YOU RE IT! - NCSBNBARRIERS TO COLLABORATION: TRUST DEFICIT CONFLICT Motivated by the myths, battles...

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August 14, 2014 Chicago, Illinois LEONARD J. MARCUS, Ph.D. Director, Program for Health Care Negotiation and Conflict Resolution Co-Director, National Preparedness Leadership Initiative HARVARD SCHOOL OF PUBLIC HEALTH “YOU’RE IT!” THE WALK IN THE WOODS & META-LEADERSHIP © 2014, The President and Fellows of Harvard University

Transcript of YOU RE IT! - NCSBNBARRIERS TO COLLABORATION: TRUST DEFICIT CONFLICT Motivated by the myths, battles...

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August 14, 2014

Chicago, Illinois

LEONARD J. MARCUS, Ph.D.

Director, Program for Health Care Negotiation and Conflict Resolution Co-Director, National Preparedness Leadership Initiative

HARVARD SCHOOL OF PUBLIC HEALTH

“YOU’RE IT!”

THE WALK IN THE WOODS & META-LEADERSHIP

© 2014, The President and Fellows of Harvard University

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© 2014, The President and Fellows of Harvard University

•  Enterprise leaders

•  Leaders able to integrate parts into a wider whole

•  Leaders who anticipate change and work with it

•  Leaders able to wield influence beyond their authority

•  Leaders able to engage different stakeholders with ease

•  Leaders able to guide complex management operations

“META-LEADERS”

NCSBN LEADERS REDEFINED

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© 2014, The President and Fellows of Harvard University

•  Patient safety and public protection

•  The history and future of health profession regulation

•  Innovation: Advance change to meet emerging trends

•  Engage the breadth of thinking & circumstance

•  Work at the cutting edge of policy and transformation

•  Better address the needs of stakeholders & constituents

“META-LEADERS”

NCSBN LEADERS REDEFINED

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PROGRAM FOR

HEALTH CARE NEGOTIATION & CONFLICT RESOLUTION

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KATRINA 2005

H1N1 2009

MAJOR POST-9/11 NATIONAL SCALE CRISES

DEEP WATER HORIZON 2010

HURRICANE SANDY 2012

BOSTON MARATHON BOMBINGS 2013

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THE FIVE DIMENSIONS OF META-LEADERSHIP

1. The Person of the

Meta-Leader

3. Lead Down

4. Lead Up

5. Lead Across

2.The Situation

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COLLABORATION

“WHOLE IMAGE NEGOTIATION” Interdependence - Fit - Collaboration

Imagination

Interest based - Mutual benefits

“W.I.N.”

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© 2013, The President and Fellows of Harvard University

Complete the task as best as you can

NEGOTIATION ASSIGNMENT

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© 2013, The President and Fellows of Harvard University

What happened?

NEGOTIATION ASSIGNMENT

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© 2013, The President and Fellows of Harvard University

“YOU’RE IT!” THE WALK IN THE WOODS AND

AND META-LEADERSHIP

“You know, we’ve been doing a lot of talking. Why don’t we get a bit of physical exercise.

I’d like you to link up with the person sitting next to you in an arm wrestling position.

Your task, in thirty seconds, is to get the back of the hand of the other person down as many times as possible.

Count how many times you get it down. Wait until I say go.”

“GO!”

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GAME THEORY

“WHOLE IMAGE NEGOTIATION” Interdependence - Fit - Collaboration

Imagination

Interest based - Mutual benefits

“W.I.N.”

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© 2014, The President and Fellows of Harvard University

Information è Actions è Outcomes

The Frame Outlined What You . . .

Heard

Understood

Did

How did you interpret (frame) the instructions?

Framing GAME THEORY

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CONCEPTUAL FRAMEWORK FOR

PROBLEM SOLVING MULTI-DIMENSIONAL

PROBLEM SOLVING

Uni-dimensional problem solving

Two-dimensional problem solving

CLASSIC ADVERSARIAL

CONFLICT

COLLABORATION

“Me For Me” “Me Against You”

“US TOGETHER”

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Acquired Patterns

“The Tool Box”

Primitive Survival Patterns

“The Basement”

New Patterns

Factory “The Laboratory”

Creative, Abstract Thinking

Emotional Intelligence Upper Brain

TRIPLE “F” Fight

Flight, Freeze

THE BRAIN EVOLUTION & DESIGN

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Go to the “BASEMENT”

Triple “F” FREEZE FLIGHT FIGHT

YOUR BRAIN IN CONFLICT: AMYGDALA HIJACK

Am FAMILIAR PATTERNS

Am SHOCK

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YOUR BRAIN IN TRAINED RESPONSE TO A CONFLICT

Go to your “TOOL BOX”

ACTIVATE what you

have prepared

FAMILIAR ACTION

PATTERNS

Learning Exercises Training

Connectivity Mindfullness

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Day to Day

Practice & Build Your

Tools Box & Strategies

EMBED THE PATTERNS

In Conflict

CLOSE GAPS

WORKING WITH YOUR BRAIN

YOUR BRAIN: THE THINKING OF THE META-LEADER

ADMIT BASEMENT

TOOL

BOX

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META-LEADERSHIP DISCIPLINE

The speech/decision you make when you are IN THE BASEMENT

is the one you are most likely to regret.

Never lead/negotiate when you are IN THE BASEMENT…

The problem is NOT in going to the BASEMENT…

The problem is HOW DEEP into the BASEMENT you go...

how long you stay there AND what you do while there.

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© 2013, The President and Fellows of Harvard University

CLARITY OF YOUR PICTURE

SCOPE OF THE SITUATION

Limited perspective on

what is happening or what could happen

2 The

Situation

Your picture of the problem must constantly adjust

META-LEADERSHIP IN PRACTICE DIMENSION TWO

THE PURPOSE YOU LEAD

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THE CONE IN THE CUBE

Peep hole

A

Peep hole

B Peep hole A

Peep hole B

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THE ORGANIZATIONAL / BUREAUCRATIC DIMENSIONS OF META-LEADERSHIP

META-LEADERSHIP IN PRACTICE

DOWN

UP

ACROSS

Dimension 3 LEADING DOWN

You As Boss

Dimension 4 LEADING UP To Your Boss

Vertical Connectivity

Dimension 5 LEADING ACROSS

Other Units & Organizations

Horizontal Connectivity

THESE COMBINE WITH: Dimension 1 - The Person

Dimension 2 - The Situation

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DIS-CONNECTIVITY The “Silo” Mentality

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META-LEADERSHIP

Beyond The “Silo” Mentality: Unity of Effort

THE ORGANIZATIONAL ASPECTS OF

META – LEADERSHIP

ME

TA-L

EA

DE

RSH

IP

Up, Down & Across

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PERCEIVE

ORIENT

PREDICT

DECIDE

OPERATIONALIZE

COMMUNICATE

META-LEADERSHIP IN PRACTICE POP – DOC

THE MOBIUS LOOP – INTEGRATING THE DIMENSIONS

THE PERSONAL “YOU’RE IT”

DIMENSIONS OF META-LEADERSHIP

THE ORGANIZATIONAL “SYSTEMS”

DIMENSIONS OF META-LEADERSHIP

PATTERNS ACTIONS

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“YOU’RE IT!”

THE WALK IN THE WOODS & META-LEADERSHIP

Break

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BARRIERS TO COLLABORATION: THE QUESTION OF TRUST

VULNERABILITY “Get ‘them’ before they get us.”

TRUST DEFICIT

“We don’t trust ‘them’.”

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BARRIERS TO COLLABORATION: MYTHS

Reality

>The Full Explanation of the Problem<

Positional conflict often evolves out of myth

“Stories” as Evidence

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BARRIERS TO COLLABORATION: TRUST DEFICIT

CONFLICT Motivated by the myths, battles to forge advantage

The problems you solve are not

the productive ones.

The lack of trust feeds the

fabrication of myths

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CONFIDENCE BUILDING: QUESTIONS

1. What could THEY do to increase the confidence YOU have in THEM?

2. What could YOU do to increase the confidence THEY have in YOU?

Your actions should account for their impact

on confidence building.

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COMPLEX PROBLEM SOLVING EVOLVES IN STAGES

TIME The

Ideal The feasible The

transition

Build confidence

Build relationships

Trusting relationships

Concrete agreement Fluid working

relationships

Expanding involvement

Predictability

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THE PEOPLE DIMENSION

CONFIDENCE BUILDING

TRUST BUILDING

Actions, behaviors:

Relationships:

Short term

Long term

INTEGRITY

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WALK THE WALK

Problem Solution TYPICAL PROBLEM SOLVING

WALK IN THE WOODS

Contest “solutions” based on: Power – linkages, influence

Ethics – interpretations of what is “correct” Resources – capacity to “force” the issue

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WALK IN THE WOODS: A PROCESS OF CHANGE

Problem Solution Process

Foster problem-solving by working with the multi-dimensional interests and motivations of the stakeholders.

A SERIES OF STEPS TO MOTIVATE AND GUIDE INTEREST-BASED NEGOTIATION

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WALK IN THE WOODS

Problem Solution

SELF INTEREST

ENLARGED INTERESTS

ENLIGHTENED INTERESTS

ALIGNED INTERESTS

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WALK IN THE WOODS

Separate Motives

Shared Motives

INDIVIDUAL MOTIVATION?

OVERLAPPING MOTIVATION?

NEW MOTIVATION?

COMBINED MOTIVATION?

Dynamics of the

process

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META-LEADERSHIP: PROMOTE COLLABORATION AND

MITIGATE CONFLICT

•  Meta-Leader charts shared purposes and unity of effort

•  Build consensus on key GAPS and necessary new thinking

•  Operationalize activity & align progress aligned objectives

•  Benchmark early and consistent successes in meeting goals

•  Spot and resolve differences before they grow into conflict

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FOUR CLOSELY RELATED THOUGH DIFFERENT EVENTS:

AGENCY & POLITICAL LEADERS

APRIL 15, 2013 APRIL 19, 2013 JULY 4, 2013

Two explosions on

Boylston Street, Boston

Two suspects are

captured, Watertown

The original target for for the attacks.

APRIL 21, 2014

The Marathon one year later: Studying key

leaders

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WHO WAS IN CHARGE?

No one agency leader, political leader, or

organizational leader was in charge.

… yet, they all – including the community – worked together so well.

… and with remarkable results.

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SWARM INTELLIGENCE

Simple rules and social cues guide complex,

self-organized productivity

The Outcome Of

Meta-Leadership

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1. Unity of Mission

2. Generosity of Spirit and Action

3. Stay in Lanes/Help others succeed

4. No Ego – No Blame

5. A Foundation of Relationships

SWARM INTELLIGENCE

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SWARM INTELLIGENCE NCSBN

META-LEADING FORWARD

1. Unity of Mission

2. Generosity of Spirit and Action

3. Stay in Lanes/Help others succeed

4. No Ego – No Blame

5. A Foundation of Relationships

Whole Image Negotiation

Game Theory

Meta-Leadership

Cone in the Cube

Walk in the Woods

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Thank you for your attention

Thank you for your service

“YOU’RE IT!”

THE WALK IN THE WOODS & META-LEADERSHIP

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LEONARD J. MARCUS, Ph.D. Director, Program for Health Care Negotiation and Conflict Resolution Co-Director, National Preparedness Leadership Initiative A Joint Program of the Harvard School of Public Health and The Harvard Kennedy School of Government 8 Story Street PO Box 381488 Cambridge, MA 02238 617-496-0867 [email protected]

“YOU’RE IT!”

THE WALK IN THE WOODS & META-LEADERSHIP

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The Meta-Leadership Framework and Practice Method were developed by the faculty of the National Preparedness Initiative, a joint program of the Harvard School of Public Heath

and Harvard Kennedy School of Government, Center for Public Leadership.

For more information on Meta-leadership, see Marcus, L., Dorn, B. Ashkenazi, I., Henderson, J. & McNulty, E. (2012). Crisis preparedness and crisis response: The meta-leadership model and method. In D. Kamien (Ed), The McGraw-Hill Homeland Security

Handbook. New York: McGraw-Hill.

For more information on the NPLI executive education program, visit www.hsph.harvard.edu/npli

Copies of this presentation are only for the personal use of program participants It is not for distribution, publication, or presentation. All rights reserved by the President and Fellows of Harvard College and Cambridge Meta-Leadership for their respective material in this

presentation.

© COPYRIGHT NOTICE

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