Nurturing Leadership Capacity in Queensland. Chaos, complexity and pedagogy SEEKING SEEKING NEW NEW BEACHES BEACHES.
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Nurturing Leadership Capacity in Queensland
Chaos, complexity and pedagogy
SEEKING SEEKING NEW NEW BEACHESBEACHES
New Leadership Themes PerceptionsComplex organisational systemsComplex adaptive systemsComplex processing systems LIVING ORGANISMSFRACTAL-LIKE CREATURES
Traditional models Traditional models of of organisational changeorganisational changeAAnd the implications for educational / pedagogical leadership nd the implications for educational / pedagogical leadership
Few variables determine outcomes
The whole is equal to the sum of its parts
Direction is determined by design and power of the leaders
Individual or system behaviour is knowable, predictable and controllable
Causality is linear: Every effect can be traced to a specific cause
Relationships are directive
All systems are essentially the same
Efficiency and reliabilty are measures of value
Decisions are based upon facts and data
Leaders are experts and authorities
Complexity
In a world where many players are interacting, many contexts are intersecting and multiple causalities is the reality; where the emerging future is extremely difficult to predict; what strategic thoughts and actions should you take as an educator/leader ?
Complexity can be harnessed- As managers, leaders, principals, teachers, change agents, catalysts We need to be “withit” in our perceptions of the structures and cultures of systems we call educational
organisations:
As educators We must be in the business of shaping of evolutionary processes rather than just observing and explaining;
As teachers We need to realise that we deal with humans, not cogs in wheels, living organisms, moving life forces in
schools, not leggo blocks.
As principals in complex adaptive realities of schools We deal with our staff and communities and students who are intelligent individuals with complexities of
language and culture We therefore know, for example as a result of complexity that there are different measures of success
Complexity paradigms Systems of people with long and rich histories in which costs of trials and
innovative happenings needed for adaptation and successful “fit” into the changing world are measured in terms of efforts and lives not just simplistic numbers
Problems in CAS happen and are resolved in unison with universal forces of change and adaptation in which the preferences and identities of participants can evolve over time
Problems in CAS occur in a culture of systemic and fractal-like differences within generalised principles and wholistic similarities
which require leadership thought that is based upon differentiation and decentralisation which is good, is promising but can be problematic in old traditional controlling systems.
Three key processes- for harnessing complexity in organisations
VariationInteraction
Selection Complexity deals with systems of many interacting agents-
difficult to predict futures
benefit from thoughtful, strategic interventions
Situations-How can we approach these challenges keeping in mind complexity principles within chaos ? Obtaining
cooperation from your work team
Engaging your school community
Focussing on innovative, productive pedagogy for students
Can we approach these varied problems in a common way?
A computer program scans the internet seeking helpful sources
The United States wants to foster among nations goals it cannot impose by force, such as human rights, nuclear free Iran,
Australians try to ensure openness to international trade,
The coalition of the (un) willing try to enforce a peaceful resolution of the Iraq conflict,
The feds try to establish democratic governance in local Indigenous communities,
The World bank tries to initiate market economies in Pacific nations.
Basic Concepts of complex systems in your organisation Population Agent Strategy Measures of success Copying Variation Interaction patterns System Selection Adaptation Difference Container Connectivity
In your organisationChange management
Results important
Theories important
Practice important
No wizards- no magic potions
Learn from others
A changing worldwhere vision and values are important
The above lead to discussions which can “glue” people’s purposes and passion, courage, togetherness and action
ConnectionsConversations
Your role as a leader in a school for pedagogical change is to press “Refresh” strategies
Change agentry Intervene Caress Massage Walk with Facilitate Lead
What is your definition of change ?
Active Reactive Responsive Dynamic Fluid Static Challenges and Resistance
What are change and leadership models and strategies for you ?
Ephemeral Policy to realreal practice
What for? Who are we? Where to? Respond to
environment Governance is
important no blame culture,
forgiveness culture a learning organisation
People firstPeople first Nature of the task and Nature of the task and
the project the project Implementation Implementation
processesprocesses
Implementation
Cynicism Communication Measurements
Relationships
How can we make communication work?
“Icon “ project/s- “Winners”
Implementation
Reduce staff uncertainty-connections- morale-needs
Communicate re-change
Participation of all
Principles of Operation
Communication is the key
Remove all barriers of concern so we can focus on change
Success depends upon:
Concentration upon employment matters and needs first-
address fears Deal with the transitions,
then later the actual change Ensure we attend to basics
first Balanced approach Risk analyses What about those that are
“left behind”? Change is not just KPIs
How do we actually make change happen in reality? How do we ensure individual impacts happen?
Leadership support , vision, goals and tools are important
Connectivity Amplification of
differences Container-ing
Complex adaptive systems
How hits happen
Forecasting predictability in a chaotic marketplace
Discovering complexity A different approach to growing organisations in a
rapidly changing landscape
Like a bicycle race Like surfing….
Principles Time matters- More is different- Learning is living
CAS Models Responses of
players in the market to certain factors
Hidden order within outward chaos
Patterns
Power laws and fractal landscapes
Complexity as competitive advantage
Let’s go surfin’ now
Complex adaptive systems behaviour
Three key principles:
Order is emergent as opposed to hierarchical
System’s history is irreversible
System’s future is often unpredictable
Most powerful processes of change occur at micro-levels
Relationships Interactions Small incidents, projects, inter-relationships, experiments
Simple rules shape emerging patterns Interconnections Large scale change occurs through integration of small changes Organisation change emerges from interactive complex
adaptations and evolution of individuals and groups Changes are not always incremental, as sometimes there is a
system shift
New pictures for your thinking
Jazz metaphor
Autonomous musicians No formal conductor They interact as they
play They bring their own
intents, biases, levels of interest, experience, and aesthetics
Minimum specifications of space, time, duration of musical presentations, melodies, roles, and general rules have been set
System agents- in summary
Container Significant differences
Transforming exchanges
Emergent Patterns
Newtonian methods- Traditional change
Systems are slow Change is slow Interdependencies
are low Certainty is high Variability is low
010
2030
4050
607080
90
1stQtr
2ndQtr
3rdQtr
4thQtr
East
West
North
Traditional models of Organisational change
Few variables determine outcomes
The whole is equal to the sum of its parts
Direction is determined by design and power of the leaders
Individual or system behaviour is knowable, predictable and controllable
Causality is linear: Every effect can be traced to a specific cause
Relationships are directive
All systems are essentially the same
Efficiency and reliabilty are measures of value
Decisions are based upon facts and data
Leaders are experts and authorities
Complex Adaptive SystemsInnumerable variables determine outcomes
The whole is different from the sum of its parts
Direction is determined by emergence and participation of many people
Individual or system behaviour is unknowable, unpredictable and uncontrollable
Causality is mutual: Every cause is also an effect, and every effect is also a cause
Relationships are empowering
Each system is unique
Responsiveness to the environment is the measure of value
Leaders are facilitators and supporters
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