1. The Being and Doing of Reflective Leadership Chrissie Godfrey and Paul Birch 15 th March 2016

2. Single, double and triple loop learning Are we doing things right? Here's what to do Procedures or rules Are we doing the right things? Here's why this works Underlying patterns Are our “right things” still right? Here's where we reimagine why and how we do things Paradigms shifts

3. Self patterning

4. Alpha Theta Delta Beta 14 - 28 cycles per second 0 - 3 cycles per second 3 - 7 cycles per second 7 - 14 cycles per second 1 Sec Gamma 28+ cycles per second Double loop, daydreaming, patterns emerge “Playfulness” Triple loop, “See the whole board” Single loop, focus, sense making “making it real”

5. Leadership qualities

6. Lumina

8. Conflict

9. Conflict (Thomas Kilman) COMPETING Imposing or dictating a direction Arguing for a conclusion that fits your data Hard bargaining COLLABORATING Reconciling interests through win-win Combining insights to reach a richer understanding COMPROMISING Soft bargaining Taking turns Moderating your conclusions AVOIDING Avoiding people you find troublesome Avoiding issues that are complex or dangerous Postponing discussion until later ACCOMMODATING Doing a favour to help someone Being persuaded Obeying an authority Deferring to another’s expertise Appeasing someone COOPERATIVENESS ASSERTIVENESS LOW HIGH

10. Influencing

11. Understand resistance to change

12. – Think of a conversation that you have had that needed your influence and it could have gone better – In pairs, tell your stories – Discuss: – To what extent was the person you were trying to influence resistant to change? – What was the source of the resistance to changing? – Each capture a summary of the resistance in a single phrase or sentence

13. Adapt to social style

14. – Think about your own preferences and those of the person you were trying to influence – What could you have done differently?

15. Develop your personal power

16. – Whole table discussion – How does my expertise affect my confidence? – How could it have more impact in this situation?

17. Pass the microphone

18. Appeal to emotion

19. Stress benefits over features

20. Office move

21. Simplify, simplify, simplify

22. Structure your points appropriately 1.Develop a story or something that will grab their attention 2.Explain the problem 3.Tell them what you are suggesting 4.Explain the benefits (and compare these to doing nothing) 5.Explain the risks/downsides and possible mitigations 6.End with a call to action; tell them what you want of them

23. Exercise – Individual work – Take 5 minutes to think about “What I wish I’d said and how I wish I’d said it”, and/or, “What I’d want to say” – Share your thoughts in your pairs and ask for feedback – Understand resistance to change – Adapt to social styles – Develop your personal power (relationships and expertise) – Pass the microphone – Appeal to emotion – Stress benefits over features (WIFM) – Simplify – Structure your points

24. Persist – If at first you don’t succeed … – Try pitching the idea in different ways – Use what you learn to improve the suggestions and your ways of suggesting them

25. The Being and Doing of Reflective Leadership Chrissie Godfrey and Paul Birch 15 th March 2016