Analysis Team

Please switch off your mobile phones or

turn them to silent!

Analysis Team

Conflict Mngm’t, Leadership & Legacy

06 Aug 2010

Camp Crame, QC, Philippines

Analysis Team

Analysis Team

1. Introduction

2. Paradigm Shift

3. Conflict management

4. Leadership

5. Legacy

Presentation Outline

Analysis Team

• Concepts as human and social constructs

• Connotation (objective and subjective) and denotation

• Meaning: Conceptual maps and behavioral maps (what means?)

• Facts: contingent truths and justified beliefs (what is?)

• Values: what is good and what is bad (what should?)

• Opinions and ideological language

• Ethics (personal) and morality (social)

• Metaphor: looking things on a different perspective

Introduction

Analysis Team

What has changed? Is this true?

1. Dynamic environment

2. Hyper-connectivity

3. Complex

4. Technology, human-machine systems, digital foot printing

5. New environment: cyber reality and space reality

6. Environmental constraints and disaster management

What's new?

Analysis Team

NDIBANO and CIP 7

London Taxi Driver Hugo SPIERS (UCL)

Analysis Team

• KNOWLEDGE: Knowledge (knowing what; knowing how and knowing when-to) is the purposeful application of information sets in logical, associative, causal or correlative relationships that can, through a process of reflection, doing and study, lead to understanding.

• UNDERSTANDING: Knowing why the car engine is running, why it is making a noise and what to do about it, deals with knowledge, and having deep insight into how all of this works, relates to understanding.

• FORESIGHT: By having deep understanding, we may develop the ability to anticipate and to look ahead and foresee. This is more than just about looking forward; it is also about the macroscopic view, the periphery, the unseen/unnoticed and the context

• Rather than seeing data, information, knowledge, understanding and foresight as a simple hierarchy, we should see it in a holographic manner: at different scales, foresight, understanding, knowledge, information and data are fractalian, nested and in heterarchical relationships

Analysis Team

ELEMENTS OF THOUGHTLinda ELDER

Analysis Team

PERCEIVING

Shane FREDRICK

A bat and a ball together

costs Php.1.10 cents. The bat costs

Php1. more than the ball:

How much does the ball cost?

Analysis Team

PERCEIVINGGregory BERNS

• The brain must interpret the physical stimuli that originate from the senses

• Everything it sees, hears or touches has multiple interpretations

• The one that is ultimately chosen, is the one that is perceived

• Because of the blindness referred to earlier, these percepts are actually the best guesses of the brain at interpreting that which flows into it

• These guesses, in technical terms, have their basis in the statistical likelihood of one interpretation over the other

• These guesses are heavily influenced by past experience as well as by what other people say

• The best way to release the brain from these shackles is to bombard it with novelty

• Diversity is therefore at the core of good perception

Analysis Team

PERCEIVINGGregory BERNS

• Iconoclastic thinking is thinking and doing those things that ordinary people say cannot be thought or cannot be done

• It requires brains that function differently in three respects:

1. Perception

2. Fear Response

3. Social Intelligence

• The biological metaphor reminds us that the brain is mortal: it needs energy to perform the amazingly complex things it does.

• This resource limitation forces it to save energy and interpret the streams of information in the quickest and most cost-effective ways

• The brain runs on approximately 40 watts of power (a light bulb)

• It therefore takes short cuts and draws on available information gained through past experience, saliency and surprisingly, on what other people say

Analysis Team

PERCEIVINGGregory BERNS

• Novelty however triggers for most people, the fear system of the brain

• The three most important fears in this respect are fear of uncertainty; fear of public ridicule and fear of public speaking

• If one is able to perceive differently and overcome the fear inherent in non-conformist thinking, the novel arguments and ideas must still be sold to other people

• This is why social intelligence is important and why the study of the social brain in perception and decision-making has exploded in the last few years

• Perception is intimately intertwined with social cognition and with social decision-making

• To create a new insight or new foresight, one has to “destroy the icons”: creation is also an act of destruction (a truly complex idea)

Analysis Team

ANALYSIS: BIAS: ATTRIBUTE SUBSTITUTION Daniel KAHNEMAN

Respondents were asked two questions: “How happy are you

with your life in general?” and “How many dates did you have last

month?”

The correlation between the two questions were negligible when

the questions appeared in the order written above, but when the

dating question was asked first, the correlation rose to 0.66. How

does this happen? When the dating question is asked first, it

raises an affectively charged appraisal of the levels of satisfaction

in that domain (the domain of relationships and dating) and when

the “happy question” is encountered, this affectively charged

appraisal is carried over or lingers to become the heuristic

attribute with which the second question is answered

Analysis Team

• is not located inside the head of one individual; it emerges through

the multiplicity of interactions.

C C C C C C

“as strong as its weakest link”“as strong as its weakest link”

Knowledge

Analysis Team

• A clash or sharp disagreement of ideas, interest, beliefs, outlook

and purpose / goals.

• An emotional disturbance resulting from a clash or impulse on a

person.

• Any situation which two or more parties feel in opposition.

• Fight/battle/war.

Conflict

Analysis Team

Contrary situ which involves choice of alternatives that could be due to ;

1. Past mistakes / or actions

2. Two desirables but mutually exclusives goals

3. When there is attraction to an object at the same time associated by

repulsion

4. Temptation

Sources

Analysis Team

Levels

1. Intrapersonal – Emerge within the individual as a result of

a. Competing roles

b. Depression

c. Over – fatigue

d. Poverty

e. Self - pity

Analysis Team

2. Interpersonal – In conflict with the others due to some difference

a. Pride

b. Feeling of superiority

c. Lack of trust

d. Threat of status

e. Envy

f. Temperament

g. Failure of communication

Analysis Team

3. Inter group – Arises bet groups, dep’t and regions due to;

a. Family

- Breeding

- Discipline

- Respect

b. Environment

- Culture

- Custom and tradition

c. Power struggle

- Dominance

Analysis Team

Effects

1. Destructive

a. Level of coop and tm work may deteriorate

b. Stress level will rise resulting to lose of self –

confidence

c. May feel defeated

d. Commit further conflicts, mistakes or even

suicide.

Analysis Team

• 2. Constructive

a. When hidden problems are bloated and allowed to be confronted and solved, it can create deeper understanding amongst people involved, individuals can be more committed.

b. Energize people to be more creative and experiment new ideas.

c. Stimulates to search for improved approaches for better results.

d. Strengthens relationship

Analysis Team

Conflict Resolution

A. Resolution strategies

1. Avoidance – Physical or mental withdrawal from

the conflict.

2. Smoothing – Accommodating the other party’s

interest. We consider other to one’s

detriment.

3. Forcing – Using tactics to win. Relies on

aggressiveness and dominance to

achieve personal goals at the expense

of other party/s.

4. Compromising – Give and take principle

5. Confronting / Brainstorming – Problem solving

or integrating; facing conflicts directly and

working through a mutually satisfactory

situ.

Analysis Team

SURPRISE AND RISKPaul BRACKEN

Paul BRACKEN argues for six ways to manage risk:

• Isolate critical assets from uncertainty: design survivability

• Smoothing: turning bigger problems into smaller chunks that can be managed

• Warning: looking at variance of possible outcomes and consequences rather than likelihoods

• Agility: responsive and adaptive systems

• Alliances: share the risk

• Environment shaping: create low risk conditions

Analysis Team

SEEING AND PERCEIVINGGaetano KANIZSA

Analysis Team

Leadership

Analysis Team

SENSING Andre ZAAIMAN

In the summer there is

is always lots of flowers and

and lots of fruit with wonderful

scents in the air

my friend

Analysis Team

What is Leadership ?

• is a process by which a person influences others to accomplish an

objective & directs the organization.

• challenging people to work collaboratively toward an ever-

expanding vision of excellence in the achievement of organizational,

personal & professional goals.

• creates a threat free environment for growth so that the creative

talents and skills of each person are use.

• encourages & builds working relationship that are individually &

organizationally satisfying, unifying etc.

• simultaneously enhances the personal growth of workers & improve

quality & caring (Larry Spears)

• process of influencing individuals or groups to achieve goals

(Lunenberg 1995)

Analysis Team

Concept of Leadership

• Good leaders are made not born !

– desire & willpower you can be a one.

– through a never ending process of self study, education, training & experience (will guide you)

• To inspire your workers into a higher levels of teamwork things you

must be, know & do.

• Though your position as a manager/supervisor

gives you power but it does not make you a leader !

• It simply makes you the boss – “Bossing people around”

Analysis Team

Leadership Theories: A Framework

PersonalityPersonality

RoleRole

Decision-Decision-making making

StyleStyle

InfluenceInfluenceParticipationParticipation

EmotionEmotion

GenesGenes

LEADERSHIPLEADERSHIP

TRAIT THEORY

BEHAVIOR THEORY

RESONANCE THEORY

GREAT MAN THEORY

SITUATIONAL/CONTINGENCY

THEORY

RELATIONAL/RECIPROCAL

THEORY

CHANGE

Analysis Team

Principles of Leadership

• Know yourself & seek self improvement – be, know & do

• Be technically proficient – know your job

• Seek responsibility & take responsibility for your actions

• Make sound & timely decisions – good problem solving

• Set the example – role model

• Know your people & look out for their well-being - nature

• Keep your workers informed – communicate

• Develop a sense of responsibility in your worker - traits

• Ensure that tasked are understood supervised & accomplished –

being able to relay the tasked

• Train as a team – group of people doing their jobs

• Use the full capabilities of your org’n – team spirit

Analysis Team

Factors of Leadership

• Follower

– different people require diff styles of

leadership.

• Leader

– honest understanding of who you are, what you know, and what you can do. Follower determines.

– to be successful you need to convince your followers.

• Communication

– Lead through two-way communication.

– Much of it nonverbal, how you communicate?

• Situation

– What you do in one will not work – “one size fits all”.

Analysis Team

Attributes

• If you are a leader who can be trusted, then those around you will grow to respect you. To be such a leader, there is a Leadership Framework to be a guide:

– Be a professional – selfless service & responsible

– Know the factors of leadership – F, L, C & S

– Know yourself – strength & weaknesses

– Know human nature – human needs

– Know your job – proficient & train others

– Know you organization – help, climate & culture

– Do provide direction – goal setting, problem solving

– Do implement – communicating / coordinating / etc.

– Do motivate – esprit de corps

Analysis Team

Environment

• Goals, Values and Concepts

– performance standard they established – high goal

– values they established – manner in how ?

– business & people concepts -

• Roles & Relationships

– behaviour of any job incumbent -

– prestige to the role -

– roles task -

• Culture & Climate

– combination of founders, past/current leadership

– crises, events, history, size, reward – rites

– feel of the org’n, shared perception & attitude

Analysis Team

Road to great leadership

• Challenge the process

– Find the process the needs to be improve

• Inspired a vision

– Shared a vision in word that can be understood

• Enable others to act

– Give them the tools & method to solve problems

• Model the way

– When the process gets tough, get your hands dirty

• Encourage the heart

– “Share the glory w/ your follower’s hearts, while keeping the pains within your own”.

Analysis Team

People

Task

(1,1) (9,1)

(9,9)(1,9)

(5,5)

Country Club Team

Authority/Obedience

Impoverished

Leadership Attitudes

Analysis Team

Competencies

• Negative indicators

– is uncomfortable in the management role

– doesn’t take a stand

– is seen as avoiding/evading the leadership role

– does not make goals clear

– does not provide direction to the group

– is not interested in people

– loses touch w/ how motivated people are

– delegates inappropriately

– prefers to let others take the lead

– is uncomfortable w/resolving the conflict

Analysis Team

Competencies

• Positive indicators

– serve as role model that other people want to follow

– empower others to translate vision into results

– is proactive in developing strategies to accomplish objectives

– established & maintains relationships w/ a broad range of people to understand needs & gain support

– anticipates & resolves conflicts by pursuing mutually agreeable solutions.

– drives for change and improvement; does not accept the status quo

– shows the courage to take unpopular stands

Analysis Team

Andre ZAAIMAN 40

Capability BuildingZaaiman and Human

INSTITUTION BUILDINGInstitutional level

Advancement abilities: creating the appropriate culture, institutional fields, knowledge sets

and arenas that favor attainment of desired societal outcomes

CAPACITY BUILDING Organizational and group level

Mission accomplishment abilities: enable, allow and empower competent individuals to cooperate in order to reach a common, long-

term goalCOMPETENCY BUILDING

Individual levelAction abilities: integrating tasks whilst combining the

right techniques, mindsets and values in order to achieve desired outputs

SKILLS BUILDINGTask levelTechnique

abilities: acquiring know-how

to master specific tasks

Analysis Team

CONTEXT: STRATEGY Andre ZAAIMAN

• Where is the future?: weak signals and peripheries

• Strategy and Planning: necessary but use opposing logics

• Strategy is what we choose to do to thrive not what we have to

do to survive

• Strategy is primarily about “what” (then how and who)

• Strategy is about adaptation and anticipation

• Strategy is about ongoing, collective sense-making

• Strategy is about iterations of thought and action

• Strategy is about differentiation

• Strategy is about capabilities for agile responsiveness

Analysis Team

The Contents of Strategy© Andre ZAAIMAN

3. Organizational Analysis

•Structure•Culture

•Capabilities and core competencies•Organizational Systems

•Resources (Human, Financial, Social)

4. Strategy Making

•Core Strategy (Vision, Mission, Strategic

Objectives, Action and Resource Plans)•Contextual Strategy (how will we handle

the constructive, obstructive and destructive

issues)•Define the Strategic Posture

1. Understanding the context, system

and meanings

Primary Research

Secondary Research

Strategic Issues Mapping

CATWOE

Focus Groups

2. Futuring

Scenario Building

Present Future

Internal

External

Analysis Team

DIMENSIONS© Andre ZAAIMAN

INTERNAL

Purpose and Resources

“How”

Means

Operations

Inputs

Stability/Control

Efficiency

Doing the right things well

EXTERNAL

Needs and Stakeholders

“What”

Ends

Strategy

Outputs and Outcomes

Dynamic/Influence

Effectiveness

Doing the right things

Analysis Team

THE STRATEGY PROCESS©Andre ZAAIMAN

1. Understanding the context, systemand meanings

2. Strategy Making

3. StrategyImplementation

Thinking-about-the-world

Real World

4. Feedback and Learning Loop

Analysis Team

NATIONAL STRATEGY AND SECURITY NATIONAL WILL AND CAPABILITIESAndre ZAAIMAN• In as far as the national will and capabilities are concerned,

it is important to distinguish between loyalty and commitment. The former is a form of behavior whilst the latter is a psychological state of mind: In contrast to commitment, loyalty indicates the readiness of a person to jump ship when an attractive alternative is offered. When these two concepts are confused with each other, surprise can be the outcome.

• It is also noteworthy that capabilities should not just be understood in the narrow military sense of the word; but rather in its more modern form that encompasses elements such as the skills and knowledge base of the country; its competitiveness internationally; its intellectual and psychological ability to make sense of and deal with turbulent, uncertain and complex environments; its financial and political autonomy; the organizational and mobilization capacity of its society as a whole; and its ability to nurture and sustain the national morale and commitment

Analysis Team

Andre ZAAIMAN 46

CONTEXT: MAKING SENSE OF THE FUTURE Andre ZAAIMAN

• We do not use or need perfect information to make good decisions but we need to gather as much facts as possible for analysis

• In organizations and institutions, strategy is important not only because it deals with focus, but also because organizations develop inertia: they build systems, train their staff and buy machinery to respond to specific needs in the environment.

• However, the environment is dynamic and the organization needs to constantly adapt to it. This is called strategic fit, which in turn reflects the strategic health of the organization: biological concepts

• Organizations are therefore forced to think of the future if they want to survive and thrive. The same applies to human beings. The key capability is that of agility

Analysis Team

Questions

• Describe a time when you needed to take action to increase team motivation

– Why was this necessary?

– What action did you take?

– How well did this work?

– What else could have done?

• Tell about a particular situation where you had to lead by example.

– What messages did you want your team?

– What action did you take?

– How well did this work?

– What else could you have done?

Analysis Team

Questions

• What opportunities have you had to take the lead in a team?

– Which is the most challenging?

– Why was that?

• Describe a specific example of a time when you had to coordinate

the work of other people.

– What were you trying to achieve ?

– How did you go about organizing the work ?

– What was the outcome ?

• Tell me about a situation when you found it difficult to manage the

work of a team.

– What made this difficult?

– How did you try to overcome these difficulties?

– How could you improve upon this?

Analysis Team

Legacy

Analysis Team

50

End - Means Conceptualization © Andre ZAAIMAN

BeRICH

BeFAMOUS

BePOWERFUL

BeLOVED

WHATDo I want to

do with my life?

HOWWill I achieve my choice ?

BeSCIENTIST

BePOP STAR

BePOLITICIAN

BeTV STAR

Buy Guitar

Study Music

Mix with musicians

Go to clubs

The things I will have to do to become

famous through being a pop star,are very specific and differ from what

I would need to do tobecome famous by being

a politician

Analysis Team Agent of change

• The “self as change agent” uses deep knowledge for personal learning and growth but also to act in the world of experience.

• Five internal elements of self as change agent:

1. Know Yourself:

- be aware of our own biases, prejudices, motives and beliefs, and that it takes others to help us know ourselves

2. Mental Models:

- be aware of the mental models we have built up over time of a particular situation or person, check if it is accurate or biased; understand the mental models of the other people you are interacting with

3. Emotional Intelligence:

- be aware of how you feel about something, what emotional states you are in at any point in time, and likewise be aware of the same things in the other people you are interacting with

4. Learning and Forgetting:

- learning requires curiosity, willingness to exert mental effort, self-knowledge to ensure a high levels of objectivity, as well as the ability to unlearn past beliefs and behaviors: letting go is often very hard

Analysis Team

Rapid Cognition FogAlex BENNET

Analysis Team

Scenario:

• Assuming you have reached the “end of the journey”. What do you want your family, peers & organization to say about you as a:

– Friend

– Law enforcer

– Spouse

– Father

Analysis Team

• Questions and comments?

• Thank you !