1

AAS Leadership Camp2011

Designing and Leading a Learning Organization

2

Objectives

Leadership and Learning Organization

Dysfunctions of a Team

Transformational Leadership – The Four I’s

Change

Adaptive Learning

3

4

Leadership Evolution

Era 2Rational Management

•Behavior theories•Contingency theoriesSetting:•Vertical hierarchy, bureaucracy•Management functions

Era 1Great Man Leadership

•Trait theoriesSetting:•Pre-bureaucratic organization•Administrative principles

Era 3Team Leadership

•Confusion•Empowerment•QualitySetting:•Horizontal organization•Cross-functional teams•DownsizingEra 4

Learning Leadership

•Shared vision, alignment, relationships•EmpoweredSetting:•Learning organization•Transformational•Good to Great

Scope

Macro

Micro

ENVIRONMENT

Stable Chaotic

5

Learning

A change in behavior or performance that occurs as a result of experience

6

Adaptive Learning Cycle

A cycle of action, feedback, and synthesis that all living organisms share

7

The Adaptive Learning Cycle

Synthesis Feedback

ActionD

ecid

ing

Learning

Sensing

8

Learning Organization

One in which everyone is engaged in identifying and solving problems

9

Two Models of Organization

Routine tasks

Efficient Performance(Hard, rational model)

Vertical Structure

Formal systems

Competitive strategy

Rigid culture

10

Learning Organization(Soft, intuitive model)

Horizontal structure

Empowered roles

Personal networks

Collaborative strategy

Adaptive culture

11

Tasks Versus Roles

Task: a narrowly defined work assignmentRole: a part in a social system

12

An Organizational Communication Network (adapted)

Marketing Manufacturing Engineering

Sharon

David

13

Ambidextrous Organizations

Flexible organizations in which leaders incorporate structures and management processes that are appropriate to innovation and learning, as well as to the efficient implementation of ideas

14

Knowledge Management

The efforts to systematically gather knowledge, make it widely available, and foster a culture of collaboration and learning

Five Dysfunctionsof a Team

FrameworkFramework

Pre-TestPre-Test

TRUST

Absence of TrustAbsence of Trust

Stems from an unwillingness to be vulnerable within the group. Team members who are not genuinely open with one another about their mistakes and weaknesses make it impossible to build a foundation for trust.

Trust Related BehaviorsTrust Related Behaviors

Team members quickly and genuinely apologize to one another when they say or do something inappropriate or possibly damaging to the team.Team members openly admit their weaknesses and mistakes.Team members know about one another’s personal lives and are comfortable discussing them.

Trust is…Trust is…

Confident about intentionsComfort with vulnerability – “We don’t need to walk on eggshells.”Act without concern for protecting oneself.A focus of energy and attention completely on the job at hand – free from political ramifications and fear of needing to be “strategic”

Members of a trusting Members of a trusting team…team…

Admit weaknesses and mistakesAsk for helpAccept questions and input about their area of responsibilityGive benefit of doubtTake risks in offering feedback and assistanceAppreciate and tap into one another’s skills and experiencesFocus energy on issues, not politics

Key QuestionsKey Questions

How comfortable are people with feeling vulnerable?How easy/difficult is it for people to share personal information with teammates?How can trust be maintained over time?

Addressing TrustAddressing Trust

Personal Histories ExerciseTeam Effectiveness ExercisePersonality and Behavioral Preference Profiles360-Degree FeedbackExperimental Team Exercises

Leader must…Leader must…

Demonstrate vulnerability (risk losing face)

Cultural dimension?

Create environment that does not punish vulnerabilityGenuine!!! – No manipulating (were you listening earlier?)

Myers-BriggsMyers-Briggs Favorite world: Do you prefer to focus on the outer

world or on your own inner world? This is called Extraversion (E) or Introversion (I).

Information: Do you prefer to focus on the basic information you take in or do you prefer to interpret

and add meaning? This is called Sensing (S) or Intuition (N).

Decisions: When making decisions, do you prefer to first look at logic and consistency or first look at the

people and special circumstances? This is called Thinking (T) or Feeling (F).

Structure: In dealing with the outside world, do you prefer to get things decided or do you prefer to stay open to new information and options? This is called

Judging (J) or Perceiving (P).

E/I

S/N

T/F

J/P

16 Types16 Types

Trust and TypeTrust and Type“…time does not lend itself to increasing trust but, rather, courage builds trust.” – Lencioni

MBTI suggests that trust emerges from the S/N dynamic and addresses the question:

“What are the kinds of information people know and trust?”

Example - NeedsExample - Needs

Sensing (S)Specific InformationStay on topicNo embellishment with unnecessary ideasAn opportunity to test your ideas and see if they workDesire to maintain the status quo

Intuition (N)To have their ideas heardTo have team members think in terms of “what if” rather than “what is”Evidence that you have imagination and will use itBelief that you are open to experimenting or trying new thingsA willingness to hear ideas that are not perfectly metabolized

Complexity

Heifetz & Linsky (2002)The Dance Floor

Senge (2006)Circles of CausalityFive useful skills:

Encouraging personal vision – shared comes from personalCommunicating and asking for support – personal vision vs. representative of corporate visionVisioning as an ongoing process – not a static stepBlending extrinsic and intrinsic visions – beating a competitor vs. setting a new standardDistinguishing positive from negative visions – not just as a method of survival

Change TheoryLewin – 3 steps (as cited in Schein, 1996)

UnfreezeChangeFreeze

Kotter – 8 step (1996) Establish UrgencyGuiding CoalitionVision & StrategyCommunicatingEmpoweringShort-Term WinsConsolidating Gains and Producing More ChangeAnchoring Change in the Culture

Drive (Pink, 2009)

Autonomy

Mastery

Purpose

Leadership – Transactional to TransformationalSalience of collective identity in self-conceptSense of consistency between their self-concept and their actions on behalf of the leader and the “collective”Higher level of self-esteem and a greater sense of self-worthSimilarity between their self-concept and their perceptions of the leaderSense of collective efficacySense of meaningfulness in their work and lives

Idealized Influence

Provides a role model for high ethical behavior, instills pride, gains respect and trust.

Inspirational Motivation

The degree to which the leader articulates a vision that is appealing and inspiring to followers. Leaders challenge followers with high standards, communicate optimism about future goals, and provide meaning for the task at hand.

Intellectual Stimulation

The degree to which the leader challenges assumptions, takes risks and solicits followers' ideas. Leaders with this style stimulate and encourage creativity in their followers. They nurture and develop people who think independently.

Individualized Consideration

The degree to which the leader attends to each follower's needs, acts as a mentor or coach to the follower and listens to the follower's concerns and needs. The leader gives empathy and support, keeps communication open and places challenges before the followers.

39

ProtocolsProtocolsI will treat each person as a peer.I will treat each person as a peer.I will communicate openly and honestly.I will communicate openly and honestly.I will reveal my interests but work I will reveal my interests but work toward the common good.toward the common good.I will present my points of view and my I will present my points of view and my points of view only.points of view only.I will contribute but will not dominate.I will contribute but will not dominate.We will make decisions by consensus.We will make decisions by consensus.

I believe that you understand my point of view.I believe that you understand my point of view. I believe I understand your point of view.I believe I understand your point of view. I can and will live with this decision.I can and will live with this decision. I will support this decision in public and private I will support this decision in public and private

through my words and actions through through my words and actions through implementation.implementation.

40

Sharing and synthesizing

We live in a world full of ideas. When

they’re debated and shared by

intelligent, informed and

passionate people, powerful ideas can

fuel change. –Joanne Weiss

Time to Work

Know It

Believe It

Sell It

Live It

41

Full Range Model – Bass/Avolio