Leadership is a stretching force Authority is a stabilizing force Authority figures are often seduced into protecting people from facing the adaptive challenges they need to learn and face Authority figures can also be seduced into restoring equilibrium to the system resulting in ID: 697027
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Slide1
Leadership and Authority: Based on Ronald Heifetz
Leadership is a “stretching” force. Authority is a “stabilizing” force
Authority figures are often seduced into protecting people from facing the adaptive challenges they need to learn and face. Authority figures can also be seduced into restoring equilibrium to the system resulting in work avoidance. Slide2
Leading with Authority:
Ronald
Heifetz
Getting onto the Balcony
: Viewing patterns to see beyond “technical fixes”
Hosting
: Orchestrating factions and competing points of view
Directing Attention to Issues
: Power to choose what issues get addressed
Accessing Information
: ability to ask questions that for others may not be accessible. Determine how much a group can handleSlide3
Leading with Authority:
Ronald Heifetz
Framing Ripe Issues:
Choosing how an issue is addressed. Who has to learn what?
Choosing participants:
Can choose who comes to the table to participate in critical conversations and decisions. Can help determine who has a voiceSlide4
Leading without Authority:
Ronald
Heifetz
Creating
dissonance-
challenging
the gap between expressed and lived values
About changing hearts and minds
About loss
About helping people step out upon a precipice
Assassination
Can help authority see a problem more clearly Slide5
Leading without Authority:
Ronald
Heifetz
Pushing work back to relevant publics
Dramatizing the gap between values and reality
Reading the behavior of the authority figureSlide6
What is Adaptive Work?Ronald Heifetz
Helping to clarify values
Helping people develop new strategies and learn new ways
Mobilizing an organization to adapt-not just offer technical fixes
It is distressing. People need to take on new roles, new values, new behaviors
Drawing out conflicts and issues, allowing folks to feel the pinchSlide7
What is the Work of Leadership?Ronald Heifetz
Getting onto the balcony:
seeing the patterns
Identifying the adaptive challenge:
people are apt to cling to silos and current practices
Regulating Distress
: People can only learn so fast; they can’t learn when overwhelmed
Creating a holding environment
: hold the space, the pressure cooker with the right amount of heat Slide8
What is the Work of Leadership?Ronald Heifetz
Provide direction
(frame key questions),
protection
(allow the organization to feel the pressure at a rate it can stand),
orientation
(resist solutions that may be premature),
manage conflict
(expose and let conflict emerge) and
help shape norms
(challenge unproductive norms)Slide9
What is the Work of LeadershipRonald Heifetz
Presence and Poise
Regulating the distress in the system: due to externalizing the enemy, blaming the authority figure, scapegoating
Holding steady in service of change
Tolerating uncertainty, pain, frustrationSlide10
The Work of LeadershipRonald Heifetz
Giving the work back to the people is not easy
Getting people to assume more responsibility is not easy
Need to allow others to experience the problem or challenge
Support don’t controlSlide11
The Work of LeadershipRonald Heifetz
Protecting voices from below that the group would like to neutralize (to gain equilibrium)
Deviants create disequilibrium.
If you want to silence someone, chances are you should resist. Slide12