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EDGE – Mastering Change and Complexity Horizontal Leadership – mastering challenges Gunnar Westling, Ph D, Centre for Advanced Studies in Leadership at the Stockholm School of Economics   ,[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object]
 
Challenges during the ”Good ol’ times” ,[object Object],President John F. Kennedy's  A Special Address to Congress On The Importance of Space May 25, 1961 Eight years later…
International space station – cooperation between 15 nations ,[object Object],“ In some ways it was easier to go to the moon, because we had total control,” Cabana (Astronaut) said.  “ We didn’t have to ask, ’What is your opinion on this? How do you want to do it? You know, we just dictated to ourselves how we are going to do it.’ But those days are gone.  (O’Brien, M. “Earthly Woes Mount for International Space Station” CNN.com, May 29, 2000.)
 
To Master Challenge –  Understand  Your Network
“ Vertical leadership” Manage a group, unit, or function Defined responsibility - authorization Allocated resources Routines + processes + problem solving “ Horizontal leadership” Manage tasks laterally across the organization Often challenges of great importance – unclear who is responsible Resource allocation based on negotiation/consent of others Sencemaking+ network + prototypes
Cooperation and leadership across organizational barriers.  Is it a good idea? ,[object Object],[object Object],(Huxham och Vangen, 2005)
More ”wicked” problems? ,[object Object],[object Object],[object Object],[object Object],[object Object],Crisis Extraordinary situation ” Tame” ” Wicked” Type of problem ,[object Object],[object Object],[object Object],[object Object]
Addressing a challenge often looks like an attempt at reducing FRAGMENTATION ,[object Object],[object Object],[object Object],[object Object]
Problem Solution Time Linear ”tame” problem solving Working on ”wicked” problems Gather data Analyze data Formulate solution Implement solution
Källa http://icasualties.org/
Adoption curve Number of ”supporters” Time Source: Bresman, INSEAD Typically  expected Typically experienced (S-kurva)
The ant perspective When we’re totally absorbed by the challenge
Solution 1:  Zoom out
Solution 2  Change perspective
Solution 3 Variation
Conclusion - The leadership challenge   ,[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
EDGE  –  Mastering Change and Complexity 1 Start Finishing line You are here Business and personal results 2 3 3 Follow-Through: Put Learning to Work Oct Nov Dec Jan Feb Mar Apr May
EDGE – Mastering Change and Complexity, Modules Follow-Through: Put Learning to Work 1 2 3 3 MODULE 1 Relevance Explore and (re)define the challenge. Focus on  WHY  •  Factors for competitiveness  •  The business context and individual connections to the challenge  •  Meaningful assignment MODULE 2 Innovative solutions Find and test solutions together with others. Focus on  HOW •  Build alliances and involve stakeholders •  360° interviews, based on the challenges •  Personal leadership  MODULE 3 Action! Prepare and carry out concrete actions. Focus on  ACTION •  Support for successful mastering  •  The tool box  •  Learning around critical events 3 3 2
Examples of Tools for Handling Challenges ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Practicing new behaviors  over time is essential  to developing new skills  or changing old habits. Action is required! Practicing new behaviors  over time is essential  to developing new skills  or changing old habits.

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Horizontal Leadership Managing Change And Complexity Eng 2009

  • 1.
  • 2.
  • 3.  
  • 4.
  • 5.
  • 6.  
  • 7. To Master Challenge – Understand Your Network
  • 8. “ Vertical leadership” Manage a group, unit, or function Defined responsibility - authorization Allocated resources Routines + processes + problem solving “ Horizontal leadership” Manage tasks laterally across the organization Often challenges of great importance – unclear who is responsible Resource allocation based on negotiation/consent of others Sencemaking+ network + prototypes
  • 9.
  • 10.
  • 11.
  • 12. Problem Solution Time Linear ”tame” problem solving Working on ”wicked” problems Gather data Analyze data Formulate solution Implement solution
  • 14. Adoption curve Number of ”supporters” Time Source: Bresman, INSEAD Typically expected Typically experienced (S-kurva)
  • 15. The ant perspective When we’re totally absorbed by the challenge
  • 16. Solution 1: Zoom out
  • 17. Solution 2 Change perspective
  • 19.
  • 20.
  • 21. EDGE – Mastering Change and Complexity 1 Start Finishing line You are here Business and personal results 2 3 3 Follow-Through: Put Learning to Work Oct Nov Dec Jan Feb Mar Apr May
  • 22. EDGE – Mastering Change and Complexity, Modules Follow-Through: Put Learning to Work 1 2 3 3 MODULE 1 Relevance Explore and (re)define the challenge. Focus on WHY • Factors for competitiveness • The business context and individual connections to the challenge • Meaningful assignment MODULE 2 Innovative solutions Find and test solutions together with others. Focus on HOW • Build alliances and involve stakeholders • 360° interviews, based on the challenges • Personal leadership MODULE 3 Action! Prepare and carry out concrete actions. Focus on ACTION • Support for successful mastering • The tool box • Learning around critical events 3 3 2
  • 23.
  • 24. Practicing new behaviors over time is essential to developing new skills or changing old habits. Action is required! Practicing new behaviors over time is essential to developing new skills or changing old habits.

Notas do Editor

  1. The real finish line for this program is not the last day of class, but improvement in your on-the-job performance. Follow-through is critical to reaching the goal/finish line. Please make the most of this opportunity.
  2. The real finish line for this program is not the last day of class, but improvement in your on-the-job performance. Follow-through is critical to reaching the goal/finish line. Please make the most of this opportunity.
  3. Just like learning to ride a bike, playing a sport or becoming fluent in another language, change requires repeated practice to develop new habits.