MNDAKSPAN Conference February 28, 2015 Leading in Times of Change Please note that this presentation follows the intro to Allina; in that presentation we cover *Mission, Vision, Values *What makes up “Allina” and where are we located *Allina Scorecard – Measures of Caring – Care, Pt. Experience, Financial Health, Growth, People, & Community

“Be the change you want to see” -Ghandi

You are a leader…. whether you want to be or not http://www.ted.com/talks/drew_dudley_everyday_leadership Handout…..

Lollipop Leader What resonated with you about what Drew Dudley and Marianne Williamson said? How can you see yourself putting this concept to practice?

Adaptive Leadership Five Big Ideas Difference between technical and adaptive work Productive range of tension Work avoidance as a signal of being outside the productive zone Reflecting in action Difference between role of authority and the exercise of leadership

Skill #1: The most common cause of leadership failure is treating an adaptive problem with a technical fix. Learn to recognize adaptive work.

Technical Problems vs Adaptive Challenges Easy to identify Often lend themselves to quick, easy solutions Can be solved by an authority or expert Requires change in just one or a few places Either/Or thinking Solutions can often be implemented quickly (by edict) Example – take lisinopril for your blood pressure Difficult to identify (easy to deny) Requires changes in values, beliefs, roles, and approaches to work People who have the problem do the work of solving it Requires change in numerous places often crossing organizational boundaries Both/And thinking Solutions require new discoveries, new skills and can take a long time to implement Example - lifestyle change to exercise, eat right and be stress-free

“Either/or” “Both/and” thinking One right answer When you are right, those who disagree are wrong! Both/and More than one right answer When you are right, those who disagree may also be right Give examples – using examples of both either/or and both/and. Ask delegates for further examples. Group exercise 1 – on tables ask the delegates to think about both types of thinking. Ask for at least one example of each from tables. Why it is important to think of both aspects ‘both/and’ thinking. Jot down examples on flipchart. Add to this list if there are not enough examples

Adaptive Challenges

Adaptive Leadership

Polarities In all difficult, wicked or adaptive problems Power and truth in both aspects “AND” is the key Either taken to extreme alone is nonsense

Holding both in tension = managing a polarity Standardize Customize System Local Quality Finance

Leadership Lessons from Dancing Guy http://www.youtube.com/watch?v=fW8amMCVAJQ

Productive Range of Tension

Human Systems Productive Range Limit of tolerance I don’t want to hear any more bad news. I can’t make sense of any of this. I am so terrified I don’t understand a word you are saying. Limit of tolerance Tension of change I understand the reality of my condition. I am looking to you for guidance and honesty. I understand what I need to do. Productive Range Threshold of learning I came for a pill Time Based on R. Heifetz. and M. Linsky. Leadership on the Line, Harvard Business School Press, Boston, MA,2002, pg. 108.

work avoidance and interpret it. Skill #3: Learn to spot work avoidance and interpret it.

The Work What People Will Not Tell You, Their Behavior Will Reveal Blame others, distract attention, denial Productive Range Threshold of learning Limit of tolerance Time Tension of change Distress Blame others, distract attention, denial Distress Based on Heifetz, Ronald A. and Marty Linsky. Leadership on the Line, Harvard Business School Press, Boston, MA,2002, pg. 108. 17 17

Skill #4: Reflect in Action

Progress on Adaptive Work Problem keeps recurring Reflecting in Action Progress on Adaptive Work GAP See patterns Get insights Reevaluate assumptions See new connections Engaged Build credibility Understand the work and what it is asking of people Feel what others feel + + Balcony Dance Floor Disengaged Checked out Not relevant Make others feel manipulated Can’t see big picture Forget what the work is Exhaust self with business _ _ Problem keeps recurring

Over focus on the Balcony

Over focus on the Dance Floor

“To be understood, seek first to understand” -St. Francis of Asisi http://www.youtube.com/watch?v=cDDWvj_q-o8

ability to influence others. Skill #5: Develop your ability to influence others.

Authority vs Leadership

Exercising adaptive leadership is different Than having formal or informal authority. -People may occupy positions of authority without ever leading their organizations through difficult but needed adaptive change. "Apres moi le deluge" -They frequently protect their authority and fail to mobilize their followers so that they: - minimize the losses the followers will need to live with - point at “others” who must do the changing - deny or delay facing what needs to change.

Exercising leadership to do adaptive work means… Disappointing people’s expectations (that things will stay the same) at a rate they can tolerate. ( and not ignore you or try to silence you or resist in infinitely creative ways )

Adaptive Leadership Five Big Ideas Difference between technical and adaptive work Productive range of tension Work avoidance as a signal of being outside the productive zone Reflecting in action Difference between role of authority and the exercise of leadership

Our Goal Enhance capacity to exercise leadership Build a framework to help others make progress on tough problems Support you in your role as a leader when you get back home. http://www.youtube.com/watch?v=_GYYle0hTUc&feature=kp

The Heart of Health Care Is Relationship