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Christchurch: A Leadership Incubator?”
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Canterbury Family Violence Reference Group December 5th 2014
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Chris Jansen
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“if we are looking for shifts in collective impact across
communities and organisations, lets not develop leaders within one organisation…
….lets develop leaders together from across the network so the learning process can create the
collaboration and collective impact we are looking for….
….rather than reinforcing the silos we are in…”
An appreciative critique of Promoting Better Public Services Leadership,
Professor Brad Jackson 2012, p. 38
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Hierarchies and Beauracracies “the organisation”
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Networks, movements and living systems
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Leaders vs leadership? Position of a leader vs action of leadership
Hierarchies and Networks
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The Starfish and the Spider…
The unstoppable power of leaderless organisations Ori Brafman and Rod Beckstrom
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Centralised Decentralised
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Adaptive leadership: fostering networks of self organisation
Conditions for self organisation Leadership role
1. an attractor - motivated by 1. Explore and articulate shared vision
threat or opportunity and values
2. independent agents 2. Proactive mentoring of individuals
3. interactions with neighbours 3. Foster interaction and shared learning
4. decentralised control 4. Distribute power + decentralise control
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Machine Living organism
Hybrid?
+Efficient, reliable, ordered +innovative, responsive, open
-Inflexible, slow to respond -messy and spontaneous
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Focus on growing networks of leadership rather than individual leaders
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Adaptive leadership: fostering networks of self organisation
A hybrid?
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Social labs are platforms for addressing complex social challenges… - They are social. - They are experimental. - They are systemic.
Determined collaboration
around a compelling
purpose ignites possibilities
“How can we be sure that in 5 years, we can be
even more proud of our vibrant, diverse and resilient communities across wider Canterbury?”
(as opposed to “Do you remember how fantastic
our communities used to be in 2013?”)
Mapping a polarity - impacts
• Define the challenge
• Name the poles (the two extremes)
• Brainstorm the upsides & downsides of each pole
• Upsides – benefits of focusing on this value
• Downsides – harmful effects of focusing on this value to the neglect of its pair
• Suggested order l-, r+, r-,l+
27 www.thinkbeyond.co.nz
Healthy, Thriving Organisation
Failing Organisation
Short-term Long-term
• Continuity
• Grounded
• Consistency
• Clear core ideology
• New directions
• Expanding
possibilities
• Freedom
• Lack of freedom
• Stagnation
• No new ideas being
generated
• No continuity
• Chaotic confusion over
what is happening
and Stability Change
Mapping a polarity - actions
• Identify early warning signs and list these in measurable terms
• Brainstorm all the actions you could take to stay above the line. Identify the ones that will add most leverage and record these as action steps
• Discuss how you will use this to manage the polarity
29 www.thinkbeyond.co.nz
Healthy, Thriving Organisation
Failing Organisation
Short-term Long-term
• Focus on what you
do well & amplify it
• Articulate what we
stand for
• Monitor key result
areas (dashboard)
• Clear targets, plans &
accountabilities
• Complaints of “being
stifled”
• No new ideas being
researched/developed
• Try lots of stuff and
keep what works
(bullets before
cannonballs)
• Celebrate
successes
• Fail safely
• Complaints of
“mixed messages”
• Complaints of things
“falling through the
cracks”
• Projects late or not
completed at all
• Ideas created but no
targeted actions
• Continuity
• Grounded
• Consistency
• Clear core ideology
• New directions
• Expanding possibilities
• Freedom
• Lack of freedom
• Stagnation
• No new ideas being
generated
• No continuity
• Chaotic confusion over
what is happening
Action Steps Action Steps
Early Warnings Early Warnings and Stability Change
EDEM682 Transforming Education in Canterbury 60 principals and teachers, scoping and designing prototypes
for co-teaching, student agency, learning re-design, community engagement etc
“A network of passionate and talented professionals transforming education”
“Connecting change catalysts across a community centred health system”
“Getting our city back on its feet”
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“Connecting, growing and unleashing agents of social change”.
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“Building collective capacity across the Canterbury NGO sector to
design and implement collective
projects to respond to emergent
community needs and
opportunities.”
Hybrid?
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Prototyping a hybrid approach
1. Shift from ‘either-or’ thinking to ‘both-and’ thinking.
2. Create space by embedding emergent mechanisms into structure
3. Build a customised learning incubator
4. Navigate and negotiate pathways for adoption of innovation
Keeping in contact….
www.ideacreation.org
www.leadershiplab.co.nz
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