September 6 2017 Leonard Marcus NPLI CoDirector METALEADERSHIP SWARM INTELLIGENCE amp SUSPICION IN TIMES OF CRISIS Guiding Leadership Unity of Effort NPLI FIELD RESEARCH ID: 703734
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Crisis Leadership in Disasters Symposium
September 6, 2017
Leonard Marcus
NPLI Co-Director
META-LEADERSHIP,
SWARM INTELLIGENCE & SUSPICION
IN TIMES OF CRISIS
Guiding Leadership Unity of EffortSlide2
NPLI FIELD
RESEARCH
2003
Orange Alert
2005HurricaneKatrina2007White HouseHomeland Security Council2009PresidentialInauguration
2009H1N1 Outbreak2010DeepwaterHorizonOil Spill2012Hurricane Sandy
2013Boston MarathonBombings Response2013-2014U.S. Secret Service2014U.S. Ebola Response
2015-2017Aviation Security2016 Zika2016 CyberField Leadership Practices
Translated ToField Leadership LessonsSlide3
The
Situation
Lead Down
Lead Up
Lead AcrossThe Person
THE DIMENSIONS OF META-LEADERSHIPLead BeyondConnectivity“How can I make you a success?”Slide4
THE SHADOW OF EFFECT
OF CONFLICTSlide5
THE SHADOW OF EFFECT
OF CONFLICTSlide6
Focused
Issue specific
People - Leadership
Diffuse
Impediments
Procedural
THE SHADOW OF EFFECT
OF CONFLICTSlide7
THE SHADOW OF EFFECT
OF COLLABORATIONSlide8
THE SHADOW OF EFFECT
OF COLLABORATIONSlide9
Meta-Leadership
Ops-Implementation
Impact - CQI
Collaboration
Clarity - Fit
Correction
THE SHADOW OF EFFECT
OF COLLABORATIONSlide10
102 HOURS
LEADERSHIP OF THE
BOSTON MARATHON BOMBINGS RESPONSESlide11
THE WESTIN HOTEL
LEADERSHIP
CONNECTIVITY
OF EFFORTSlide12
PUBLIC TRANSPORTATION
OPEN OR CLOSE?Slide13
No one agency leader,
political leader, ororganizational leader was in operational command.
… yet, they all –
including the community –worked together so well.
… and with remarkable results.WHO WAS IN CHARGE?Slide14
SWARM INTELLIGENCE
Simple rules and social cues
guide complex, self-organized productivitySlide15
WHO CARES
ABOUT ANTS?
“…if you look at all the species that have ever lived on planet Earth, the most successful were ants, termites, bees and people. Why? Because they're the greatest cooperators.”
E.O. WilsonSlide16
Structure
Communication Channels
Decision Making
Protocols
SWARM INTELLIGENCE:Communication & CoordinationSlide17
1. Unity of Mission
2. Generosity of Spirit and Action
3. Stay in Lanes/
Help Others Succeed
4. No Ego – No Blame5. A Foundation of RelationshipsSWARMLEADERSHIPSlide18
IS IT POSSIBLE TO ESTABLISH CONDITIONS IN WHICH SWARM
LEADERSHIP
WORKS ACROSS AN ENTERPRISE
DURING A CRISIS?
1. Unity of Mission2. Generosity of Spirit and Action3. Stay in Lanes/ Help Others Succeed4. No Ego – No Blame
5. A Foundation of RelationshipsSlide19
SWARM LEADERSHIP
IN TIMES OF CRISIS
Large – Complex – Significant
Many different entities have a stake in the
problem & solution: Departments, Government, Non-Profit, Business, Communities, IndividualsNo one entity can solve the full problem alone: Collaboration is required.
No one entity makes all the decisions or has authority over the variables that determine successProblems appropriate for SwarmSlide20
Swarm Participation is Voluntary:
Orders within organizations work, not across
Motivation equates to Swarm Participation: Why will people join?
Participation equates to Success:
Wider engagement = Wider impact.Each group has its own operational procedures: Succeed without imposing control
Coordinating Swarm SolutionsSWARM LEADERSHIPIN TIMES OF CRISISSlide21
APPLYING SWARM
LEADERSHIP:CONNECTIVITY
1. Unity of Mission
2. Generosity of Spirit and Action
3. Stay in Lanes/ Help Others Succeed4. No Ego – No Blame5. A Foundation of Relationships
What is the central/convening narrative?In PracticeSwarm Leadership“Rising tides lift all boats.”
Does every job have someone responsible? Is there role clarity? Is mutual success valued?Maturity and experienceTrust and confidence in one another.Across organizations:
Order beyond controlRobust & productive leaders gearedfor complex problem solving“How can I help make you a success?”Slide22
1. Unity of Mission
2. Generosity of Spirit and Action
3. Stay in Lanes/
Help Others Succeed
4. No Ego – No Blame5. A Foundation of RelationshipsSWARMLEADERSHIP
1. Competing Missions2. Focus on “My” Benefit: Selfish3. Extend Authority and Turf/ Set Others To Fail4. Promote Me – Blame Others
5. Untrustworthy and schemingLEADING THRU SUSPICIONCompeting Leadership LoyaltiesShared Loyalty to the MissionIN TIMES OF CRISISSlide23
Crisis Leadership in Disasters Symposium
September 6, 2017
META-LEADERSHIP,
SWARM INTELLIGENCE & SUSPICION
IN TIMES OF CRISIS
Guiding Leadership Unity of Effort
Leonard J. Marcus, Ph.D.
Founding Co-Director
National Preparedness Leadership Initiative
8 Story Street, POB 381488, Cambridge, MA 02338-1488
617-496-0867 ljmarcus@hsph.harvard.edu