Becoming an Agent of Change SESSION 3 Learning to Lead Dr. Jorrit de Jong - Harvard Kennedy School

Introduction Course Overview and “Crafting the Job You Want” in MLD-101 Fall 2014 Leadership and learning are indispensible to each other John F. Kennedy

(Brookings Press 2008)(Brookings Press 2016)(Brookings Press 2012)

CASE: Harry Spence at the MA Department of Social Services

Creating Public Value, Mark Moore, 1995 Public Value Client Satisfaction, Better Social Outcomes, Improved Material and Immaterial Conditions Capacity Available Resources across organizational boundaries Support Approval or Endorsement by the Authorizing environment

Kind of ChallengeProblem Definition SolutionWho is doing the Work? TechnicalClear Authority AdaptiveRequires Learning Stakeholders Distinguishing technical problems and adaptive challenges Heifetz, Linsky and Grashow, 2010 Harvard Summer School / Cels & De Jong6

Kind of ChallengeProblem Definition SolutionWho is doing the Work? TechnicalClear Authority Technical and Adaptive Clear?Requires Learning Authority and Stakeholders AdaptiveRequires Learning Stakeholders Distinguishing technical problems and adaptive challenges Harvard Summer School / Cels & De Jong7

Instead of asking, “How do we get out of trouble?” we should ask “How do we run an efficient and effective organization that focuses on long-term strategies while in trouble? In fact, how can we use ‘trouble’ to continually learn and improve our practice?” Harry Spence Harvard Summer School / Cels & De Jong8

Leadership is the process of putting people who need to change in the unavoidable path of learning (Linda Kaboolian, Harvard Kennedy School)

Harvard Summer School / Cels & De Jong10 The Myth of the Broken System There is no such thing as a broken system - Each system is perfectly aligned to produce the results it currently gets Heifetz, Linsky, Grashow, 2009

Adapted from Heifetz; Slides by Irwin Turbitt

Adapted from Heifetz; Slides by Irwin Turbitt

Adapted from Heifetz; Slides by Irwin Turbitt

Adapted from Heifetz; Slides by Irwin Turbitt

Formal Authority Discretionary Space Exercise of Leadership Martyrdom The Boundaries of Authority and the Frontiers of Leadership 15

Strategy: Basic Questions What Value Might be Produced? What Support Needs to be Secured? What Capacity Can be Mobilized? How Can Value, Capacity and Support be Aligned? Who Needs to Do the Work? What Could Help Create and Sustain the Space for Collaborative Work? Leadership: Basic Challenges

Strategic Leadership for Change An organization or community that is better able to deal with important issues and/or produce public value. (Heifetz et al) Focused on aligning value, capacity and support in a changing environment (Moore) The process of putting people who need to change in the unavoidable path of learning (Kaboolian) What is the value proposition? Who are the stakeholders? What assets do you have and resources do you need? What does success look like? How would you know? What is gained and what is lost? Who needs to change? How will you make change unavoidable? How to facilitate real learning?