Peter Stonefield, PhD Stonefield... · Leading With Agility Peter Stonefield, PhD Stonefield Learning Group San Ramon, California In2:InThinking Network 2005 Forum April 7-10, 2005

Leading With Agility

Peter Stonefield, PhDStonefield Learning Group

San Ramon, California

In2:InThinking Network 2005 Forum

April 7-10, 2005

Email: [email protected]

2005 Forum

© 2004 Stonefield Learning Group2

Current ChallengeJack F. Product Manager, Sun Microsystems

““I used to be able to keep my head down and focus on my product aI used to be able to keep my head down and focus on my product and nd proprietary technologies in US markets. No more! Now I must do tproprietary technologies in US markets. No more! Now I must do that and hat and think globally about endthink globally about end--toto--end solutions embracing open technologies. end solutions embracing open technologies. Where solutions used to be simple and easy to put together they Where solutions used to be simple and easy to put together they are now are now complex, difficult and very expensive to support. I used to dealcomplex, difficult and very expensive to support. I used to deal primarily primarily with my own engineering group, finance, operations, a few suppliwith my own engineering group, finance, operations, a few suppliers, ers, sales and outbound marketing. Now I work with all those plus sesales and outbound marketing. Now I work with all those plus several veral other groups including alliance partners and service. Most of myother groups including alliance partners and service. Most of my focus focus and energy used to be devoted to the product launch. Now, I musand energy used to be devoted to the product launch. Now, I must do the t do the research, formulate strategy, define the product, synchronize deresearch, formulate strategy, define the product, synchronize development velopment with partners, launch and end the life of products, all in less with partners, launch and end the life of products, all in less than three than three years.years.

My three biggest challenges? Getting and keeping alignmentMy three biggest challenges? Getting and keeping alignment around a around a shared vision across all those boundaries, driving for results wshared vision across all those boundaries, driving for results with out ith out escalating every issue, reacting quickly to competitive moves anescalating every issue, reacting quickly to competitive moves and keeping d keeping up with the knowledge.up with the knowledge.””


SurviveSurvive--ThriveThrive--DevelopDevelop

Space / TimeProduct Lifecycles Profit WindowsKnowledge Lifecycles

Global CompetitionGlobal CompetitionConvergence / IntegrationConvergence / Integration

Technologies / OrganizationsTechnologies / OrganizationsInnovation / New knowledgeInnovation / New knowledgeChangeChange

ComplexityComplexity

Do more with lessDo more with less--faster.faster.

Optimal ResponseOptimal Response

Environmental Pressure

?


PeterPeter’’s Universal Law of Successs Universal Law of Success

Sense Sense andand Response Response AgilityAgility

Effective ResponsesEffective Responses

Accurate SensingAccurate Sensing

Search for NutrientsSearch for NutrientsSurviveSurvive--ThriveThrive--DevelopDevelop

Law of Requisite Behavior:Law of Requisite Behavior: Cells that organize themselves with the greatest range of effectCells that organize themselves with the greatest range of effective ive behavioral responses will not only have the greatest chance of sbehavioral responses will not only have the greatest chance of survival, but will lead the other cells.urvival, but will lead the other cells.

Situational Situational EffectivenessEffectiveness

EnvironmentEnvironmentSituationSituation

ContextContextPressurePressureOpportunityOpportunityPotentialPotentialThreatsThreats


AND

AND

AND

AND

Agile Enterprise SystemMultiple complementary Sense and Response “Success Strategies”

InnovateInnovate““Create the WavesCreate the Waves””

Preemptive LeadershipPreemptive Leadership

AdaptAdapt““Catch the WavesCatch the Waves””Robust ViabilityRobust Viability

PerformPerform““Ride the WavesRide the Waves””

Quality / SynergisticQuality / SynergisticExecutionExecution

Change / EvolveChange / Evolve““Be and Be and ‘‘let golet go’’ of the Wavesof the Waves””

ChangeabilityChangeability

Agile TechnologiesAgile TechnologiesCommunications ArchitectureCommunications Architecture

ItIt’’s an s an ANDAND world and we must coworld and we must co--evolve with it.evolve with it.


Typical Organizational Typical Organizational ResponsesResponses

SensingEnvironmental Pressure

Space / TimeSpace / TimeProduct lifecycles Product lifecycles Profit WindowsProfit WindowsKnowledge lifecycles Knowledge lifecycles

Global CompetitionGlobal CompetitionConvergence / IntegrationConvergence / IntegrationTechnologies / OrganizationsTechnologies / Organizations

Innovation / New knowledgeInnovation / New knowledgeChangeChange

Complexity Complexity

Do more with lessDo more with less--faster.faster.

A. Collaboration / ConsensusA. Collaboration / ConsensusCommittees / CommunitiesCommittees / CommunitiesMatrices / Dotted LinesMatrices / Dotted Lines

B.B. Power Power ““CommandersCommanders””““HidersHiders””

C.C. Conflicting Programs Conflicting Programs OD / Six Sigma / OD / Six Sigma / Performance Management / Performance Management / Knowledge Management /Knowledge Management /Systems ThinkingSystems Thinking / Coaching / Coaching Program ManagementProgram Management



Typical Individual Typical Individual ResponsesResponses

Global CompetitionGlobal CompetitionConvergence / IntegrationConvergence / IntegrationTechnologies / OrganizationsTechnologies / Organizations

NewNew KnowledgeKnowledgeChange / DisruptionsChange / Disruptions // ProgramsPrograms

Cross Organizational ConversationsCross Organizational ConversationsDifferentDifferent –– Cultures / Mindsets / GenerationsCultures / Mindsets / Generations

BlurredBlurred –– Boundaries / Responsibilities / Authority Boundaries / Responsibilities / Authority ““CommandersCommanders”” / / ““HidersHiders””

ComplexityComplexity

A.A. More Conversations More Conversations Unproductive ConversationsUnproductive ConversationsBigger ConsequencesBigger Consequences

B.B. More StressMore StressConfusion / Confusion / ConflictConflictChurnChurn / Stress/ Stress

C.C. More ResistanceMore ResistanceFear / ResentmentsFear / ResentmentsAttachment / DenialAttachment / Denial

D.D. Become Agile CommunicatorsBecome Agile CommunicatorsEvolve / AdaptEvolve / AdaptLeadLead


SensingSensingEnvironmental PressureEnvironmental Pressure

Space / TimeSpace / TimeRole / Relationship StabilityRole / Relationship StabilityKnowledge lifecyclesKnowledge lifecycles


Agile CommunicatorsAgile CommunicatorsComplementary Complementary SenseSense and and ResponseResponse RolesRolesShared Communications Architecture Shared Communications Architecture

Primary Role Primary Role AND AND Collaborative LeaderCollaborative Leader

Specialist Specialist ANDAND GeneralistGeneralistTechnical Technical ANDAND Business Business ANDAND People SavvyPeople Savvy

Concrete B&W Concrete B&W AND AND Systems ThinkerSystems Thinker

Process Process ANDAND Results OrientedResults Oriented

Doer Doer ANDAND DreamerDreamer ANDAND Project ManagerProject ManagerKnowledge Source Knowledge Source ANDAND Seeker Seeker ANDAND CoCo--creatorcreator

DirectorDirector ANDAND Inquirer Inquirer ANDAND PartnerPartner

Innovator Innovator ANDAND Adaptor Adaptor ANDAND EvangelizerEvangelizer

Negotiator Negotiator AND AND Demander Demander AND AND Change ManagerChange Manager

National National ANDAND World Citizen World Citizen ANDAND Cultural AssimilatorCultural Assimilator

Situational EffectivenessSituational EffectivenessOwnOwn Domain Domain AND AND At InterfaceAt Interface

LeadLeadProductiveProductive ConversationsConversations

ItIt’’s an s an ANDAND world and we must coworld and we must co--evolve with it.evolve with it.

SituationContext

PressureNeedPotentialThreats


AngerFrustrationFear/AnxietyConfusion

Negative ThoughtShut down

Blinders

IdentificationWe tend to identify with what ever has the greatest pull on our “I-ness.”

Symbolic ThreatPersonal Attack

“Me” “Who I am”

Reactive Stress ResponseFreeze-Fight–Flight

“Avoider”“Wimp”“Judge”“Fighter”“Victim”“Saboteur”“Gossiper”“Worrier”“Know it all”“Dominator”

DefensiveStrategies

“i”

Outcomes

StressWasted Energy

GuiltConflict

“pebbles”

UnproductiveConversationsRelationships

Clear GoalsIntention

Corrupted GoalsIntention

“i”

Sense Response

Virtually all interaction breakdowns and conflicts are a result of over-identification.

“i”Search for Nutrients

“i”


Who am I?Who am I?System ofSystem of SenseSense and and ResponseResponse ““success strategiessuccess strategies””Roles / Adaptive SpecializationsRoles / Adaptive Specializations

SituationSituationEnvironmentEnvironmentContextContextPressurePressureNeedNeed SatisfiersSatisfiersThreatsThreats

“i”

“i”

““ManagerManager””

““CommanderCommander””““DoerDoer””““Problem SolverProblem Solver””““EvangelizerEvangelizer””““Systems ThinkerSystems Thinker””

““The GreatestThe Greatest””““Amiable BuddyAmiable Buddy””

““SubordinateSubordinate””““FatherFather””//””MotherMother””““The KidThe Kid””““JudgeJudge””““HusbandHusband””//””WifeWife””

“i”

We tend to automatically identify with whatever We tend to automatically identify with whatever ““success strategysuccess strategy”” is associated with the context.is associated with the context.


The The ““CommanderCommander”” --“Success Strategy”Selective Selective Sensing and Limited Response

PlussesPlussesTakes chargeTakes chargeIntelligentIntelligentPushes self/othersPushes self/othersHigh expectationsHigh expectationsDependableDependableInitiativeInitiativePersistencePersistenceDecisiveDecisive““Gets it DoneGets it Done””

MinusesMinusesSuperior / ArrogantSuperior / ArrogantLow receptivityLow receptivityAbrasively pushyAbrasively pushyVery impatientVery impatientResistance to feedback.Resistance to feedback.Limits are seen as threats.Limits are seen as threats.Easily frustrated.Easily frustrated.66Publicly blames/attacksPublicly blames/attacks66““Suck it up.Suck it up.””Beliefs about leadership. Beliefs about leadership. 66PowerPowerOver competitive.Over competitive.

Need SatisfiersNeed SatisfiersChallengesChallenges

OpportunitiesOpportunitiesStand Out/Command/ControlStand Out/Command/Control

Threats: Competitors/Limits/FailureThreats: Competitors/Limits/Failure

“i”

Unintended ConsequencesUnintended ConsequencesRelationship troublesRelationship troubles““PebblesPebbles””Turbulence/ChurningTurbulence/ChurningFew want to work with them.Few want to work with them.FearFear66Keep your head down.Keep your head down.66Stick to what you know.Stick to what you know.Loss of trust and morale.Loss of trust and morale.Perceived as not caring.Perceived as not caring.Stress, health? Stress, health? Derailed career?Derailed career?

“i”

Search for Nutrients

Everything organizes around identity.Everything organizes around identity.


A Guide for the PerplexedE. F. SchumacherMan has powers of life like the plant, powers of consciousness like the animal, and evidently something more: the mysterious power “z”. What is it? How can it be defined? What can it be called? This power z has undoubtedly a great deal to do with the fact that man is not only able to think but is also able to be aware of his thinking.…There is not merely a thinker, but a thinker capable of watching and studying his own thinking. There is something able to say “I” and to direct consciousness in accordance with its own purposes, a master or controller, a power at a higher level than consciousness itself. This power z…opens up unlimited possibilities of purposeful learning….


Discover / Empower a Deeper “i”

§§ More objective and accurate More objective and accurate SensingSensing..§§ Alter behavior for effectiveness on the fly.Alter behavior for effectiveness on the fly.§§ Thrive in stress. Manage emotionsThrive in stress. Manage emotions--detach.detach.§§ ‘‘Passionate DetachmentPassionate Detachment’’..§§ Evolutionary Learning.Evolutionary Learning.ww Create New Innovative / Adaptive RolesCreate New Innovative / Adaptive Rolesww Evolve ConsciousnessEvolve Consciousness

Success StrategyRole "i"

Success StrategyRole

Thinking/EmotionsSensations



Thinking/EmotionsSensations

"i"

iPower™


iPower™ CD

Agility

iDirect Best PracticeiDirect Best PracticePeripheralPeripheral SensingSensing/Directing/DirectingDisDis--identification/Identificationidentification/Identification‘‘Passionate DetachmentPassionate Detachment’’

Evolutionary LearningMagnetic Learning Best PracticeCatalyze Self-organizationAccelerate Learning

iDiscover Best PracticeiDiscover Best PracticeDiscovering a deeper IDiscovering a deeper IPeripheralPeripheral Sensing / Sensing / AwarenessAwareness

Cut and Paste Best PracticesCut and Paste Best PracticesManagingManagingFrustration/AngerFrustration/AngerAnxiety/FearAnxiety/Fear

nn IQ Boosting MusicIQ Boosting Music


Evolutionary Learning

““There is something called learning at a rather small level of There is something called learning at a rather small level of organization. At a much higher gestalt level, learning is calledorganization. At a much higher gestalt level, learning is calledevolution".evolution". Gregory Gregory BatesonBateson

““Not much can happen until and unless management changes itNot much can happen until and unless management changes it’’s s selfself--image.image.”” W.E. DemingW.E. Deming


Evolutionary LearningEvolutionary LearningSelf-organize New Complementary Sense and Response “success strategy”Adaptive Specialization

nn Creative ProcessCreative Processww Synthesizes inner complexity / environmental pressure.Synthesizes inner complexity / environmental pressure.ww Discover imageDiscover image--““What is already trying to happen.What is already trying to happen.””ww New complementary New complementary ““success strategysuccess strategy””/ / ““attractorattractor””..

nn Magnetic LearningMagnetic Learningww Accelerate knowledge / skill acquisition.Accelerate knowledge / skill acquisition.ww Manage other Manage other ““success strategiessuccess strategies””/ resistance./ resistance.

“i”

“Tough DecisionMaker" “Dreamer” “Problem Solver" Emotions/Ideas

New Strategy“Collaborative Leader”

““The mainspring of creativity appears to be man's tendency to actThe mainspring of creativity appears to be man's tendency to actualize potentialities as the ualize potentialities as the organism forms new relationships to the environment. This tendenorganism forms new relationships to the environment. This tendency may become deeply buried and cy may become deeply buried and awaits only the proper conditions to be released and expressed.awaits only the proper conditions to be released and expressed.”” Carl RogersCarl Rogers


Evolutionary LearningAdaptive SpecializationCreative Process – Image of “What is already trying to happen.”

Current Over Used “success strategy”“Tough Decision Maker”

New Complementary “success strategy”“Collaborative Leader”


Evolutionary LearningAdaptive SpecializationCreative Process - “What is already trying to happen.”

““Symbols are vehicles of thought that enable people to store the Symbols are vehicles of thought that enable people to store the information required to guide information required to guide future behaviors.future behaviors.”” Albert Albert BanduraBandura, Learning Theorist, Learning Theorist

Current Over Used “success strategy” New Complementary “success strategy”


Natural LeadershipNatural Leadershipfor Peter Stonefieldfor Peter Stonefield

dazzle of ideas foldingdazzle of ideas foldingthemselves together in mind tissuethemselves together in mind tissueI follow your voice into meditationI follow your voice into meditationI see a womanI see a woman’’s face shinings face shiningin sunlight through a crystal bowlin sunlight through a crystal bowlI follow her image through officesI follow her image through officesof the gas company now filled with musicof the gas company now filled with musicand colors her clean dark hairand colors her clean dark hairher smooth walk draw me onwardher smooth walk draw me onwardshe is my natural way of leadershipshe is my natural way of leadershiparranging my pieces to her field of energyarranging my pieces to her field of energy

you are a man of rainbow energy who leadsyou are a man of rainbow energy who leadsseminars of possibilitiesseminars of possibilitiesyou teach business people to juggle yellow tennis ballsyou teach business people to juggle yellow tennis ballstoss them up toss them up upup upup your mind opening alwaysyour mind opening alwaysfor new ways to assistfor new ways to assistthe perfection of energythe perfection of energyour natural leaning toward wholenessour natural leaning toward wholenessI remember your red tie and white shirtI remember your red tie and white shirtthe way you walkthe way you walkeffortlessly into tomorroweffortlessly into tomorrow

----Len Len EdgerlyEdgerlyVice President and General Manager Vice President and General Manager Northern Gas of WyomingNorthern Gas of Wyoming

New Complementary “success strategy”Adaptive Specialization


Evolutionary LearningEvolutionary LearningAdaptive SpecializationsAdaptive Specializations

“Curio”Inquiry

Understanding

“Architect”Performance

Process/SystemPerspective

“Collaborative Leader”Partner/Shared Vision

Soft Power

Current Over UsedStressed

“Commander”Hard Power

“I want..”Get it done!

“Negotiator”Interests?/Options?

“We want…”

Leverage “Golfer”Relaxed

Under Pressure

The Evolution of Leadership.Andy T. Director

9 m

onth

s

Diagnostic community Diagnostic community produces jewels for produces jewels for customerscustomersreturning treasure to Sun.returning treasure to Sun.

A clear purpose, vision andA clear purpose, vision andstrategy aligns power for liftstrategy aligns power for liftoff.off.

Symbiotic learning creates autonomous interSymbiotic learning creates autonomous inter--dependent knowledge leveraging relationshipsdependent knowledge leveraging relationshipsacross business units and geography.across business units and geography.

Diagnostic engineers selfDiagnostic engineers self--organize a organize a knowledge sharing and information knowledge sharing and information methodology and network.methodology and network.

New business units probe differentNew business units probe differentenvironments, dispersing knowledgeenvironments, dispersing knowledgein the process.in the process.

Decomposition and breakdown ofDecomposition and breakdown ofold structures and relationships.old structures and relationships.

CoCo--evolution of Identityevolution of IdentityShared VisionShared Vision

PastPast

PresentPresent

FutureFutureDiagnostic EngineeringDiagnostic Engineering


Agile Communications™ System StackEffectiveness-Anytime, Anyplace, Any Situation

AgilityAgility

Accelerate EvolutionAccelerate Evolution

Situational SolutionsSituational SolutionsCollaborative Leadership, Converging Collaborative Leadership, Converging Minds, Leading ChangeMinds, Leading Change

Universal Communications ArchitectureUniversal Communications ArchitectureCollaborative Leadership ProcessCollaborative Leadership Process

LanguageLanguage Building BlocksBuilding BlocksProductive ConversationsProductive Conversations

SelfSelf--organize New Adaptive organize New Adaptive ““success strategiessuccess strategies””

iPoweriPower™™ Situational Awareness, SelfSituational Awareness, Self--managementmanagement

Situational Effectiveness

Agile C

omm

unicationsA

gile Com

munications™™

Assessm

entA

ssessment


Vision - Leadership as Stage Play

Situation EnvironmentOpportunities

PotentialContext

PressureNeed SatisfiersThreats

CastAdaptive SpecializationsLeadership Clusternn ““VisionaryVisionary””nn ““CommanderCommander””nn ““StrategistStrategist””nn ““Systems ThinkerSystems Thinker””nn ““Business PartnerBusiness Partner””nn ““CoachCoach””nn ““Collaborative LeaderCollaborative Leader””nn ““LobbyistLobbyist””nn ““InnovatorInnovator””nn ““AdaptorAdaptor””nn ““Thought LeaderThought Leader””nn ““SourceSource”” and and ““SeekerSeeker””

iPower™

PersonalityPersonalityAsAs

InstrumentInstrument

Situational EffectivenessSituational EffectivenessLeadsLeads

ProductiveProductive ConversationsConversationsThatThat

Makes it happen.Makes it happen.

Documents

Peter Stonefield, PhD Stonefield... · Leading With Agility Peter Stonefield, PhD Stonefield Learning Group San Ramon, California In2:InThinking Network 2005 Forum April 7-10, 2005