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LDP - Day 2
- 1. Day 2 1
- 2. Recap of Day 1 • Questions & reflections on concepts discussed: – Leadership & Change – Exercising Leadership / Power – Transformational Leadership • Leader-follower dynamic – Technical & Adaptive challenges – Good & Active Citizenship – Leadership & Active Citizenship – Root cause analysis 2
- 3. Discussion Examples of technical solutions being imposed on adaptive challenges
- 5. Agenda – Day 2 • Recap & link with current events • Collaboration • Activity • Break • Common purpose • Activity • Lunch • Recap • Systems Thinking • Activity • Open Q&A 5
- 9. OBJECTIVES OF this SESSION By the end of this session participants will be able to demonstrate a clear understanding of the following concepts as they apply to leadership in the Social Change Model (SCM) – Collaboration – Competition, Cooperation, Compromise – Effectiveness of Diversity – Pre-requisites for effective collaboration – Link with other C’s 9
- 10. The Model 10
- 12. COLLABORATION Collaboration – The social change model defines collaboration as: • “working together toward common goals • by sharing responsibility, authority, and accountability in achieving these goals.” 12
- 13. COLLABORATION Not to be confused with… • Competition – Work hard to do better than others • Co-operation – helps each party to achieve its own individual goals, not common goals • Compromise – involves a party losing something in order to accomplish goals 13
- 14. COLLABORATION Is about… • Common Aims, Vision • Sharing Responsibility, Commitment • Focusing on Talents, Synergy …in order to DO something! 14
- 15. DIVERSITY Diversity is an essential part of collaboration and • multiplies group effectiveness • by taking advantage of multiple talents and points of view • to generate innovative ideas and solutions. 15
- 16. DIVERSITY • Individuals of diverse backgrounds bring unique values, learning styles, opinions and attitudes to a group. • Although challenges may arise, the benefits outweigh them significantly. 16
- 17. MAKING IT WORK • Personal Work –understanding one’s own values and beliefs as well as developing Consciousness of Self 17
- 18. MAKING IT WORK • Building Trust – informal exploring (getting to know other people’s values and backgrounds), – sharing ownership (members must take control of the leadership process), – celebrating success (helps promote energy and renewal), – creating powerful, shared experiences to bolster group goals 18
- 19. MAKING IT WORK • Communicating –Listening –Paying attention to what others have to say –Communicating Early and Clearly –Using Observations 19
- 20. QUESTIONS 20
- 23. The purpose of the game is for each team to get a positive score Prisoners’ Dilemma 23
- 24. Scores Choice Red Blue A X +3 +3 A Y -6 +6 B X +6 -6 B Y -3 -3 Red Team to choose either A or B Blue Team to choose either X or Y 24
- 25. SCORE SHEET Choices Cumulative score Round Minutes Red Blue Red Blue 1 3 2 3 3 3 4* 3 (reps negotiating) 3 (teams) 5 3 6 3 7 3 8 3 9 ** 3 (reps negotiating) 3 (teams) 10** 3 (reps negotiating) 3 (teams) * = double score (keep negatives) ** = squared score (keep negatives)25
- 26. IDENTIFY : - OBSERVERS - TEAM REPRESENTATIVES 26
- 28. BREAK 28
- 30. OBJECTIVES OF THE SESSION • By the end of this session, participants will be able to: – Describe the three key components of Common Purpose – Engage others within a group to generate shared Visions, Aims and Values – Identify or Develop Common Purpose within groups that they are part of – analyze the role of common purpose within other aspects of the Social Change Model of Leadership Development 30
- 32. COMMON PURPOSE • Common Purpose has 3 key components: – its occurrence within groups – its presence in shared visions, aims, and values – and its role in working with others. 32
- 33. COMMON PURPOSE 1 - Groups What is a Group? – Groups contain more than just a single person – Groups strive to achieve a certain purpose or goal – Groups involve some sort of interaction, cooperation, or commitment to the common goal 33
- 34. COMMON PURPOSE 2 – shared Vision, Aims, Values Definitions • Vision: What is the group’s ideal future? • Aims: Why does the group exist? • [Core] Values: How do group members agree to treat themselves and each other 34
- 35. COMMON PURPOSE 2 – shared Vision, Aims, Values CP is a Steadying and Bonding Force if • it has truly originated from the group • the group is truly invested in that common purpose • it is fully embraced by all members of a group, not just its ‘leaders’. 35
- 36. COMMON PURPOSE 3 – Working Together • Decision making: 6 methods, depending on context, the type of decision, and time available for discussion – Decision by authority without discussion – Decision by authority after discussion – Expert member – Average members’ opinions – Majority control – Minority control 36
- 37. COMMON PURPOSE 3 – Working Together Decision making – Consensus – ALL team members have been given the opportunity to share their thoughts – ALL are comfortable with the decision – ALL are willing to support its implementation – Does not necessarily imply that everyone is satisfied – Can be a very difficult thing to achieve – Is not necessarily always the best option ! 37
- 38. COMMON PURPOSE Related Concepts : • Personalized vision • Socialized vision • Consensus 38
- 39. COMMON PURPOSE Related Concepts (1) • Personalized vision - Created when the “person in charge” comes up with their own vision or plan and passes it on to other group members or subordinates. 39
- 40. COMMON PURPOSE Related Concepts (2) • Socialized vision - Constructed when group members collectively contribute toward developing their group’s purpose and aims. 40
- 41. COMMON PURPOSE Related Concepts (3) • Consensus - Method of group decision- making in which all group members have had the opportunity to voice their concerns and are comfortable enough with the decision to support its implementation, regardless of whether all or most group members fully agree with the decision (Rayner, 1996). 41
- 42. COMMON PURPOSE Challenges • A person’s inflexibility with engaging others in their own personalized vision. • A group becoming paralyzed within the process of developing a socialized vision. • Regularly revolving memberships make it difficult to keep the group’s vision and common purpose meaningful. 42
- 43. Activity Video – WHY ? Simon Sinek
- 46. Group Work • 4 Groups, 30 minutes • 1 Theme (changes identified earlier) • Collect all changes/problems mentioned • Identify problems/dreams precisely • Common Purpose : Choose 1 main problem • 1 Note-taker / Presenter : findings 46
- 47. LUNCH 47
- 48. Activity Group Work - Debrief
- 49. LINKS WITH THE C’S 49
- 50. COLLABORATION, COMMON PURPOSE and CITIZENSHIP • Our destinies are Inter-related • We are ALL Responsible • We belong to many Communities • Social Capital • Bonding and Bridging 50
- 51. COLLABORATION, COMMON PURPOSE and ADAPTIVE Leadership • Collaboration on Technical Issues • Collaboration on Adaptive Issues • Adapt your own behaviour • ‘Victims’ have to adapt too • Ongoing Communication • Trust 51
- 52. The Model 52
- 55. Systems Thinking: an approach to problem-solving 55
- 57. 57 Action Mode Time Way of Perceiving Questions to Ask Orientation Events React! Present Witness event What's the fastest way to react? Patterns Adapt! Measure or track patterns of events What trends seem to be recurring? Structure Create Change! Future Systems Thinking What structures are in place causing these patterns?
- 58. A system is any group of interacting, interrelated, or interdependent parts that form a complex and unified whole that has a specific purpose What is a system? 58
- 59. 59
- 60. Low education and low income Low Productivity High Debt/ Low Income Low Opportunity Low Education
- 61. 61
- 62. Characteristics of a System • All parts must be present for a system to carry out its purpose optimally – Car without its spark plugs? The car doesn’t work 62
- 63. Understanding how we create our own problems Seeing the big picture Recognizing that structure influences performance Why do we need Systems Thinking? 63
- 64. • Causal Loop Diagrams - to represent dynamic interrelationships • Provide a visual representation to communicate that understanding • Make explicit one's understanding of a system structure Systems Thinking Tools 64
- 65. Teacher’s Supportive Behavior Unsupportive Behavior Structure S S Reinforcing Loop Perf. Level Time Behavior Over Time Supportive Behavior Student Performance 65
- 66. Party Financing Candidate’s personal account Party buys support Political victory Payback Higher profits Over priced or substandard products / services and /or ‘sale’ of state assets at very low prices Candidate buys support 66
- 67. Discussion • Systems thinking and … – Common purpose – Collaboration 67
- 70. Group Work • Main problem identified • Work on Root Causes • Do you have enough info? • Did you find THE solution to the problem? • Technical or Adaptive problem? 70