Why We have resistance We struggle to work together Efforts to remediate fail What to do about it all Ralph Jacobson 516 Parkview Terrace Minneapolis, MN 2010. The Leaders Toolbox, Inc. All rights reserved. Why were here Technical knowledge grows at Rate of change increasing.exponentially Yet 70-90% of change efforts fail Massive loss to our economy Why were here now Whats gone wrong Historically leadership training was about: Analytical Financially focused Mechanistic Focused on specific skills For those at the top of the chart Organization development not moved needle Leadership developmentnot moved the needle Formal education programsnot moved the needle Strategic planningnot moved the needle New set of eyes Initial research Leaders & managers face Problems Uncertainties Paradoxes Issues Problems.can be solved.know how Uncertaintiesplan forknow how, but Paradoxes Few know what it means Fewer know how to address Paradox Definition: The contradiction of two polarities that cannot exit at the same timeand must! Definition: The contradiction of two polarities that cannot exit at the same timeand must! Paradox: The bedrock of organizations Us Suppliers Customers Owners/shareholders Paradox: The bedrock of organizations Marketing Sales Engineering Operations Customer service Finance Human Resources Internal structural paradoxes Bottoms Middles Tops Classic organization paradoxes Centralize vs. decentralize Profit vs. invest Long vs. short Core vs. new Explore vs. exploit Research shows that Functional paradoxes Right for me vs. right for us My budget vs. our budget My way vs. the wrong way Role paradoxes Leader Perfect vs. fallible Powerful vs. vulnerable Dictator vs. democratic My way vs. our way Technical fix vs. adapative challenge Manager Focus on top vs. focus on bottoms Team vs. individual (peers) Technical fix vs. political fix Compliance vs. entrepreneurial Functional /professional paradoxes Experienced as Deeply personal Personal flaw Inadequacy Cynicism, anger, helplessness Personal paradox Male vs. female self Take risk vs. play safe Individuation vs. socialized Personal time vs. professional time Close to the angels vs. dust Personal paradoxes experienced... Inadequacy Heartburn Uncertainty Unnecessary stress Career limiting moves As a result High levels of emotion Higher levels of uncertainty Greater inefficiencies Team formation Me vs. us Which faction wins? Play it safe vs. be vulnerable Widely experienced In review There are Organization Functional Team Roles Personal paradoxes The dynamics of paradox 1.Opposing perspectives 2.Advocacy 3.Determination of winner 4.Emotional fallout 5.Sub-optimization 6.Negative consequences The negative do loop Opposing perspectives Advocacy Determination of winner Emotional fallout Sub-optimization Negative consequences R-R- Why important AT THE CORE OF EVERY ADAPTIVE CHALLENGE LIES A PARADOX WAITING TO BE BALANCED! Unmanaged paradoxes can be Expensive Divisive Diminish organization power in the market Reduce the ability to adapt to change YET Most of leadership training doesnt impact or address these areas!!! Self- actualization Aesthetic Cognitive Esteem Social Safety Physiological Why most leadership training doesnt stick Paradoxes SO WHY Do we continue to do the same old thing? Unless we address the cognitive and emotional aspects of paradox, most other methods and change management approaches will fall short in helping people accomplish complex and adaptive work. How to address 1.Education Paradox vs. problem Define critical paradoxes Show how to address them Broad range of professionals How to address 2. Mobile leadership structures Different structures for different kinds of work Greater emphasis on decision- making processes Greater value and emphasis on diversity of expression and thought Greater numbers of people involved How to address 3. Establish forums Leadership to address annually Groups experiencing tension Individual coaching Stories Leadership team Two competing organizations The engineering company The HR department We have approaches to Organization Team Role Personal paradoxes Leadership role 1.Define the paradoxes impacting the business organizationleadershipfunctionrole 2. Make public the tensionsand hold the tension 3. Use the tensions to create new possibilities 4. Manage the critical paradoxes at the right level Ralph questions 1.What is your reaction to this information? 2.How do you think paradoxes impact your organizations success? 3.What difference could focusing on paradox make for you personally? Contact information Books Leading for a Change: How to Master the Five Challenges Faced by Every Leader by Ralph Jacobson Contact Ralph Jacobson Address 516 Parkview Terrace Minneapolis, MN WebsiteBlog