Slides for 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

6. Activity
Rokeach survey

7. Activity
Summary of Changes

8. COLLABORATION
8

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

11. WHAT IS
COLLABORATION?
11

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

22. ACTIVITY
Prisoners’ Dilemma
22

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

27. Q & A
FEEDBACK
27

28. BREAK
28

29. COMMON PURPOSE
29

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

31. WHAT IS COMMON
PURPOSE?
31

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

45. Activity
Group Work

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

54. Systems Thinking
54

55. Systems Thinking:
an approach to problem-solving
55

56. 56
Events
Pattern
Structure

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

69. Activity
Group Work

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