RPL Masterclass(v2)
-
Upload
craig-mcdowell -
Category
Documents
-
view
325 -
download
0
Transcript of RPL Masterclass(v2)
Leadership Masterclass – Reflective Practice for LeadersCraig McDowellOctober 2013
Learning Outcomes
Intentions for today:
Exploring what is reflective practice. Sharing some useful concepts and practical tools to enable
reflective skills. In particular, addressing the leadership behaviours
of Adaptability and Decision Making, on the ODI Leadership Competencies Framework, although there are links to Results Focus, and Vision and Strategy.
2
Two Hungers
In Africa, they say there are two hungers, the lesser hunger and the greater hunger.
The lesser hunger is for the things that sustain life, the goods, the services, and the money to pay for them, which we all need.
The greater hunger is for the answer to the question ”why”, for some understanding of what life is for.
Handy (1997)
3
Reflection
Reflection is an important human activity in which people recapture their experience, think about it, mull over and
evaluate it. It is this working with experience that is important in learning.
Boud (1985)
Informal: Involves self-questioning, develops our awareness of our own
assumptions
Formal: Draws on research & theory, provides guidance &
frameworks for practice
4
Reflective Practice
The art of consciously and deliberately thinking things through, while developing understanding of complex, real world
situations.
5
Model of Reflection – 5 stage model
We identify a problem that is perplexing & ‘felt’ We observe & refine the identified problem to create a fuller
understanding We develop a hypothesis or an understanding about the
problem, its origins & possible solutions We subject the hypothesis to scrutiny & reasoning We test the hypothesis or understanding in practice.
Dewey (1938)
6
Model of Reflection – Reflection in Action
Reflection in action concerns thinking about something whilst engaged in doing it, having a feeling about something & practicing according to that feeling.
This model celebrates the intuitive & artistic approaches that can be brought to uncertain situations. Legitimises emotions.
Schon (1983)
7
Model of Reflection – Experiential Learning
Concrete experience: the event Reflective observation: consider what has happened from a
variety of perspectives e.g. own feelings, the group’s, another individual’s view
Abstract conceptualisation: re-package & process your reflections into a theoretical understanding (analysis)
Active experimentation: armed with this new understanding, you do it again, differently this time.
Kolb (1984)
8
Model of Reflection – Experiential Learning
9
Action
Do
Review
Reflection
UnderstandTheory
Apply
Great ideas
Transfer
Model of Reflection – Emotional Learning
10
Action
Do
Review
Reflection
UnderstandTheory
Apply
Great ideas
Transfer
I feel….
I want to feel…..
Why?
I can manage
these feelings
by…
Barriers to Reflection
Kolb sees that to reflect effectively on your experience, you should actively set aside time to reflect & analyse.
Psychological barriers include fear of judgement, fear of criticism, being closed to feedback, defensiveness, professional arrogance.
11
Reflective Practice – Shifting Mind-Set
12
Mind-Set: patterns of thinking, mental models.
When mind-set changes, everything above shifts
Brown (2006)
Events: reacting to events, problem solving
Behaviours: noting patterns of behaviour
Structures: attention to impact of structures,
mechanisms & processes
Increasing leverage
Adaptive and Reflective Practice
Reflective practice – the art of consciously and deliberately thinking things through, while developing understanding of complex, real world situations.
Adaptive Leadership: “The practice of mobilizing people to tackle tough challenges and thrive.”
Heifetz(2009)
13
Adaptive and Reflective Leadership
14
Hunker down
Default to what you know how to do, weathering the storm
Protect yourself from external threats
Press reset Use turbulence to reshape the
organisation, redefine the work people do
Process of conservation as well as reinvention
Choices
When have you had a choice of hunkering down or pressing reset?
What were the influences to your decision?
What was the outcome of your decision?
Think of leadership as improvisational art Distinguish the essential from the expendable Run numerous experiments
Foster Adaptation
Why is it so difficult for people to leave something behind
that has been valued?
Leadership today involves orchestrating the inevitable conflict, chaos, and confusion of change so that the disturbance is productive rather than destructive
Embrace Disequilibirum
Keep your eyes on the thermostat
Depersonalise conflict
Have courageous conversations
Embrace Disequilibirum
What do you see as the challenges to having courageous conversations?
Acknowledge interdependence of people
Use leadership to generate more leadership deep in organisation - mobilise everyone to generate solutions
Give up some authority and ownership
Generate Leadership
When have you had to give up some authority and ownership to others in order to generate
leadership, and how did this feel?
Taking care of yourself
Balance with your own thinking and emotions
Be both optimistic and realistic
Find a sanctuary
Reach out to confidants
Bring more of your emotional self to the table
Don’t lose yourself in your role
Taking care of yourself
Reflective Practice
The art of consciously and deliberately thinking things through, while developing understanding of complex, real world
situations.
23
Cynefin Framework
Snowden (2007)
Far from agreement
Close to agreement
Agreed future
COMPLICATED
Paths not determinedMonitor against vision
Close to Certainty
Far from certainty
Repetition, improve efficiency
SIMPLE
Plan action & monitor
Coalition building
COMPLICATED
Compromise to create direction
Chaos
Seek emerging patterns
Observe
New ways of working
Facilitating emerging
innovations
Plan interventions that attempt to move to new
attractors
Stacey (1996)
Adaptive Organisation
Adaptive Organisation
Elephants in the room Shared responsibility Independent judgement Develop leadership capacity Institutionalised reflection and continuous learning
Does your organisation provide time for individual and collective reflection and learning?
To what extent does your organisation allocate the necessary resources to get diverse perspectives on improvements?
Reflective Practice
The art of consciously and deliberately thinking things through, while developing understanding of complex, real world
situations.
28
Decide on one thing you would like to
explore further.
What is going around in your
head?
What are three ideas that you took from the session?
What do you agree with – what
“squared off” your thinking /
philosophy?