Toronto Organizational Development Network Workshop...Toronto Organizational Development Network...

TorontoOrganizationalDevelopmentNetwork

Workshop

LeveragingVUCAPrimetoThriveinTurbulentTimesRobElkington,Ph.D.

Welcome

Pleasewriteonthe3x5cardatleastone,andperhapstwo,problemsyouwouldliketoseediscussedtoday.

Thisisanonymous

Nowgetreadytoplay

TheChairGame!!!

WhatWouldSpockDo?WhatwouldSpockDO?

WhatThisShortClipHighlightsforUs?

•Problemscanariseatanymoment•Weneedstrongguidingframeworksthatprepareustoaddressthis:• Volatility• Uncertainty• Complexity• Ambiguity

THESTORYOF3M

http://solutions.3m.com/wps/portal/3M/en_US/3M-Company/Information/Resources/History/

LinearModelsofProblemSolving.

Wickedvss Tameproblems.

VUCAandVUCAPrime.

CaseStudies

ProblemSolving

LinearProblemSolving.Adaptedfrom:Williams.S.W.2002.MakingBetterBusinessDecisions:UnderstandingandImprovingCriticalThinkingandProblemSolvingSkills.ThousandOaks,CA.SAGE.

Grint,K.(2005).Problems,problems,problems:Thesocialconstructionof“leadership.”HumanRelations,58(11),1467–1494.http://doi.org/10.1177/0018726705061314

EthicalDecisionTree

11Stanwick,UnderstandingBusinessEthics,3e.©2016,SAGEPublications.

Source:ConstanceE.Bagley,“TheEthicalLeader’sDecisionTree,”HarvardBusinessReview81(2003):3.

LinearDoesnotWorkinaVUCAWorld!

Seath,I.nd.https://www.slideshare.net/ianjseath/management-skills-for-a-vuca-world

VUCAPRIME

Cooke,2013:HowtoManageVolatility,Uncertainty,ComplexityandAmbiguity– Part 2

Diagram3–Post-HeroicCollaborativeLeader:DistributedLeadership(L),ExperimentationattheMargins(E),RapidReflectionForces(RRF)andOrganizationasanOrganism/System.

CrisisorAdversity:IllDefinedOrganizationalProblemLeader

L

LL

L

RRF

E

EE

E

E

E E

E

VISIONkeepstheorganizationfocusedinthemidstofVolatility–

NOT VisionasaSTATEMENTbutVISIONasaCULTURE(Wheatley,M.1999.LeadershipandtheNewScience.)

Diagramelementstakenfrom:Elkington,R.L.2018.ExceptionalLeadershipbyDesign:DesigningOrganizationalContextstoProduceGreatLeadership.Emerald.RRF from:“ANewCosmologyofRisks”(Lagadec,2009)Experimentation (E)attheMarginsfrom:“CreatingConditions…”and“Aframework…)(Dervitsiotis,2005,2010)

References

• Bagley,C.E.2003.“TheEthicalLeader’sDecisionTree,”HarvardBusinessReview81(2003):3.• Cooke,A.W.HowToManageVolatility,Uncertainty,Complexity,andAmbiguityPart2.https://growthandprofit.me/2013/07/04/how-to-manage-volatility-uncertainty-complexity-and-ambiguity-part-2/ (DateofAccess:2015.)

• Dervitsiotis,K.N.(2005).Creatingconditionstonourishsustainableorganizationalexcellence.TotalQualityManagement&BusinessExcellence,16(8–9),925–943.http://doi.org/10.1080/14783360500163078

• Dervitsiotis,K.N.(2010).Aframeworkfortheassessmentofanorganisation’sinnovationexcellence.TotalQualityManagement&BusinessExcellence,21(9),903–918.http://doi.org/10.1080/14783363.2010.487702

• Grint,K.(2005).Problems,problems,problems:Thesocialconstructionof“leadership.”HumanRelations,58(11),1467–1494.http://doi.org/10.1177/0018726705061314

• Lagadec,P.(2009).ANewCosmologyofRisksandCrises:TimeforaRadicalShiftinParadigmandPractice.ReviewofPolicyResearch,26(4),473–487.

• Seath,I.J.n.d. ManagementSkillsforaVUCAWorld.Seath,I.nd.https://www.slideshare.net/ianjseath/management-skills-for-a-vuca-world (DateofAccess:2015.)

• Williams,S.W.2002.MakingBetterBusinessDecisions.ThousandOaks,CA.SAGE.