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Introduction to Leadership Reinvention

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  1. 1. Introduction to LEADERSHIP REINVENTIONLeaders make the impossible happen Prof. Dr. Llewellyn B. Lewis
  2. 2. CONTEXT IN WHICH DECISIONS OCCURS FUTURE CONTENTOF DECISIONS PAST PROCESSOF DECISION MAKING PRESENT (Based on Pettigrew, 1988) WHAT? HAVING I HAVE HOW? DOING I DO THE REINVENTION PROCESS (Based on Pettigrew) WHY?BEING I AM
  3. 3. Strategic analysis Strategic choice Strategy implementation Environmental analysis Identifying options Evaluating options Stakeholder expectations Selecting a strategy Resources andstrategic capability Planning and allocatingresources structure Managing strategic change and culture (Based on Johnson and Scholes) THE REINVENTION PROCESS (Derived from the Strategic Planning Process) Content Process Context
  4. 4. STRENGTHS andWEAKNESSES OPPORTUNITIES andTHREATS Continuous Reinvention TRANSFORMATIONAL LEADERSHIP As a way of Life ENVIRONMENTAL FORCES POTENTIAL RESOURCES CAPABILITIES CURRENT REALITY TAKING A STAND,DECLARATIONS OF POSSIBILITY CONVERSATIONS, REQUESTS AND PROMISES CREATING THE FUTURE DEVELOPING PRESENCE ALERT TO POSSIBILITIES THE REINVENTION PROCESS (Derived from the Strategic Planning Process) SCENARIOS DEVELOPING A WORLDVIEW AWARENESS UNDERSTANDING THE SELF PARADIGMS OR MENTAL MODELS Beliefs and assumptions held in common and taken for granted (Based on Johnson and Scholes)
  5. 5. STRENGTHS andWEAKNESSES OPPORTUNITIES andTHREATS Continuous Reinvention TRANSFORMATIONAL LEADERSHIP As a way of Life ENVIRONMENTAL FORCES POTENTIAL RESOURCES CAPABILITIES CURRENT REALITY TAKING A STAND,DECLARATIONS OF POSSIBILITY CONVERSATIONS, REQUESTS AND PROMISES CREATING THE FUTURE DEVELOPING PRESENCE ALERT TO POSSIBILITIES THE REINVENTION PROCESS (Derived from the Strategic Planning Process) SCENARIOS DEVELOPING A WORLDVIEW AWARENESS UNDERSTANDING THE SELF PARADIGMS OR MENTAL MODELS Beliefs and assumptions held in common and taken for granted (Based on Johnson and Scholes) Process Content Context
  6. 6. PARADIGMS ARE ALL INVENTED The frames our minds create define and confine what we perceive to be possible. Every problem, every dilemma, every dead-end we find ourselves facing in life, only appears unsolvable inside a particular frame or point of view. Enlarge the box, or create another frame around the data, and problems vanish, while new opportunities appear. When you bring to mind its all invented, you remember that its all a story you tell not just some of it, but all of it. Every story you tell is founded on a network of hidden assumptions.(Zander : 2000)
  7. 7. PARADIGMS ARE ALL INVENTED If you learn to notice that and distinguish these stories, you will be able to break through the barriers of any box that contains unwanted conditions and create other conditions or narratives that supports the life you envision for yourself and those around you. We dont mean that you can just make up anything and have it magically appear. We mean that you can shift the framework to one whose underlying assumptions allow for the conditions you desire. Let your thoughts and actions spring from the new framework and see what happens.(Zander : 2000)
  8. 8. THE UNIVERSAL HUMAN PARADIGM (Goss : 1996) in order to ... Listening for ... so as to act by ... CONTROL LIFE,have it turn out the way itSHOULDand AVOID having life turn out the way it SHOULDNT Every human being compensating for what isNOT POSSIBLE or not possible at this time with the paradigm I am currently practicing,I dont know how to do it . . . Whatshouldor shouldnt be?Whos to BLAME?Whats right or wrong with me, them or it? The name of the Game is . . . Making it through childhood alive ..
  9. 9. The name of the Game is . . . Staying alive and making it through surviving in a world of scarcity and peril .. THE UNIVERSAL HUMAN PARADIGM (Goss : 1996; Zander: 2000) in order to ... Listening for ... so as to act by ... Overcome the odds and prevail;being acknowledged and included . . .Every human being keeping our armour intact. Take possession of resources.Resisting any challenges to our viewpoint Alertness to danger; a clever strategic mind, an eye for assessing friend and foe . . .DESIRED OUTCOME OF YOUR LIFE THE FILTER, ORFEASIBILITY SIEVE WAY OF ACTING IN ORDER TO SUCCEED + SOURCE OF POWER INHERITED FROM THE PAST CONTENTOF DECISIONS PAST PROCESSOF DECISION MAKING PAST CONTEXT IN WHICH DECISIONS OCCURS PAST
  10. 10. (Zander: 2000) Downward spiral talk stands for aresigned way of talking that excludes possibility. It is based on the fear that we will be stopped in our tracks and fall short in the race, and it iswholly reactive to circumstances,circumstances that appear to be wrong, problematic and in need of fixing. Focusing on the abstraction ofscarcity,downward spiral talk creates an unassailable story about thelimits to what is possible,and tells us compellingly how things are going from bad to worse. CONVERSATIONS FOR NO POSSIBILITY
  11. 11. (Zander: 2000) Ordinarily we equate accountability withblameand blamelessness, concepts from theworld of measurement. When I blame you for something that goes wrong, I seek to establishthat I am in the right and we all know the delicious feeling of satisfaction there. However, inasmuch as I blame you to that degree, in exactly that proportion,I lose my power. I losemy ability to steer the situation in another direction, to learn from it, or to put us in good relationship with each other. Indeed Ilose any leverageI may have had, because there is nothing I can do about your mistakes only about mine. CONVERSATIONS FOR NO POSSIBILITY
  12. 12. (Zander: 2000) Downward Spiral Talk Am I speaking from here?THE UNIVERSAL HUMAN PARADIGM
  13. 13. MOVING OUT OF THE COMFORT ZONE (Based on Malphurs : 1993) THE FUTURE UNKNOWN WORLD (The Enemy) CURRENT KNOWN WORLD (The Womb) KNOWLEDGE CONTROL LACK OF KNOWLEDGE LACK OF CONTROL VULNERABLE RISKY UNCERTAIN UNCOMFORTABLE SAFE NO RISK CONFIDENT COMFORTABLE SAFETY ZONE DANGER ZONE
  14. 14. Currentreality Currentfuture Designatedimpossible Future ! Security in small steps - lets justincrementally improve what were doing ? Designatedimpossible Future ! THE VALLEY OF DEATH UNIVERSAL HUMAN PARADIGMS CHALLENGED AT INFLECTION POINTS REINVENTION MASTER PARADIGMS INVENTED FOR THE FUTURE MOVING OUT OF THE COMFORT ZONE You dont get to impossible through improvement ! Lets work back from the future !
  15. 15. Currentreality Designatedimpossible Future ! Designatedimpossible Future ! THE VALLEY OF DEATH PARADIGMS CHALLENGED The Universal Human Paradigm is about the past, whereas inflection points are about the future. The leap from the Universal Human Paradigm to the Reinvention Master Paradigm at these inflection points is like going throughTHE VALLEY OF DEATH. PARADIGMS REINVENTED Currentfuture Security in small steps - lets justincrementally improve what were doing ? MOVING OUT OF THE COMFORT ZONE You dont get to impossible through improvement ! Lets work back from the future !
  16. 16. If you want to make minor, incremental changes and improvements, work on practices, behaviour or attitude. But if you want to make significant, quantum improvement, work onparadigms. (Covey: 2005) MOVING OUT OF THE COMFORT ZONE
  17. 17. New Context Scope of change and transformation PARADIGM PIONEER PARADIGM PARALYSIS Standing still Out of the box Benchmarking Impact of Change and transformation PARADIGM REINVENTION PARADIGM SHIFT MANAGEMENT PARADIGM FOCUS ON DOING PARADIGMS CHALLENGED THE ENVIRONMENT LEADERSHIP PARADIGM FOCUS ON BEING MOVING OUT OF THE COMFORT ZONE
    • PARADIGMS REINVENTED
    • TRANSFORMATION
    QUANTUM CHANGE OR DEMISE Improving Resistance to Change THE EDGE OF CHAOS DISCOMFORT The current and known worldThe future, unknown
  18. 18. THE SHIFT IS IN WHO YOU ARE BEING. CHANGE IN BEING Achieved throughLANGUAGE CONVERSATION SAID OR UNSAID SHARED MEANING SPEAKING LISTENING CFNP CFP POWER : SPEED OF SHIFT : DECLARATION OF POSSIBILITY REQUESTS AND PROMISES LIBERATIONFROM THE UNIVERSAL HUMAN PARADIGM CHANGE IN BEING Achieved throughLANGUAGE
  19. 19. (Goss : 1996) Language is the only leverage for changing the context of the world around us. This is because people apprehend and construct reality through the way they speak and listen. LIBERATIONFROM THE UNIVERSAL HUMAN PARADIGM
  20. 20. CONTEXT IN WHICH DECISIONS OCCURS FUTURE CONTENTOF DECISIONS PAST PROCESSOF DECISION MAKING PRESENT (Based on Pettigrew, 1988) WHAT? HAVING I HAVE HOW? DOING I DO UNTIL WITHOUT UNLESS MISSING? ESSENTIAL? NEXT? CONVERSATIONS? REQUESTS? PROMISES? WHY?BEING I AM OUGHT SHOULD BLAME LIBERATIONFROM THE UNIVERSAL HUMAN PARADIGM IN ORDER TO . . .CONTROL
  21. 21. (Goss : 1996) PAST You make a request or promise;it is accepted, declinedor countered You still ( being human) assign meaning interpretation explanation conclusion your invented game PRESENT something happens You make a request or promise; it is accepted, declined or countered You make a request or promise;it is accepted, declinedor countered FUTURE LIBERATIONFROM THE UNIVERSAL HUMAN PARADIGM etc etc etc until the possibility you are BEING occurs in the world as a reality THESE INTERPRETATIONS WHEN THEY OCCUR, OCCUR MERELY AS SOMETHING YOU HAVE
  22. 22. (Goss : 1996) REALITY PAST HAVING Interpretation conclusion CONTENT BEING your invented game CONTEXT ACTION PRESENT DOING Something happens PROCESS POSSIBILITY INVENTED FUTURE TAKING A STANDMAKING DECLARATIONS UNREASONABLE REQUESTS Accepted Declined/rejected counter offers BOLD PROMISES Kept Not kept Revoked ASSESSMENTS ASSERTIONS OPINIONS Nothing moves forward Pulls you into the Past Soon in arena of CONVERSATIONS FOR NO POSSIBILITY ALL THAT HAPPENS IN THIS MODE IS CONVERSATION LIBERATION LIBERATIONFROM THE UNIVERSAL HUMAN PARADIGM
  23. 23. MOVING OUT OF THE COMFORT ZONE (Based on Treat : 1999) FUTURE

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