1. 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

2. “Be the change you want to see”
-Ghandi

3. You are a leader…. whether you want to be or not
Handout…..

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

5. 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

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

7. 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

8. “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

9. Adaptive Challenges

10. Adaptive Leadership

11. 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

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

13. Leadership Lessons from Dancing Guy

14. Productive Range of Tension

15. 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.

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

17. 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

18. Skill #4: Reflect in Action

20. 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

21. Over focus on the Balcony

22. Over focus on the Dance Floor

23. “To be understood, seek first to understand”
-St. Francis of Asisi

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

25. Authority vs Leadership

27. 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.

28. 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 )

29. 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

30. 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.

31. The Heart of Health Care
Is Relationship