Organisation development through Organisation development through leadershipleadership

from theory to practice & back againfrom theory to practice & back again

My talk My talk

Personal reflectionsPersonal reflections

A focus on human activity rather than A focus on human activity rather than structure, entities, plans, models etc.structure, entities, plans, models etc.

This is how such things are This is how such things are enactedenacted in in organizations organizations

Four viewpointsFour viewpoints

1.1. Theory & practice are two sides of the same coinTheory & practice are two sides of the same coin

2.2. Leadership is as an ongoing, social Leadership is as an ongoing, social practice of the practice of the selfself (Larmore, 2010)(Larmore, 2010)

3.3. The way we develop leaders can and should The way we develop leaders can and should change change

4.4. Leadership can only actually support organization Leadership can only actually support organization development if it is operationaliseddevelopment if it is operationalised

Understanding theoryUnderstanding theory

Theory is how we interpret & make sense of our worldsTheory is how we interpret & make sense of our worlds

Organisation worlds are filled with practical theorists Organisation worlds are filled with practical theorists (Watson, 1994)(Watson, 1994)

A bias for action means this may not always be recognised A bias for action means this may not always be recognised (Weick, 2004)(Weick, 2004)

Theories are important because they influence our actionsTheories are important because they influence our actions

If time and space is not given over to reflection, If time and space is not given over to reflection, howhow they they do so may go unnoticed with potentially negative results do so may go unnoticed with potentially negative results (Argyris & Schon, 1992) (Argyris & Schon, 1992)

MacIntyre’s GhostsMacIntyre’s Ghosts

In and of themselves theories are unimportant In and of themselves theories are unimportant

Managers are often amused by theory or maybe interested Managers are often amused by theory or maybe interested in hearing about it. This does not mean they take it seriously in hearing about it. This does not mean they take it seriously in their practice in their practice

Yet, “ Yet, “ The practical world of business and government is The practical world of business and government is haunted by unrecognized theoretical ghostshaunted by unrecognized theoretical ghosts” ” (MacIntyre, (MacIntyre, 1992) 1992)

The link between theory and practice is that all practice is The link between theory and practice is that all practice is informed by some sort of theory, however ‘common sense’ it informed by some sort of theory, however ‘common sense’ it may be may be (Argyris & Schon, 1992)(Argyris & Schon, 1992)

Understanding PracticeUnderstanding Practice

Our theories-in use are expressed through our practice, Our theories-in use are expressed through our practice, which in turn reinforces which in turn reinforces these these as opposed to the theories as opposed to the theories we espouse (Argyris & Schon, 1992)we espouse (Argyris & Schon, 1992)

““Practices are not just what people do, but Practices are not just what people do, but why why they do it they do it and and howhow they do it they do it in the wayin the way they do” (Antonacopoulou, they do” (Antonacopoulou, 2011)2011)

So, practice is underlain with theory (recognised or not), it So, practice is underlain with theory (recognised or not), it is deeper than mere doing and it says something about our is deeper than mere doing and it says something about our identity identity

The practice of leadership especially is about identity…The practice of leadership especially is about identity…

Leadership practice as Leadership practice as identityidentity

More so than management, leadership creates expectations More so than management, leadership creates expectations of self-awareness on the part of the one charged with leading of self-awareness on the part of the one charged with leading others others

Think of the answer to two Q’s:Think of the answer to two Q’s:

Why should anyone be managed by you? Why should anyone be managed by you?

Why should anyone be led by you? Why should anyone be led by you? Because I’m authentic, I Because I’m authentic, I have a vision, sense of purpose, end in mind, etc. have a vision, sense of purpose, end in mind, etc.

(Goffee & Jones, 2004)(Goffee & Jones, 2004)

Leadership practice as Leadership practice as identityidentity

Leadership requires more self-investment on behalf of the leader Leadership requires more self-investment on behalf of the leader (and follower!)(and follower!)

Leadership is not something you do, it is a practice of the self – a Leadership is not something you do, it is a practice of the self – a practical conception and expression of your identitypractical conception and expression of your identity

Leadership is about knowing, doing and Leadership is about knowing, doing and beingbeing (Snook et al, 2011)(Snook et al, 2011)

An An existential qualityexistential quality is added to the formula which is missing is added to the formula which is missing from typical conceptions of managementfrom typical conceptions of management

With leadership, walking the talk is unavoidable, you cannot With leadership, walking the talk is unavoidable, you cannot saysay

you are a leader you must you are a leader you must bebe one – only question is, what kind? one – only question is, what kind?

A million leaderships?A million leaderships?

6 million to be precise *6 million to be precise *

201 million web pages returned on a 201 million web pages returned on a google.co.uk of the word ‘leadership’google.co.uk of the word ‘leadership’

6 million books on leadership found 6 million books on leadership found

* Source – Richard Bolden, 2011, International Journal of * Source – Richard Bolden, 2011, International Journal of Management Reviews Management Reviews

Pity the practitioner…Pity the practitioner…

““The flesh is sad and The flesh is sad and I have read all the I have read all the books”books”Mallarme Mallarme

“Here I am poor fool once more no wiser than I was before” Goethe’s Faust

Oh dear….But I’ve been leading this

way for years!

Prescriptive leadership Prescriptive leadership development never worksdevelopment never works

A million leadershipsA million leaderships – – choose onechoose one

When leadership theorists cannot settle on a unified definition of When leadership theorists cannot settle on a unified definition of the concept, how can we ‘blame’ those who must practice the concept, how can we ‘blame’ those who must practice leadership for not following theoretical advice? leadership for not following theoretical advice?

There is only one leadership – the leadership you can There is only one leadership – the leadership you can live with, practice, and learn from continuously live with, practice, and learn from continuously

Make practice the starting block for leadership learning and use Make practice the starting block for leadership learning and use collective reflection to evaluate, shape and develop this in your collective reflection to evaluate, shape and develop this in your organisation organisation

Why collective reflection?Why collective reflection?

The contribution of individual leaders The contribution of individual leaders (‘heroic leaders’) to the success of (‘heroic leaders’) to the success of organisations is overstated organisations is overstated (Thorpe et (Thorpe et al, 2011)al, 2011)

Leadership is an interdependent, Leadership is an interdependent, social and relational phenomenonsocial and relational phenomenon

Value of collective Value of collective reflectionreflection

Using collective, reflective practices Using collective, reflective practices (Reynolds & Vince, 2004 )(Reynolds & Vince, 2004 ) to develop to develop leaders:leaders:

honours the role of experience in their honours the role of experience in their learninglearning

allows ‘theories-in-use’ to be surfaced and allows ‘theories-in-use’ to be surfaced and examined for efficacyexamined for efficacy

recognises important social aspects of recognises important social aspects of leadership and leading in organisationsleadership and leading in organisations

Leadership the OD Leadership the OD provider provider

Provides directionProvides direction

Provides alignmentProvides alignment

Provides realistic possibilityProvides realistic possibility

Remembering the Remembering the business business

Leadership is a means, not an end in Leadership is a means, not an end in itself itself

The end is organisation development The end is organisation development to defined success goals to defined success goals

Misunderstanding this helps no one Misunderstanding this helps no one

Operationalising effective Operationalising effective leadership practices: leadership practices: 3 concrete 3 concrete

examplesexamples

1~ SPACES 1~ SPACES

Literally carving out a ‘space’ where Literally carving out a ‘space’ where leadership can occur leadership can occur

Improving vertical & horizontal Improving vertical & horizontal communication lines by practicing communication lines by practicing leadership listening and dialogueleadership listening and dialogue

Simple, cost efficient Simple, cost efficient

1~ SPACES 1~ SPACES

Open to allOpen to all

Themed sessionsThemed sessions

Invisible design Invisible design

Results? Proof that listening and Results? Proof that listening and dialogue are critical to successful dialogue are critical to successful organisation developmentorganisation development

2~ Leadership Learning 2~ Leadership Learning LabsLabs

Recognising how leaders really learnRecognising how leaders really learn

Revising how content is usedRevising how content is used

A difficult but rewarding method - collective A difficult but rewarding method - collective reflectionreflection

Results? When you take leader’s experience Results? When you take leader’s experience seriously, they take leadership learning seriously, they take leadership learning more seriously than usualmore seriously than usual

3~ Coaching for 3~ Coaching for performance improvementperformance improvement

Proceduralising performance Proceduralising performance conversations conversations

Combining measurement & care Combining measurement & care

Results? Managers & employees like Results? Managers & employees like fair evaluation done well, and done well fair evaluation done well, and done well it improves performanceit improves performance

Viewpoints summaryViewpoints summary

Theory and practice are two sides of the same coin – that coin is experience itself

Spending experience wisely means examining / understanding your ‘theories-in-use’

Leadership is a social, practice of the self

How you lead, and the success of this enterprise, is dependent on others and says something deeper about you than your job title…

Viewpoints summaryViewpoints summary

Develop leaders together, beyond merely a shared curriculum

Go for development which focuses on shared experiences and make collective reflection a key method

Viewpoints summaryViewpoints summary

ActualiseActualise leadership for leadership for organisation development by organisation development by providing for spaces and providing for spaces and processes in your organisation processes in your organisation by which it can be by which it can be enactedenacted, not , not just known about or discussed just known about or discussed

Creating rules about Creating rules about something demonstrates that something demonstrates that we care for that thing we care for that thing

HR leadership is the first step. HR leadership is the first step. If we doesn’t care, arguably no If we doesn’t care, arguably no one willone will

Viewpoints summaryViewpoints summary

For more on the references used For more on the references used in this presentation contact me on in this presentation contact me on

http://http://www.linkedin.com/in/richardcotterwww.linkedin.com/in/richardcotter