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The Being and Doing of reflective Leadership

The Being and Doing of reflective Leadership. Chrissie Godfrey and Paul Birch. Single, double and triple loop learning. Are we doing things right? Here's what to do Procedures or rules. Are we doing the right things? Here's why this works Insights and patterns.

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The Being and Doing of reflective Leadership

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  1. The Being and Doing of reflective Leadership Chrissie Godfrey and Paul Birch

  2. Single, double and triple loop learning Are we doing things right? Here's what to do Procedures or rules Are we doing the right things? Here's why this works Insights and patterns How do we decide what is right? Here's why we want to be doing this Principles

  3. Self patterning

  4. 1 Sec Think slower Beta 14 - 28 cycles per second Alpha 7 - 14 cycles per second Theta 3 - 7 cycles per second Delta 0 - 3 cycles per second

  5. Cultivate your inner observer

  6. Lumina

  7. Lumina

  8. Facet 5

  9. Silhouettes

  10. Characteristics of your world

  11. Stacey’s “Edge of Chaos” CHAOTIC Far from agreement COMPLEX COMPLICATED Close to agreement SIMPLE COMPLICATED Far from certainty Close to certainty

  12. Simple Far from agreement Consistent events Clear cause and effect Right answer exists Known knows Close to agreement Far from certainty Close to certainty

  13. Complicated Far from agreement More than one right answer Known unknowns Expert diagnosis required Close to agreement Far from certainty Close to certainty

  14. Complex Far from agreement Flux and unpredictability No right answer Unknown unknowns A need for creative and innovative approaches Close to agreement Far from certainty Close to certainty

  15. Chaotic High turbulence Unknowables No point looking for right answers Immediate action to re-establish order Far from agreement Close to agreement Far from certainty Close to certainty

  16. The Context’s Characteristics Far from agreement High turbulence Unknowables No point looking for right answers Immediate action to re-establish order Flux and unpredictability No right answer Unknown unknowns A need for creative and innovative approaches More than one right answer Known unknowns Expert diagnosis required Consistent events Clear cause and effect Right answer exists Known knows Close to agreement Far from certainty Close to certainty

  17. Snowden and Boone - Complicated Complicated

  18. Snowden and Boone - Complex Complex

  19. Snowden and Boone - Chaotic Chaotic

  20. Creating the environments for emergence • Having a strong overall sense of purpose and direction • Having the capacity to flex and change in quick response to changing environments • Having strong internal and external networks that recognise their interdependence • Having effective communication systems that stay current • Having the ability to innovate and pilot new ways of working • Enabling new directions and ideas to emerge from any part of the organisation • Having the capacity to circumvent bottlenecks • Having the capacity to make “not knowing” a strength rather than a weakness • Being able to let go of old paradigms if they no longer serve • Being alert to the present

  21. Spheres of Influence Concern Influence Control

  22. The Being and Doing of reflective Leadership Chrissie Godfrey and Paul Birch

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