NES Annual Dental Conference October 2013 Edinburgh · 2013-10-23 · • Resume responsibility •...

Challenge of Adaptive leadership

NES Annual Dental Conference

October 2013

Edinburgh

Irwin Turbitt

Is anyone nervous?

The

Balcony

NORMAL DISTRIBUTION or BELL CURVE

NORMAL DISTRIBUTION or BELL CURVE

“What was I thinking” Average

TARGET

Normal Abnormal Abnormal +ve deviancy -ve deviancy

?

CRISIS TAME

WICKED

Problems, Problems, Problems.

CRISIS TAME

WICKED

Grint

Keith Grint

Complex Adaptive Social Systems

1 1 2 + = relationship determines outcome

F. W. Taylor’s engineering: the application of science to achieve the one best solution

Problem

Solution

Management as a science

A + B = C

C B

A

10

C

B

A

The relationship determines the

outcome

A + B = C

Interpretations

The

Balcony

CRISIS TAME

WICKED

Command

Leadership

Management

Grint

Keith Grint

rationalising rather than rational

What you see depends on what you are looking for!

The

Balcony

CRISIS TAME

WICKED

Command

Leadership

Management

Grint

Keith Grint

Leadership is the practise of getting the people to face complex collective responsibilities

It is unpopular and dangerous

•  Leadership requires Change •  Change requires LOSS •  Loss leads to DISTRESS •  Distress can be PRODUCTIVE •  Productive zone of Distress

MAINTAINING people within THEIR Productive Zone of Distress

Leadership

Tough Love

WICKED

Leadership

that MAINTAINS people within THEIR Productive Zone of Distress

Adaptive leadership is about disappointing people

at a rate they can absorb

It is unpopular and dangerous

People who occupy a post with

Executive and Symbolic

AUTHORITY

Leaders

Leadership

Leaders, Heroes, Rock Stars.

There is perhaps no more corrosive trend to the health of our

organizations than the rise of the …rock star leader whose deepest

ambition is first and foremost self-centric.

Jim Collins 2001

Ego-centric --------- Altruistic

Theory & Practice

“The young Executive arrived at a unionised textile mill and told the Union Officer

‘I am the new Manager here, and when I manage a Mill, I run it. Do you understand?’

The Union Agent nodded and waved his hand. Every worker stopped; every loom stopped.

Then the Agent turned to the Manager and said, ‘Go ahead, run it.”

Authority is a relationship not a possession

Symbolic Authority Golden moments of Truth

I hear what you say but I see what you do and

seeing is believing



Authority is a relationship not a possession I hear what you say; but I see what you

do and seeing is believing

Reference Books Adaptive leadership

Identify the Adaptive Challenge

Regulate the distress

Create the Holding Environment

The Seven Principles for Leading Adaptive Work

•  Create the heat •  Sequence & pace the work •  Regulate the distress

Protect the voices of Leadership from below

•  Resume responsibility •  Use their knowledge •  Support their efforts

Get on the Balcony

Give back the work

•  Work avoidance •  Use conflict positively •  Keep people focussed

•  Ensuring everyone's voice is heard is essential for willingness to experiment and learn •  Leaders have to provide cover to staff who point to the internal contradictions of the organisation

•  May be a physical space in which adaptive work can be done •  The relationship or wider social space in which adaptive work can be accomplished

•  A challenge for which there is no ready made technical answer •  A challenge which requires the gap between values, beliefs, attitudes and behaviours to be addressed

•  A place from which to observe the patterns in the wider environment as well as what is over the horizon (prerequisite for the following five principles)

Maintain Disciplined Attention

Irwin Turbitt +44 (0)7867 640926 [email protected]




Leadership is about relationships

Leaders

exercising choosing to exercise Leadership

Creating Value •  The Private Sector aims to create private

value –  Financial Profit

•  The Public Sector aims to create Public Value –  ? Who Decides?

"  The bottom line

"  No (concrete) bottom line

Adaptive Leadership for What?

Reference Book Mark Moore (1995)

Inputs & Outputs

•  Public Managers are not limited, as they are in the private sector, to the provision of goods and services; “often public managers are in the business of imposing obligations not providing services."

•  Probably the public managers most commonly thought to be engaged in this “retail delivery of obligations” are those in policing.

Moore 1995

Private Sector

Public Sector

Inputs & Outputs

INPUTS

INPUTS

OUTPUTS

OUTPUTS

Money based i.e. anything that can be purchased • buildings • equipment • peoples time

Money based Profit ROI Shareholder Value


Authority based the unique resource only available to state authorities to obligate citizens to do what they would not volunteer to do

Mission based How much progress have we made with regard to our mission (PVP)

Goods & Services Obligations

Public managers and criminals have a lot in common

“They use force and other people’s money to accomplish their objectives”

Mark Moore, 1995

Operationally & Administratively feasible

Substantively valuable

Legitimate & Politically sustainable

Operating Capacity

Public Value

Proposition

Authorising Environment

The Strategic Triangle

35

•  ‘The most common form of human stupidity is forgetting what we were trying to do’ (Nietzsche)

•  ‘The most common form of human stupidity is forgetting what we were trying to accomplish’ (Graham Allison),

•  which leads to question zero, ‘what exactly are we trying to accomplish?’

•  the technique of ‘the 5 whys’. Asking ‘why’ repeatedly until clarity about the purpose is achieved

•  a common failure is confusing activity with results

Public value propositions

Creating Value

•  The Private Sector aims to create private value –  Financial Profit

•  The Public Sector aims to create Public Value –  ? Who Decides?

The

Balcony

Factions in a situation Authorising Environment

Programmes

Processes

Procedures

INPUTS

The Value Chain within the “Operating Capacity”

C L I E N T S

P O L I C Y O U T C O M E S

OUTPUTS

Partners &

Co-Producers


Authority based the unique resource only available to state authorities to obligate citizens to do what they would not volunteer to do

The boundary of your own

organisation

The boundary of your Operating

Capacity

The Police & Community Policing

•  17, 048 police officers in Scotland

Absence and office duties •  16,000 police officers

work 6.25 hrs a day 218 days per year

•  15, 456, 200 front line hours on duty per annum

•  3,272,220 citizens of working age in Scotland

•  47secs policing per citizen of working age per day

Three key questions •  is it administratively and operationally possible? •  is it politically and legally possible? •  is the purpose publicly valuable?

Three key activities •  managing downward towards improving the organisations capabilities for

achieving the desired purpose •  managing upward, towards politics, to get or maintain legitimacy and support

for that purpose •  judging the value of your imagined purpose

40

Implications of the strategic triangle

•  Is it administratively and operational possible?

•  Is it politically and legally possible?

•  Is the purpose publicly valuable?

•  Managing downward towards improving the operating capacity for achieving the desired purpose.

•  Managing upward, towards politics, to get or maintain legitimacy and support for that purpose

•  Judging the value of your imagined purpose

Three Key Activities

Three Key Questions

The Strategic Triangle – Mark Moore

• Holy Cross School Dispute • Drumcree • Alcohol fuelled Violence • Glencree Sustainable

Peace Network • Kafka Brigade

Wicked Problems




Leadership is about relationships

“When we set out to trace the origins of the crisis at Drumcree and chronicle the turbulent events there from year to year, we initially underestimated the size and complexity of the task.”

Chris Ryder

Vincent Kearney

Chris Ryder Vincent Kearney

UNDERSTANDING DRUMCREE

45

The Drumcree Results 2002

•  Brief Disorder •  Damage to Police property •  31 Police Injured

•  31People Arrested •  Cheaper Overall •  Shorter Tail

•  No disorder •  No damage to property •  No injuries •  Shorter operation •  Cheaper operation •  Summer holidays

The Parade 2003 – the results

Drumcree 2003

The annual protest by Orangemen at Drumcree has passed off peacefully.

The parade, which was banned from returning along the mainly nationalist Garvaghy Road, left Carleton Street Orange Hall at 10.20 BST. After a service at Drumcree Church, Orangemen walked to a police gate at the bottom of Drumcree Hill and staged a brief protest. PSNI Chief Superintendent Alan Todd said the day had gone very well and police had to use fewer officers than at any previous Drumcree.

Sunday, 8 July 2007, 13:20 GMT

Drumcree parade passes peacefully

Drumcree 2007

The Orange Order march at Drumcree, Co Armagh, passed off peacefully today.

The Parades Commission had ruled that the Drumcree march be rerouted away from the Garvaghy Road, continuing a ten-year ban. The Drumcree parades dispute has caused tensions since the mid-1990s, but recently it has not generated the large scale violence seen in the past. Recently, talks between Sinn Féin leader Gerry Adams and Portadown Orangemen fuelled speculation the issue has been drawn into wider political negotiations between Sinn Féin and the DUP, but both parties have denied this.

Sunday, 6 July 2008 Drumcree march passes peacefully

Drumcree 2008

Drumcree 2011

The annual Orange Order parade at Drumcree in Portadown has passed without incident.

Orangemen have been banned since 1998 from going down the mainly nationalist Garvaghy Road in Portadown after their annual march from Drumcree church. Hundreds of Orangemen took part in the march and Sunday service at the church. They handed a protest letter to police over the Parades Commission's refusal to allow them to return along what they say is their traditional route.

Sunday, 10 July 2011, 15:09 GMT 16:09 UK Orangemen hold Drumcree parade

Leaders Ego-centric --------- Altruistic

People who occupy a post with Executive and

Symbolic AUTHORITY


I hear what you say but I see what you do and seeing is believing

What you see depends on what you are looking for!

- Heroes, Rock Stars.

Leadership It is unpopular and dangerous

Leadership is the practise of getting the people to face

complex collective responsibilities

Adaptive leadership

MAINTAINS people within THEIR Productive Zone of Distress

It is about disappointing people at a rate they can absorb

Public Value

•  No (concrete) bottom line –  Using Money & Authority to co-produce Goods, Services

& Obligations •  “often public managers are in the business of imposing

obligations not providing services.“

•  Unwilling & the Unable

•  You – The People -v- The Person

"People are always blaming their circumstances for what they are. I don't believe in circumstances. The people who get on in this world are the people who get up and look for the circumstances they want, and if they can't find them, make them"

George Bernard Shaw in “Mrs Warren's Profession”

Circumstances

Be Leaders

Will choose to practise

Who when faced with wicked problems:

And Will Create Public Value

So

Will

Adaptive Leadership

Will

Challenge of Adaptive leadership

NES Annual Dental Conference

October 2013

Edinburgh

Irwin Turbitt

NES Annual Dental Conference October 2013 Edinburgh · 2013-10-23 · • Resume responsibility •...

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