5. LEADERSHIP AND
CHANGE
• Donne moi TOU Pouvoir, mo Change
TOU
• Quand nou prend Pouvoir, nou pou
nettoye TOU
• What Social Change will be easier with
a President with more powers?
5
9. RECAP
SESSIONS 1 TO 7
• Leadership, Social Change
• Citizenship
• Collaboration,
• Common Purpose
• Controversy with Civility
• Consciousness of Self
• Congruence 9
10. RECAP
SESSIONS 1 TO 7
• Social Change
• Technical / Adaptive changes
• Root Cause Analysis
• Systems Thinking
• Diversity and Trust ; being Trustworthy
• Observing and Understanding Oneself
• Always, Sometimes, Never 10
13. What, How and WHY
• Trust is a feeling (Right Brain)
• We do not Trust or gain Trust rationally
• It comes when Actions and Behaviour
are in line with Values
• It comes when Actions and Behaviour
are consistent over time
The Actions and Behaviour PROVE
what you Believe (WHY you do things)
15. A SOUL in a MAMMAL BODY
• But Humans have a choice - Conscience
• It builds a Rational (instead of Instinctive)
response to Pain or threat of pain
• I can choose to manage my body,
observe without reacting, without
judgement, understand and keep the
body relaxed
• Breathe in the Navel and relax the body
• Transform the energy surge !
16. A SOUL in a MAMMAL BODY
• Use the energy to Assess and Understand
Reactions
• Decide on the most constructive action,
regardless of survival
• LEARN
• UNLEARN inherited, instinctive responses
17. CONGRUENCE
• Patient, Honest, Relaxed self-observation
• See, Understand your instinctive responses
• Do not Judge Yourself
• Make conscious choices
• Keep on observing
On-going fight between
Instinct and Conscience
19. Why Systems Thinking?
"Systems thinking is a discipline for
seeing wholes. It is a framework for
seeing interrelationships rather than
things, for seeing patterns of change
rather than static 'snapshots'...."
Peter Senge, The Fifth Discipline
19
23. DIVERSITY
Diversity is an essential part of
collaboration
How can diversity become a source
of challenges ?
23
24. COLLABORATION and
ADAPTIVE Leadership
• Collaboration on technical problems
• Collaboration on adaptive challenges
• Adapt our own behaviour
• ‘Victims’ have to adapt too
24
25. CONTROVERSY
WITH CIVILITY
• Controversy – involves differing opinions,
but positions are not staked out.
Controversy draws everyone together to
discuss differing perspectives.
• Civility – voicing disagreement and
responding to disagreement from others in a
way that respects others’ points of view.
Civility can be a value, an attitude, or a
behavior.
26. AFTER
SESSIONS 1,2,3,4,5,6,7
• Has your understanding of Leadership
changed?
• Do you feel you have started to change?
• Change Beliefs AND Behaviour
• Do you NOW understand why you decided
to follow LDP?
27. What do WE need to
CHANGE
• Ourselves • Responsibility
– Why? • Vision
– How? • Observation
– What to do?
• Analyse,
• Society Understand
– Why?
• Plan
– How?
• ACT
– What to do?
• KOLB Cycle
28. THE MODEL
Group Values
• Collaboration
• Common
Purpose
• Controversy
with Civility
CHANGE
• Consciousness
of Self • Citizenship
• Congruence
• Commitment
Individual Values Society / Community Values
33. Adaptive Leadership
• Adaptive leadership involves
– identifying values mismatch
–implementing changes that
reduces the discrepancy
between the group’s values and
the reality of the group’s situation.
34. The Education System Parental
involvement
Reward and Social Values/
Recognition/ Content
Objectives
Sanctions
Educational Methodology
Teachers’ Objectives
performance
School
Training Management Learning
Evaluation Outcome
Corrective
Teacher measures Assessment
training
35. Incongruence
• Become rich • Gamble
• Be happy • Alcohol / drugs
• Good education • Underpay teachers
• Meritocracy • Elect candidates of
same community
• No corruption / • Elect people who are
crime known to be corrupt /
supported by criminals
36. Adaptive Leadership
• The group must face incongruence head on
and the leadership is seen as central to
fulfilling the role of identifying and
remedying the incongruence.
• The gap between what is, and what should
be, is an opportunity for leadership
– An opportunity for change
• This kind of change requires “work”
38. OBJECTIVES OF SESSION 8
• By the end of this session, participants
will be able to:
– demonstrate a clearer understanding
meaning of ‘commitment’
– appreciate the link between
commitment and leadership
39. Commitment
• Commitment refers to a strong passion
or desire
• It is the source of an intrinsic motivation
• It can be enhanced by a clear
awareness of a ‘congruence gap’
• It comprises of both intensity and
duration
42. Commitment
• Requires
–consciousness of self
–reflection
–mentorship from like-minded people
–life experiences
43. Commitment
• May / may not be supported by
external factors
– supportive environment
– being around others who have similar
passions
– financial incentives
– recognition of good work
– social status
44. Commitment
• reflects our authentic self as measured
by congruence of actions, beliefs and
passions.
• sometimes related to being associated
“something larger than oneself”
• Sweat, tears …
45. Quality v/s Quantity
• Involved in too many activities/ relationships
• Risk of conflicting interests / burnout
• Requires
– focus on priorities
– living a balanced life
• physical, intellectual, spiritual, emotional,
– constant renewal via reflection, journaling
46. Commitment in Groups
• group commitment – only as great as the
sum of each individual level of commitment
• reflected in
– regularity
– attendance
– punctuality
– task completion
47. Commitment in Groups
• Fostered by
– shared values – common purpose
– collaboration
– controversy with civility
– authentic leadership
52. • Genuine commitment, perseverance
and patience along with the right
values can move mountains
• Paradox: this requires detachment and
freedom from obsession with rewards /
personal credit …
54. Video Summary
• Leading self and leading others
• Work, family, society, self
• Self – physical, emotional, spiritual,
professional
• Balance v/s integration
• Balance – trade-off … compromise
55. Video Summary
• Use leadership to integrate the 4 dimensions
to generate support for sustainable change
• Congruence
• Being real – know one’s values, priorities,
legacy
• Consciousness of self
• Need for introspection, reflection,
discussion to identify gaps …& achieve
congruence…
56. Video Summary
• Be real — acting with authenticity by
clarifying what’s important
• Be whole — acting with integrity by
respecting the whole person
• Be innovative — acting with creativity
by experimenting with what / how things
get done
58. • Leadership is a process or an activity
that is inherently value-based and whose
ultimate goal is positive and sustainable
change.
• Some of the key values are summed up
in the 7 Cs:
– Citizenship, Collaboration, Common Values,
Controversy with Civility, Consciousness of
Self, Congruence, Commitment
• Leadership may or may not be linked to
formal authority / titles
59. • Leadership is a process or an activity
that is inherently value-based and whose
ultimate goal is positive and sustainable
change
• Some of the key values are summed up
in the 7 Cs :
– Citizenship, Collaboration, Common Values,
Controversy with Civility, Consciousness of
Self, Congruence, Commitment
• Leadership may or may not be linked to
formal authority / titles
61. What do WE need to
CHANGE
• Ourselves • Responsibility
– Why? • Vision
– How? • Observation
– What to do?
• Analyse,
• Society Understand
– Why?
• Plan
– How?
• ACT
– What to do?
• KOLB Cycle
62. How does CHANGE
happen ?
• Someone thinks differently
• Someone starts something different
• A few people believe and join in
• More and more people show support
• Critical mass reached
• Public Support
63.
64. Commitment to Social
Change – HOW ?
• Know your Strengths
• Identify Social Issues based on your
Strengths
• Identify Complementary Talents
• Use the Social Change Model
65. LDP-Action
• 5-8 people only
• Core LDP content combined with a
concrete action
• Group meets, discusses LDP content
for 45 mins, then works on an activity or
action or study or paper
• Leadership Network guides and
supports Group via email / FB / meet
when necessary
66. LDP-Action
• No big groups, no projector
• Motivated Friends or Friends’ Friends
• Values-Driven
• Willing to Learn and DO Change
• Table and Chairs, 1 Laptop
• Passion, Patience, Perseverance!
• Anything else ?
