Module 14 System of Profound Knowledge NOTE: These slides are here simply as a place holder. Before early September we will provide you with a fuller set of slides, handouts and materials. This unit is under development in the Advanced Program additionally, and it is our desire to have them aligned.

Introduction Stimulate and motivate Devote an afternoon to this on the ALP Anthropology and psychology

Today’s Learning Objectives Appreciate the relationship between adaptation and complex systems Understand and distinguish between technical vs adaptive challenges Appreciate the relationship between adaptation and complex systems Apply a theory of human performance Identify sources of resistance to change Address resistance using a positive and productive approach

From hard to soft Technical Hard fix e.g. mechanical, electronic, material Electronic Medical Records

Adaptive Change Evolutionary biology/anthropology 1.Propagate or thrive 2.Adapt 3.Experiment 4.Diversify 5.Regulate and loss 6.Time

Complexity Ever increasing system complexity Technology, people, processes Macro, meso, micro systems Variety of levels of responsibility The secret of evolution is variation, which in organizational terms could be called distributed or collective intelligence. The Theory Behind the Practice: A Brief Introduction to the Adaptive Leadership Framework, R. Heifetz, A Grashow, M LinskyThis chapter was originally published as chapter 2 of The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World, (2009) Cambridge Leadership Associates.

Complexity ‘I think the next century will be the century of complexity’ Prof Steven Hawking 2000

Work Avoidance Response to change Fear of the unknown Lack of control… Resistance Understand sources of resistance

Effective in “the Zone” (R.M. Yerkes and J.D. Dodson 1908)

Productive Range Threshold of learning Limit of tolerance Time Tension of change Human Performance Based on and adapted from R. Heifetz. and M. Linsky. Leadership on the Line, Harvard Business School Press, Boston, MA,2002, pg I understand we need to change. I trust you and will follow your guidance. I understand what I need to do. 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. Just tell me what I have to do …

Performance in Progress Productive Range Limit of tolerance Technical Challenge Time Tension of change Based on R. Heifetz and M. Linsky. Leadership on the Line, Harvard Business School Press, Boston, MA,2002, pg Adaptive Challenge Threshold of learning

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

“To thine own self be true”* Hot or not? What resistance strategies have you noticed in others? What are your resistance strategies? What triggers your resistance? *From Hamlet; Polonius Act 1, Scene 3

Based on R. Heifetz and M. Linsky. Leadership on the Line, Harvard Business School Press, Boston, MA,2002, pg Adaptive Challenge Technical challenge Time Threshold of learning PRODUCTIVE RANGE Limit of tolerance Tension of change Work Avoidance Signal of being out of the productive zone in relation to the work

Work Avoidance/Resistance Displacing responsibility Attack authority Kill the messenger Scapegoat Denial

Perspective

Balcony to Dance Floor

Today’s Take Out Menu Technical vs Adaptive Change Productive Range of Tension Resistance