Illawarra TAFE

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Illawarra TAFE Leadership Development Program Workshop One September 2008

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Illawarra TAFE. Leadership Development Program Workshop One September 2008. Strategic Thinking ……. In your groups ….. H ow would you define strategic thinking? Why is it a critical leadership capability?. Activity…. - PowerPoint PPT Presentation

Transcript of Illawarra TAFE

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Illawarra TAFE

Leadership Development ProgramWorkshop One

September 2008

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Strategic Thinking……• In your groups…..

– How would you define strategic thinking?– Why is it a critical leadership capability?

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Activity….• List all of the business opportunities for

Illawarra TAFE that you think could be explored and exploited in the next 3 years

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A little about Cognitive Edge• Origins in IBM and Knowledge Management• Became independent 2003; based in

Singapore• Focus on developing tools and methods to

‘make sense’ of complex issues • Sensemaking/decision support not

categorisation/decision making

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The Cynefin Model• Developed by Dave Snowden• Based on relationship between cause and

effect• Understanding the nature of the system

we wish to influence determines the nature of appropriate decisions & interventions

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The Cynefin Framework

Simple OrderObvious direct relationship between cause and effectStandardised rules, policies, regulations, procedures, legislationSense -Categorise-RespondBEST PRACTICE

Complicated Order – Relationship between cause and effect can be uncovered

Groups of experts research, analyse and agree on the best waySense-Analyse-RespondGOOD PRACTICE

Complex unorderMultiple possibilities and options‘Safe fail’ probes and experimentsContext dependentEmergent ‘solutions’Probe-Sense-RespondEMERGENT PRACTICE

Chaotic UnorderIssues that are sufficiently critical that there is no time for research, consultation or experiments.Someone must take charge and ACTAct-Sense-RespondNOVEL PRACTICE

Disorder: cannot agree

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Intervening in complex Issues• Leaders…

– Manage the boundaries– Change the ‘starting’ conditions– Monitor for changes– Move quickly to

• Modify, shut down, embed as good practice

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Tackling a complex issue…• Agree on a complex leadership issue that you wish to

be difference• Write a statement indicating what will be different • List all of the tangible things (modulators) that make

the current situation the way it is– May be a positive, negative or neutral influence– Must be things that someone can DO something about ( eg

rules, systems not ‘attitude’ )

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Step Two….Developing Probes• Choose those elements that you are going to

change – develop multiple experiments/ probes– To be assessed within 3 months– It is‘safe to fail’– That will be monitored– DO NOT EVALUATE BEFORE

IMPLEMENTATION !!!!!

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Step Three – Implementation• Risk management approach – how controlled should the

experiment be, or how much diversity ( there is a trade off between resilience and control the less control the greater the opportunity for new insights and novel approaches to emerge )

• What is the worst headline you can imagine on the front page of the newspaper? How can you mitigate this possibility?

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Step Four -Final planning….• How will you monitor what happens – and what will be the

basis of evaluation• If it had to be closed down, what would be the ‘exit strategy’?• If it works well, how would you migrate it from an experiment

to being embedded in ‘the way we do things around here’?• What marketing/communication strategy will you use ?• What elements in the environment do you need to take into

account?

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Ritual Dissent• Process for developing robust proposals• Same ritual is applied to everyone• Focus is on listening… privilege of hearing

criticisms and negative responses in safe environment.. Testing ideas

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Process….• Each team nominates a spokeperson• Presentation to another group – 3 minutes,

others listen in silence• At the end of 3 minutes, the spokeperson turns

his back to the group and listens to the critcism• At the end of 5 minutes, back to original group

and refine proposals based on feedback• Process can be repeated to a number of groups

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Reference Material• Cognitive Edge… www.cognitive-edge.com• Chris Fletcher

[email protected]– 0402 308 403

• Viv Read– [email protected]– 0414 294 339