addressing Adaptive Challenges

SHARED

VISION



Shared Vision

• Keep focus on the ultimate goal

• Enroll others (without pull) to achieve the ultimate hopes and dreams

• Provides a rudder to keep process and progress on course

• Directs stress back to deeply held views and commitment



Shared Vision

• Encourages risk taking in the interest of reaching the ultimate goal

• Supports persistence in the interest of reaching the ultimate goal

• Identifies and defines the long-term investment



Possible Attitudes Towards A Shared Vision• Apathy

• Non-compliance

• Grudging Compliance

• Formal Compliance

• Genuine Compliance

• Enrollment

• Commitment

Senge, P.M. (1990). The Fifth Discipline.



Possible Attitudes Toward a Shared VisionCommitment• Feeling fully responsible for making the

vision happen• Wants to reach the vision• Will make it happen—whatever it takes• Will create whatever structures are needed“I am inspired, have new ideas, and will bring the next step to bear.”



“It’s in important day in everyone’s life when they

begin to work for what they

want to build rather than please the boss or simply

comply.”



Supporting Creation of a Shared Vision: Strategies

• Telling• Selling• Testing• Consulting• Co-Creating



How will we know what success looks like?• People will show up for meetings

• People follow through on their tasks

• New relationships have been formed that cross boundaries of race, ethnicity, age, position, etc.

• New alliances and partnerships are evident

• The data shows improvement and people believe the data

• People can describe the shared vision

• It feels good!


“The measure of success is not that we have difficult problems to face, just that it’s not the

same problem we had last year.”

John Foster Dulles

leadership development for systems change georgetown university 1 aligning perspectives, building...

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