leading & managing in complex organizations integration day 4 – afternoon session michael j....
TRANSCRIPT
Leading & Managing in Complex Organizations
Integration
Day 4 – Afternoon Session Michael J. Deegan, M.D., D.M.
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Knowledge, Skills & Competencies ofEffective Physician Leaders
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Anatomy of Leadership
CHARACTER COMPETENCE
The Soul ofA Leader
The Heart &Mind of aLeader
Inner DrivesMotivation
PersonalQualities
+The Knowledge, Skills& Talents of a Leader
LeadershipSkills
after Bell: Great Leadership; Davies – Black, 2006
Manage-MentSkills
Profess-ionalSkills
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Leadership
• What is your definition?• Characteristics?• Qualities and Traits?• What distinguishes a great
leader?
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Maslow’s Hierarchy of Needs
PhysiologicalBreathing, Sleeping, Water, Food
SafetyHome, Health, Job, Financial
EmotionalFriends, Belonging, Love
EsteemSelf Respect, Attention, Achievement, Recognition
Self ActualizationTruth, Wisdom, Justice, Morality
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Social Motives
Need for Achievement (nAch) Goal: Personal accomplishment, innovation, creativity, mastery
Need for Affiliation (nAff) Goal: Inter-personal relationships, sense of belonging, community
Need for Power (nPow) Goal: Status, influence, control
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When Leading:
• Competencies determine what a person CAN do.
• Commitment determines whatthey WANT to do.
• Character determines whatthey WILL do.
Crossan M, et al. Developing Leadership Character, Ivey Business Journal, Jan-Feb 2012.
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TRANSCENDENT
INTEGRITYCOURAGE
HUMILITY
HUMANITY
CHARACTER
JUDGMENT
ACCOUNTABILITY
DRIVE
TEMPERANCEJUSTICE
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EMOTIONAL INTELLIGENCE COMPETENCY FRAMEWORK
Self Awareness Social Awareness
·emotional self awareness ·empathy·accurate self assessment ·organizational awareness ·service orientation
Self Management Relationship Management
·emotional self control ·influence·adaptability ·teamwork·positive outlook ·change catalyst·achievement orientation ·conflict management ·inspirational leadership ·coach and mentor
HCL&M-U1-S2-5
Adapted from Goleman,D; Hay Group
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Communication Styles
Action / Driver
Process / Analytical
People / Amiable
Idea / Expressive
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Communication Styles
• These are “inherent style preferences” • Each person has a “dominant” one, although one may have
other orientations• They are found universally, in all people• They influence how you communicate, learn and relate to
others• They are preferred tendencies and styles, not absolutes
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Leadership Definition
“Leadership is an influence relationship
among leaders and followers who intend
real changes that reflect their shared
purposes.”
Rost JC: Leadership for the 21st Century, Praeger, 1993.
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Complementary Contributions
• LEADERS
Cope with change
· Set a Direction
· Align People
· Motivate People
• MANAGERS
Deal with complexity
· Plan & Budget
· Organize & Staff
· Control & Problem
Solve
Kotter: What Leaders Really Do, Harvard Business Review, 1990.
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Organizational Leadership
Operational Leadership
PeopleLeadership
Entry Level
Mid Level
Senior Level
Appling the Right Leadership Mix at Each Level of Leadership Antony Bell: Great Leadership 2010
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Followership Styles*
Alienated Exemplary
Passive Conformist
Pragmatist
Independent,Critical Thinking
Dependent,Uncritical Thinking
Passive Active
Kelly R: The Power of Followership, 1992.
Long DG: Third Generation Leadership and the Locus of Control; Gower, 2012.
Leadership Evolution
Heroic (egocentric)
Obedience –
“You will”
· Social Class
· Longevity
· Power - Force
Post-Industrial (world centric)
Conformity –
“Will you”
· Meritocracy
· Carrot & Stick
· Remains
Hierarchical
Industrial (transactional)
Engagement – “How will we”
∙ Respect∙ Growth∙ Learning∙ Collaboration
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Physician Leader Career Progression* Conceptual
Conceptual
Conceptual InterPersonal
InterPersonal
Technical
InterPersonal
Technical
Technical
SCOPE Single Domain Mult Domains Enterprise
EXAMPLE PC Med Dir Dept Chair CMO
Modified from NCHL: Physician Leadership Development Programs, 2014.
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Anatomy of Leadership
CHARACTER COMPETENCE
The Soul ofA Leader
The Heart &Mind of aLeader
Inner DrivesMotivation
PersonalQualities
+The Knowledge, Skills& Talents of a Leader
LeadershipSkills
after Bell: Great Leadership; Davies – Black, 2006
Manage-MentSkills
Profess-ionalSkills
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Assignment: Write your Personal Leadership Philosophy
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Leading & Managing inComplex Organizations
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Strategic Apex
Technostructure Support StaffMiddle Line
Operating Core
Generic Mintzberg Model
Where the work of producing an organization’s products or services is performed
New layer(s) of managersproviding guidance between apex and operating core
Technical professional staff focused on work process design & standardization
CEO & executive team- strategy, financing, external relations
Operational support functions
Machine Bureaucracy
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Professional Bureaucracy
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Business Model Typology*
Solution Shop
Value-Added Process Business
Facilitated Network Business
*Christensen, The Innovators Prescription, McGraw Hill, 2009
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Sophisticated Technology that Simplifies
Low cost InnovativeBusiness models
EconomicallyCoherent Value Network
Regulations &Standards that Facilitate Change
Elements of Disruptive Innovation
Christiansen CM: The Innovators Prescription, McGraw Hill, 2009.
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Levels of Organizational Culture
Artifacts – symbols ofculture in the physical
and social work environment
ValuesEspoused: what members of an organization say they valueEnacted: reflected in the way individuals actually behave
Assumptions – deeply held beliefs that guide behavior and tell
members of an organization how to perceive and think about things
Visible, Often not Decipherable
Great Level of Awareness
Taken for Granted, Invisible, Preconscious
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Functions of Organizational Culture
• Provides a sense of identify to members and increase their commitment to the organization
• A sense making device for organization members• Reinforces the values of the organization• Serves as a control mechanism for shaping
behavior
However,• Can create barriers to change and innovation• Can create conflicts• Can alienate subcultures
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Defining Organizational Politics
Organizational politics are “thoseactivities taken within organizations toacquire, develop, and use power andother resources to obtain one’s preferredoutcomes in a situation where there isuncertainty or disagreement aboutchoices.” [ Pfeffer as quoted by Vecchio ]
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Power Types*
• Legitimate [ formal ]
• Reward [ formal ]
• Expert [ informal ]
• Referent [ informal ]
• Coercive [ formal ]*French & Raven
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Power Mediates Org’nal Conflict
Sources of Organizational Power
∙ Formal [legitimate] authority∙ Control of scarce resources∙ Organizational structure, rules and regulations∙ Control of decision processes∙ Control of knowledge and information∙ Control of boundaries∙ Control of technology∙ Interpersonal networks, alliances and the informal organization
Morgan G: Images of Organization; Sage, 1998
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Network Types
CohesiveNetwork
BridgingNetwork
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Newtonian World · Traditional physics and mathematics · Linear equations with reproducible results · Total predictability Relativity & Quantum Mechanics
Chaos, Complexity and CAS
Expanded Computing Capacity
Move the ComplexityDiagram in “Pictures” here
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Context for Introducing Complexity, CLT & Adaptive Leadership I
∙ Growing recognition traditional leadership theories [heroic, managerial] are, at best, overly simplistic
∙ Realizing organizations are highly complex and non-linear the notion a single leader “acts on” the organization to achieve his or her objectives for the organization may be misguided
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Context for Introducing Complexity,CLT & Adaptive Leadership II
∙ Therefore, if leadership is not “in” [heroic] or “done by” [managerial] a leader what constitutes leadership and from where does it originate? Leadership as an emergent event, an outcome of relational interactions among agents in a complex adaptive system
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CAS
Strategic Apex
Middle Line
Operating Core
CAS
CASCAS CAS
AdaptiveLeadership
EnablingLeadership
CLT Model
AdaptiveLeadership
AdaptabilityInnovationLearning
Agent
CAS
Bridging NWadapted from Marion, R: Organizational Leadership & Complexity Mechanisms in Oxford Handbook of Leadership, 2013.
CLT Conclusions
Organizations can best foster change if leadership is an enabling activity
Enabling leaders monitor the level of environmental complexity and adjust the relationships between adaptive, administrative and enabling components
High levels of environmental complexity require higher levels of organizational complexity 37
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The Adaptive Leadership Cycle
OBSERVE
INTERPRET
INTERVENEPLAN
DO
ACT
STUDY
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The Productive Zone of Disequilibrium
Technical Problem
WorkAvoidance
AdaptiveChallenge
Limit of Tolerance
Threshold of Change
Productive Zone ofDisequilibrium
TIME
Heifetz: The Practice of Adaptive Leadership, pg. 30
Ten
sio
n
for
Ch
ang
e →
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Shifts Required for Adaptive Thinking
TECHNICAL ADAPTIVE
BENIGN CONFLICTUAL
INDIVIDUAL SYSTEMIC
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Distinguishing Technical Problems from Adaptive Challenges*
Challenge Problem Definition
Solution Responsible Parties
Technical Clear Clear Authorities /Experts
Technical & Adaptive
Partially Clear
Partially clear +New learning
AuthoritiesStakeholders
Adaptive Requires new learning
Requires learning
Stakeholders
*Heifetz: Adaptive Leadership
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Properties of an Adaptive Challenge
Gap between the way things are and the desired state
Varied points of view Requires difficult learning Involves facing loss New competencies must be developed Takes longer than technical work Requires trying new things Generates distress, disequilibrium, and work
avoidance
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Diagnose Your Organization
• What is the Culture? The Artifacts, Stories, Behavior, etc. The Espoused Values The Deep Underlying Assumptions
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Diagnose Your Organization
• What is the Structure?Hierarchical vs Simple?Professional Bureaucracy?Practices, rules, norms?
• And what are the implications for achieving the change that is needed to thrive?
• Benefits, Obstacles, Challenges, Timing, Approach?
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Diagnose Your Organization
• What are the Politics involved? The formal and informal org structure? Who controls the resources? Who is affected: loose / win? Where are the loyalties, alliances? Who are the hidden stakeholders? Who can you partner with?
• Who are threatened by loss and change?• And how are they likely to respond to losses?
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Make Interpretations
Based on your knowledge, observations, experienceand insights:
Have people made the shift to adaptive thinking?
What are the default interpretations?
Develop alternate interpretations
Test your ideas and thinking
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Design Effective Interventions∙ Get on the balcony
∙ Ask “Is the Issue Ripe?”
∙ What is my role in this initiative?
∙ Frame the issue thoughtfully
∙ Hold steady when pushback occurs
∙ Identify emerging factions & coalitions
∙ Keep the work front and center
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Act Politically
• Expand your informal authority - strengthen relationships - achieve early wins - support others to gain allies
• Stay close to the opposition• Manage authority figures• Take responsibility for casualties• Protect and engage dissenting voices
Adaptive Leadership, pages 133 - 48
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Orchestrate the Conflict
By:
Creating a holding environment
Pacing the work
Adjusting the temperature
Showing everyone the future
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Give the Work Back
Transfer the work from you to others
Place the work where it belongs
Make your interventions short and simple
·observations ·questions ·interpretations ·actions
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Build Adaptive Capacity
∙ Expose - surface the elephants
∙ Foster shared responsibility
∙ Encourage independent judgement
∙ Develop leadership capacity
∙ Encourage reflection & continuous learning
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New Models of Leadership*
“a new leadership style…which can be described in three ways: the emotional capacity of leaders [values, courage, self-awareness, authenticity];
their intellectual and cognitive development [creativity, innovation, world view, systems thinking];
and the extent and depth of their social relationships and networks [alliances, community building, collaboration, virtual worlds].”
*Global Agenda Council on New Models of Leadership
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Bill George’s Questions
1. What kind of leader do you want to become?
2. How are you going to develop yourself as a leaders?
3. How are you going to make a difference in the world?