Stewart Mennin PhD Aydin, 2010 Leadership in a Complex World

Overview & Goals Aydin 2010 © Stewart Mennin 2010 What is leadership? Situational leadership Bottom up – Adaptive leadership Self-organization Top Down Administrative leadership Negotiating

Situational Leadership - Stacy Aydin 2010 © Stewart Mennin 2010 Far from Agreement Close to Agreement Close to Certainty Far from Certainty

© Stewart Mennin 2010 Ralph Stacy. Strategic Management and Organizational Dynamics In: Brenda Zimmerman, Curt Lindberg, Paul Plsek © 2001, Plexus Institute Edgeware Aydin 2010

Bottom-Up & Top-Down: Definitions Aydin 2010 © Stewart Mennin 2010 Order emerges from interacting agents & the environment Order is not imposed exogenously Leadership is top- down & bottom-up

Leadership Dynamics Aydin 2010 © Stewart Mennin 2010 Leadership of Context Enabling Leadership Conditions Relational Coupling Regulate Variety Organizational Form Stress Administrative Leadership Traditional Top-Down Adaptive Leadership Emergent Collective action Enabling Leadership Learning & Adaptation Leadership in Process

Mobilizing people to do work that consists of the learning required to address conflicts in the values people hold, or to diminish the gap between the values people stand for and the reality they face. Adaptive work requires a change in values, beliefs or behaviour. Adaptive Leadership Aydin 2010 © Stewart Mennin 2010

Three Elements of Adaptive Leadership Aydin 2010 © Stewart Mennin Context, boundaries, parameters 2. Diversity, differences, gaps 3. Self-organization - Emergence

Context, Boundaries, Parameters Aydin 2010 © Stewart Mennin 2010 Contexts as weave Dynamical, open to interaction with the outside world The environment Values, rules, beliefs, laws Organizational norms Physical What holds the agents together in the environment “Liberating constraints”

LIBERATING CONSTRAINTS Emergent phenomena are bounded Dependent on & independent of lower level agents COBEM 10 © Stewart Mennin, 2009

Differences, Diversity Aydin 2010 © Stewart Mennin 2010 Differences - source of information, solutions. Exchange of differences can lead to mutual change (co- evolution) & self-organization- An adaptive leader takes action to help people: Clarify values Bring together diverse views Promoting learning.

Self-Organization Aydin 2010 © Stewart Mennin 2010 Follows simple rules Order parameter Collective variable Formation of a new pattern in response to changing conditions Requires short-loop recursive feedback

Leadership with Formal Authority Aydin 2010 © Stewart Mennin 2010 Mobilizing adaptive work Authority as a resource for leadership Managing the holding environment Directing attention Gathering and influencing the flow of information Framing the terms of the debate Distributing responsibility Regulating conflict and distress Structuring the decision process

Leadership Without Formal Authority Aydin 2010 © Stewart Mennin 2010 Latitude for creative deviance Single issue focus Frontline information Modulating the provocation

Top Down Leadership

Approaches to Leadership © 2010, Stewart Mennin 16

Attraction Works Better Than Persuasion Aydin 2010 © Stewart Mennin 2010 Appreciative Inquiry Positive Deviance

Stability ~Instability (Resistance) Resistance is choosing something elseResistance is choosing something else Instability provides a point of entryInstability provides a point of entry Allows clear distinction between one pattern & anotherAllows clear distinction between one pattern & another Information is about differencesInformation is about differences Metastability & contemplationMetastability & contemplation

Far From Equilibrium Aydin 2010 © Stewart Mennin 2010

Institutional Culture Change: Indiana University School of Medicine Planned ≠ lived curriculum Emergent design Appreciative inquiry Complex responsive processes of relating Ottawa 2010 © 2010, Stewart Mennin Planned Lived Eric Johansson

Details Indiana © Stewart Mennin 2010 General change (non-specific), step by step emergent 3 years Recognize & disseminate success – Identify root causes Complex responsive processes of relating –Stacy Nonlinear change Attention to patterns enacted in the moment Cottingham, Suchman, et al., 2008 J Gen Int Med 23(6): Aydin 2010

Evaluation of Culture Change: Indiana University School of Medicine © Stewart Mennin 2010 Began at the beginning Multi-method –qualitative- quantitative design Track & publicize changes, emergent events Town meetings of discovery Focus on relationship- centered events Cottingham, Suchman, et al., 2008 J Gen Int Med 23(6): Aydin 2010

Decision-Linked Research Aydin 2010 © Stewart Mennin 2010 Stake holders’ needs for decisions in the future What do they care about? What do they need? When do they need it? In what form do they need it? What do you need from them?

Sometimes Leadership Involves Negotiation

Five Key Points to a Mutually Satisfactory Agreement Aydin 2010 © Stewart Mennin 2010 Interests Options Standards Alternatives Proposals Urey

Five steps to breakthrough negotiation Aydin 2010 © Stewart Mennin Go to the balcony 2. Stepped to their side 3. Reframe 4. Build them a Golden Bridge 5. Use power to educate Urey

Negotiation Template Aydin 2010 © Stewart Mennin 2010 Preparing to Negotiate. Urey, W. Getting Past No Interests Mine 1… 2… 3… Theirs 1… 2… 3… Options 1, 2, 3, 4, 5, 6 Standards 1, 2, 3, 4, 5, 6 BATNA (Best alternative to a non- negotiated settlement) Mine Theirs Proposals Aspire toLive with Content with

CHANGE IS A PROCESS NOT AN EVENT © Stewart Mennin 2010 Aydin 2010

Change Everything is in motion Change is about adaptation & co- evolution There is no movement without instability & resistance People don’t resistance, they choose something else We know the world through differences, instabilities & commonalities Aydin 2010© Stewart Mennin 2010

Ability & Flexibility to Learn Aydin 2010 Good judgment comes from experience. Experience comes from bad judgment © Stewart Mennin 2010