AY 2012-2013Strategic Leadership Prism

Strategy forms the plan, maps out the proposed course, and regulates the battle [conflict].

–Lindall Hart1

Leadership is the process [art and science] of influencing people by providing purpose, direction, and motivation, while operating to accomplish the mission and improve the organization.

-AR 600-100, 20072

3 [and 4] Dimension [organization] used for dispersion of light [vision]

Strategic leaders must be adept at complex decision-making, problem solving, and critical reasoning, and set the example by their words, decisions, and actions. They must convey messages indicating their professional integrity, priorities, and direction, and that support Army traditions, values, and ethics. Strategic leaders focus on the long-range vision for their organization ranging from 5 to 20 years or more. ~~ AR 600-100,2007.3

http://www.entropygames.net/files/animated/5-cell.gif

PATRICK M. WALSH, COL US ARMY

SEMINAR 04

Mr. Robert Downes, PRIMARY FACULTY ADVISORDr. Leanne Viera, STRATEGIC LEADERSHIP INSTRUCTOR

The Dwight D. Eisenhower School for National Security and Resource Strategy

National Defense UniversityFort McNair, Washington, D.C. 20319-5062

The views expressed in this paper are those of the author and do not reflect the official policy or position of the National Defense University,

the Department of Defense or the U.S. Government.

Strategic Leadership Prism

“Leadership: The Art [and Science] of getting someone else to do something you want done because he wants to do it.” – Dwight D. Eisenhower4

This paper will explain a newly developed strategic leadership (framework) prism, which

shed light on today,’s complex environment fueled by the information age. The constant change

and uncertainty prevents traditional two and even three-dimensional

frameworks. The Strategic Leadership (SL) Prism is a 4-Dimensional

object bounded by 5 tetrahedral cells, known as a pentachoron. When

viewed in 3-D, the object appears in constant change, see

http://upload.wikimedia.org/wikipedia/commons/d/d8/5-cell.gif.5 The SL Prism is the natural

sequencing from a triangle to tetrahedron to a pentachoron. This sequencing is analogous with

the sequencing from leading to strategic leading and finally to strategic leading in the compex

information age.

The Army based leadership Triad - Purpose (Drill); Direction (Skill); Motivation (Will)6

become three faces of the tetrahedron centrally connect at the strategic apex. The base forming

the fourth face is Culture, which bonds the strategic leader to the organization. Prisms have

unique fractal properties with light. The light represents visioning and the dispersed rainbow

signifies shared values and goals of the organization. Information is the fifth domain, and

creates the dynamic movement of the organization, which allows the strategic leader to see the

affects of a complex environment. It creates uncertainty with affects each of the faces of

strategic leadership, visioning, and the relationships to the environment. The SL Prism,

ultimately, provides the starting point for the future.

“Innovation is the distinction between a leader and a follower.” – Steve Jobs7

A checklist is too restrictive for Strategic Leaders of today. Future leaders and students

deserve creativity and analysis annocated with the age. The dynamic 4-D SL Prism goes beyond

a list of interrelated thoughts, and creates a model founded on both art and science. The simple

2-D frames are equilateral triangles with a base and an apex. A triangle is the foundation for

structural design in engineering, as well as the purest form of a complex molecular structure,

such as H2O. Because of the science associated with three sides, the TRIAD has become the

basis of several theorists/strategists. The Clausewitzian TRIAD --the Ways (Will of the People);

Means (Purpose –Politics); Strategy (Ends- Army) – remains the basis for military strategic arts.8

The once popular, Total Quality Management based its centralized approach – Functions, Input,

and Job on a TRIAD.9 Most recently, The Leadership Triad; Knowledge, Trust, and Power,

illustrates the symmetry and interconnectivity highlighted in three different elements in today’s

information age.10 The US Army definition of leadership –Purpose, Direction, Motivation; the

NCO Creed - Be, Know, Do; which has ultimately lead to the base SL framework - Skill, Will,

Drill – which originated in leading small units [organizations].11 These 2-D models become

inadequate when discussing the uniqueness of strategic leadership in today’s environment.

Several other postulates, theories, and taxonomies use a prism to reinforce their concepts.

Bloom’s Taxanomy levels of understanding correlate with what is expected [desired] from the

progession of direct, operational and strategical leaders. A more recent author, Senge’s 5th

Discipline; The Art & Practice of Learning Organization – Stratespheres up the pyramid are

practice, principles, essences. Other applicable examples include: The Stratified Systems Theory

by Jaques, who defines work in seven strata based on decision-making complexity; and Kotter’s

eight steps ‘to leading change’ can also be super-imposed on the pyramid working from top to

bottom.

The 3-D SL Prism provides a perfectly balanced tetrahedran that can build and

compliment previous theories. The strategic leader’s effectiveness (volume) is measured by the

cultural foundation, thinking skills, knowledge, and their support favorability. Formulas are

important so that the strategic leader understand the integral factor of each facet. Each of the

four apexs should try to remain equally distributed, so that you as a leader remain balanced.

One can describe the cultural apexes as a 4G – Grunt, Geek, Guidon, and Generalist -

network analogy. These points keep a leader connected with the organizational culture. The

fourth point is the Generalist - strategists – whose strategic growth is measurable in each face.

The strategist is also the furthest point from the base of the organization, and has more outside

influence than any other position within the internal environment. As part of ths framework and

future course development, two suggested readings are Hart’s Strategy, and Cynthia

Montgomery’s The Strategist: Be the Leader Your Business

Needs. These references explain the importance of politics

and culture as well as the associated dangers. These

references provide key words, attributes, and themes that

directly correlate to the face of the SL Prism. Leaders become

strategic leaders through understanding, nurturing, and matriculation of each of the below facets:

1. Skills change from technical to thinking, listening, and communicating.

2. Will of the people shifts from the persona of an Iron Mike, “Follow Me” – to caring and explaining the ‘Why’.12

3. Drills shift away from the known problem sets to ill-defined mental exercises and self-development.

4. Culture remains the base and the comment thread, which enables trust within an organization.

5. Information has the most uncertainty, but mastery positively affects every facet.

These five facets and visioning define the strategic leadership framework espoused in this paper.

Because everyone learns, develops, and thinks differently, the list of each frame’s

‘checklist of attributes’will very with each individual, organization, and will change over time.

With the use of computer science technology, a word map provides an alternative to a list. Word

mapping uses a querry from notes, readings, and searches. It is both artististic and scientific.

For the purpose of this paper, a conducted querry of notes and readings created a word map for

each frame. (A free word-mapping website [Tagxedo - (http: //www.tagxedo.com/ ] was used for

this initial paper, but a more robust search will be required for more accurate empirical data.)

The skillful genereal [strategic leader] conducts his army [organization] just as though he was leading a single man by the hand. ~ Sun Tzu13

For a start, strategic leaders need to hone their skills of of thinking, communicating,

adapting, compromising, teaming, persuading, and perservering through challenging situations.

Many libraries (and now virtual bookstores) have a wide variety of leadership, management,

strategist, and organizational books listing the attributes, skills

and techniques required to achieve success. Thinking about

thinking sounds redundant, but it is a core foundation for skill

development. Within the skills frame word map, systems

thinking emerged near the top apex, while creative and critical

thinking are equally important – lending to balance. System thinkers apply the art and science to

behavior development to gain a deeper understanding of the entire structure.14 Critical thinkers

are left brain, verbal, linear, focused, meticulous, and analytical. A recent example a critical

thinking was the detailed analysis leading to the discovery of ‘matter’, which holds compounds

together. 15 Creative thinkers, on the other hand, are right brain, visual, associative and

generative. Catmill (2008) defines creativity as a process that involves a large number of people

from different disciplines working effectively together to solve problems.16 However, the idea of

what is a ‘matter’, may have originated from a creative thinker. Albert Einstein says,

“Imagination is more important than knowledge.”17 A successful case study of creative thinking

was Pixar’s digitalization to rejuvenate the animation industry. Creative (originating), critical

(assessing) and systemic thinking are seldom perfectly balanced within an individual. Strategic

leaders must first understand themselves, before they can seek development. Strategic leaders are

a part of an organization, and seeking assistance is not a sign of weakness. Strategic leaders

must organize against their weaknesses by recruiting against their biases. Hiring with diversity

assists with preventing ineffective thinking.

Placing thought into action is equally important for strategic leaders. Thoughts are

worthless without action. Effective communication skills provide the means for conveying

thought. Communication occurs through a variety of means. The predominantly systems leader

may be more inclined to use geometric shapes and formulas. The creative may draw pictures,

and the critical may dissect every word. Strategic communications are mastered through

practice, knowing yourself, and your audience. The skills are nurtured through scanning,

listening, negotiations, dialogues, and decision-making. Seeing yourself must include

recognizing weaknesses, imbalances, and flaws. General Dempsey epitomized strategic

communications through his emphasis on commanding the English language. He carefully

chooses every word and action so that he successfully conveys his message, improves his own

skill development, and shares his knowledge within his organization.18

The first step in motivating …is to tell them the reason why. ~General Bruce C. Clarke 19

The second key fact to the SL Prism is capturing the will of the organization. General

Dempsey is an inspirational leader, yet he may not appear charismatic and seldom places ‘fire in

the belly’ of his audience. General Dempsey motivates because he has carefully chosen words

through experience that tells his audience ‘why’. Simon Sinek explains the importance of the

‘why’ with his explanation of starting in the center and working outward. 20 NDU-President,

MG Martin, reiterates the importance of our being at NDU,

and helps us understand the ‘why’ each time he address its

students. Ashkenas also notes that “understanding the why,

employees are more likely to accept the what.”21 An

inspirational leader – like a thermostat - sets the temperature

within the organization, and that brings them to the change. A motivational speaker – like a

thermometer – merely reiterates the temperature with gusto. They fail to help change the climate

within the organization. The will of the leader and people (organization) has helped re-shaped

countless events. In the modern era, the will of the people has changed policy and possibly the

outcome of Vietnam War; and the Arab Spring uprisings have assisted in the ousting of Strategic

Leaders. Mastery of the will comes through listening, understanding, and explaining the why.

Success in War [organizations], like most things, is a science to be acquired, and perfected by diligence, by perseverance, by time, and by practice. ~ Alexander Hamiltton22

Next, dilling and practice leads to experience and knowledge. The National Security

Strategy course at the Eisenhower School has countless examples of lessons learned from

history, which can help direct action toward the future. As General Dempsey firmly professes,

learning is ‘a life-long’journey. 23 One of Zand’s Triad element, knowledge, directly coincides

with the SL’s frame of drill, and his works should be included in future SL readings.24

Cultivating knowledge is the "art and science”

behind the intuitive use of mental models. A

mental model is a decision maker's dynamic

representation of their decision space.25 It reveals

cause and effect linkages, and become more

complex as we think reflectively about experience.

The case studies, exercises, and deliberate planning process exercises are effective tools in

cultivating knowledge. Drilling at the strategic leader level often culminates with deliberate

decision-making exercise.

Success of decision-making begins with good dialogue. Subsequently, strategic leaders

must actively create dialogue within their organization. All members involved are of equal

status, and it is a precursor for knowledge development, establishing legitimacy, and it is a skill

that requires practice. Future leadership courses and organizations must preach and practice

distinguishing the difference between discussion, dialogue, and decision-making. Many seminar

settings are rampant with discussions of individual practical experiences, yet fail to demonstrate

dialogue. For future growth, dialogue should be incoroporated and practiced amongst the

students and with the entire NDU community. This better aligns individuals, the strategic leader,

and the whole organization in reaching its strategic goals.26

An army [organization] fearful of its officers is never as good as one that trusts and confides in its leaders. ~ Gen Dwight D. Eienhower.27

The fourth facet, organizational culture, builds up the organization through the threads of

trust, shared ethics and values. The culture shares expectations, norms, values, behaviors and

unique branding with members of its organization (inclusive of the strategic leader).28 Culture is

the DNA,inherent in every individual. Ethical and internal

cultural studies are the means for a strategical leader to

monitor their role, seek self-improvement, and assess the

organization’s foundation. Strategic Leaders are the most

vulnerable because by their very nature operate the furthest

from the base culture. Absence, stagnation, or an advocated difference with the culture of

organization alienates the strategic leader. Robert E. Lee sums it up best, “I can not trust in man

to control others, who can not control himself.”29 Removal of a strategic leader who sways from

its culture can occur overnight, but changing the cultural base requires a process embued by all.

The teams and staffs through which the modern commander absorbs information and exercises his authority must be a beautifully interlocked, smooth-working mechanism. Ideally, the whole should be practically a single mind. ~ Gen Dwight D. Eisenhower30

Before discussing the fifth domain, information age, an analysis on the organizational

vision must occur to demonstrate the interaction on a static model. A centered strategic leader

operates as if they are the single mind for the organization. The SL

Prism represents that balance. When a single light (vision) is

introduced to a smooth, transparent prism, the vision is slightly

refracted into a rainbow of colors (shared values and goals). Once shared, the vision is evaluated,

refined, and redistributed. Senge (1990) describes shared vision as “a force in people’s hearts,”

“a common caring,” a creative purpose, and “a sense of commonality,” all of which “permeate[s]

the organization and give[s] coherence to diverse activities.” Visioning compels new ways of

thinking and acting,” while “provide[ing] a rudder to keep the learning process on course when

stresses develop”.31 “If a [strategic leader] can’t communicate [their] vision … in five minutes

or less and get a reaction that signifies both understanding and interest,” recommend loosening

vertical boundaries to facilitate better communication and maximize information dissemination.32

Organizations must go hand in hand with the progress of the human mind…(and) must also advance to keep pace with the times. ~Thomas Jefferson33

Finally, the fifth and dynamic facet, information age, exemplifies the belief the only thing

certain is change. The information age has exaserbated change. Three-dimensional

computations, modeling, graphics, and most recently additive manufacturing (3D printing) are

commonplace. Mapping the human mind and information flow studies, have the potential to

improve efficiencies of organizations, and streamline the process of developing strategic leaders.

The information age has moved the lab past 3-D and into a simulated domain of its own.

Information with respect to time makes uncertainty common in all frames. Change is now

constant, which has created the necessity for a dynamic 4-D model.

The Information age has also changed organizational structure. The traditional hierachal

organizations are now evolving from bottom up refinement.

Matrixed, networked, hub and spoke, spider and starfish, and fractile

ferns are just a sampling of the evolving organizational theories.

Networking and collaboration challenge the traditional power and

role of the strategic leader. While there will always be a legitimate need for strategic leaders,

their characteristics are being redefined to meet the new challenges. Gingrich’s article, “The

Agile Mind of Leadership” helps illustrates these challenges.34 The instantaneous news cycle

and technology may add to the chaos in a crisis if not embraced. Deliberately resourced strategic

messaging can counter the media’s effect on your organization. The internet can compliment

each facet of the SL Prism by taking advantage of internet blogs, forums and websites by its

collaborative nature. Across all level of leadership, growth has improved with the data network

centric information age.

In conclusion, The 4-D SL Prism is just one example of the dynamic modeling required

to illustrate the complexity that a strategic leader faces daily. The SL Prism is also applicable to

transformational organizations and academic environments. Any future models must be

dynamic, creative, and multi-faced to allow future strategic leaders the focused structure to

generate a learning environment that can be built up, yet simple enough to so that it can be

applicable to most situations and organizations. The Strategic Leaders Prism is that model.

1 B.H. Liddet Hart, Strategy, (New York, NY: Praeger, Inc, 1967), 333.2 U.S. Department of the Army, Army Leadership, Army Regulation 600-100 (Washington, DC: U.S. Department of the Army, March 8, 2007), 18. 3U.S. Department of the Army, Army Leadership, AR 600-100, 23.4 Dwight D. Eisenhower Presidential Library and Museum, http://www.eisenhower.archives.gov/all_about_ike/quotes.html (accessed November 29, 2012).5 Wikipedia, 5 Cell Pentacharon, http://upload.wikimedia.org/wikipedia/commons/d/d8/5-cell.gif (accessed November 27, 2012). 6 I have used the SkillxWillxDrill Triad as a a command philosophy, vision and for teaming. The original author was Small Unit Leadership by Ambrose. I have altered the equation to my own leadership formula, and have discussed this postulate in previous leadership courses.7 Walter Isaacson, Steve Jobs, (NY: Simon & Schuster, October 24, 2011) 8 Carl Von Clausewitz, Principle of War, (Washington, DC: The Military Service Publishing Company, September 1942).9Bill Creech, The Five Pillars of TQM, (New York: Truman Talley Books, 1994), 463. 10 Dale E. Zand, The Leadership Triad: Knowledge, Trust, and Power, (Oxford: Oxford University Press, December 5, 1996)11 Ambrose, Small unit leadership.12 Follow Me - Iron Mike is a statue outside of the leadership hall at Fort Benning, GA. And Simon Sinek is a popular motivational leadership speaker. I have viewed several of his presentation. 13 Sun Tzu, The Art of War, (Washington, DC, American Press, 1976)14 Barry Richmond, coined the term in 1987, this was transcripted from my Strategic Leadership notes.15 Albert Eintein, Essay of science, 1975.16 Catmill, This quote was previously used in my Leadership for the Information Paper, submitted, July 27, 2012.17 Albert Einstein quote, Leadership, ed. Fitton, (Oxford, Fitton, 1994)18 CJCS Speech to Eisenhower School, National Defense University, recorded change of command at National Defense University, 2012, et al. 19General Bruce C. Clarke quote, Leadership, ed. Fitton, (Oxford, Fitton, 1994)20 Simon Sinek , Power of Why?, originally broadcasted and transcribed to notes after directed viewing from NDU-Presdient. 21 Achkenas, et al. Leadership for the Information Paper, submitted, July 27, 201222 Alexander HamiltLton, The Federalist, 1787.23 CJCS Speech24 Zand.25 Strategic Leadership Course slides transcripted to notes– Mental Models26 Strategic Goals Paper, previously submitted.27 Gen Dwight D. Eienhower, Leadership, ed. Fitton, (Oxford, Fitton, 1994)28 Richard Paul and Linda Elder, Critcal & Creative Thinking (Tomales, CA, 2012)29 Robert E. Lee, Quote, Leadership, ed. Fitton, (Oxford, Fitton, 1994)30 Gen Dwight D. Eisenhower, Crusade in Europe, 1948.31Peter M Senge, The Fifth Discipline, New York, Doubleday, 2006 32 Ashkenas, et al. (1995)33 Thomas Jefferson Quote, Leadership, ed. Fitton, (Oxford, Fitton, 1994)34 Gerry E. Gringrish article, The Agile Mind of Leadership, copied article presented in LDC Course, iCollege.