MGT6230 Last Dr Ridhwan Fontaine

Objectives of the course 1. To present the Islamic perspective to OB 2. To Develop a Systems Perspective of OB 3. To focus on Problem Solving, Negotiation, Collective Leadership and Change Management

Overview of the Course The Islamic Purpose of Life The Protestant Reformation – Complexity theory. Process Thinking Systems Thinking Game – the Inefficient version Systems Thinking Game – the Efficient version Peter Senge’s Fifth Discipline Back to the Muslim world – root cause and symptoms of the problem Mid-Semester Exam Problem solving: future system and current system Negotiation – asking the right questions – systems archetypes Collective leadership – the power of shura – shura and systems thinking Change – the power of mental models Review

Final exam Part A Negotiation Leadership Change management Part B MAS case study Part C Article from Peter Senge on Change Management

Purpose of life Systems Thinking Problem solving Negotiation Collective Leadership Change

The Iceberg Model and Systems Archetype s

What are the systems archetypes?

“Cover-To-Cover” and “Qur’an In-Depth”

The Islamic Perspective: Surah Nuh And said, 'Ask forgiveness of your Lord. Indeed, He is ever a Perpetual Forgiver. He will send [blessings] the sky upon you in [continuing] showers

Leadership: From Individual to Collective And those who have responded to their lord and established prayer and whose affair is [determined by] consultation among themselves, and from what We have provided them, they spend (42:38).

Individual Leadership Thinking about Purpose of life Your mindset Building an organization that is aligned to your purpose of life Focus Identifying goals and selecting priorities Sticking to these goals (avoiding procrastination) Mentoring and Coaching Evaluating performance of subordinates Changing your subordinates

Leadership & Controlling: Coaching and Mentoring “Mat” (not his real name) was one of my undergrad students. He was getting B- but he could get B+. He admitted that he was in a “comfort zone”

Leadership & Controlling: Coaching and Mentoring “Mat” studied in a tahfiz school from Form 1 to Form 4 – He memorized 20 juz. I asked him to teach me tilawah Qur’an during Ramadan By the end of Ramadan, his motivation and behaviour had changed – he was out of his comfort zone.

Leadership & Controlling: Coaching and Mentoring What happened? Mentoring and coaching requires regular discussions (daily or once a week) Let the mentee control the session and solve the problem by himself – the mentor / coach is there to listen and ask questions

Leadership & Controlling What does not work: Once a year formal performance evaluation “ordering” subordinates to work harder Criticising all the time the lack of performance Sitting in an office, without going to the ground What works: Daily / weekly informal performance reviews Praising people’s efforts Building personal relationships Giving people time to change

Individual Leadership Good for solving individual problems Bad for solving organizational problems – still need systems thinking and systems archetypes Collective Leadership (with a facilitator that has been trained in systems thinking and systems archetypes) Good for solving systems problems and organizational problems Lack of personal touch

Solution 94% of problems created by the organization Collective leadership – should occupy at least 50% to 80% of your time 6% of problems created by individuals Individual leadership – personal touch necessary to motivate and change direct subordinates – the rest of your time The more complex your organization, the more you need to focus on collective leadership

Profound Change – Peter Senge Document the success and learning experiences of leaders trying to apply the Fifth Discipline – it’s possible but there are things you need to be aware of

American style Rely very much on “orders” Gets compliance Management by fear “Comfort zone” is always a problem Japanese style Rely on “mutual consultation” Gets commitment Management by respect Easier to get people out of their “comfort zone”