Transparency of the Concepts of Directing and Leadership ...
Transparency Leadership Process
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Org Hacking: What to do when the problem won’t yield to your organization.
Transcript of Transparency Leadership Process
Org Hacking: What to do when the problem won’t yield to your organization.
Why did the Smithsonian 2.0 Strategy work?
How can you do it too?
hard problem
wicked problem
Some problems are so complex that you have to be highly intelligent and well informed just to be undecided about them.
- Laurence J. Peter
strategic initiative
design by committee
fear cynicismConflicting agendas
inaction analysis paralysis
Linus' Law:given enough eyeballs, all bugs are shallow
fear
cynicism
conflicting agendas
inaction
paralysis
confidence
action
alignment
ownership
decision-making
dilution collective intelligence
Leadership
Transparency
Process
steady, hard work
leadership
open leadership
Having the confidence and humility to give up the need to be in control,while inspiring commitment from people to accomplish goals
leadership 2.0
Drives visionProvides a frameworkFosters urgencyEngages contributorsRemains accountable
"I then bequeath the whole of my property...to the United States of America, to found at Washington, under the name of the Smithsonian Institution, an Establishment for the increase & diffusion of knowledge...”
- James Smithson (1765-1829)
1. Unlock the mysteries of the universe
2. Understand and sustain biodiversity
3. Value world cultures
4. Understand the American Experience
- Smithsonian Strategic PlanSmithsonian Secretary G. Wayne Cloughwww.si.edu/about
leadership asks questions
How do we leverage new technologies to further those goals?
How do new technologies change those goals?
leadership synthesizes
process
lack of process leads to FUD – and worse - complacency
process:
an order of events
rules of engagement
defined dates and deliverables
transparency
aka: openness, collaboration
inclusion, respect, learning
transparent process creates shared expectations
aggressive transparency
Common Operating Picture
A single identical display of relevant information
definition of terms
issuessolution candidates
Progressnext steps
concerns
contributions
task list
Common Operating Picture
Consensus
results
hard wicked problems can be addressed
Smithsonian 2.0 – assets, insights and expertise in the hands of the curious and the expert as the substrate for great work.
Government 2.0 – assets, capabilities and expertise in the hands of the people as the substrate for freedom and democracy.
@deb_lavoy
productfour.wordpress.com
www.opentext.com
@mpedson
smithsonian20.typepad.com
smithsonian-webstrategy.wikispaces.com
Slideshare.net/dllavoy slideshare.net/edsonm
Photo by Rich Tatum. Copyright © 2007 - All rights reserved. Used with permission.
tatumweb.com/gallery/
Many organizations don’t beginstrategic change until they’re either
afraid or in pain, or both
- Leo Mullen, CEO Navigation Arts
Promotes candorEnables listeningMaximizes participationEncourages self-filteringSolutions, not blame
