Brandman University Leadership Now Series 1 Strategic Leadership Innovations.

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ENVIRONMENTAL SCANNING ©DR. MICHAEL JOHN ROE, ED.D.

Brandman University Leadership Now Series

Strategic Leadership Innovations

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Introductions

What challenges is your organization facing? Why are they facing these challenges? If these challenges were overcome, what effect would it have on the

organization? Does the organization treat everyone as leaders, or, is it rife with

command and control tendencies, using ‘managers’ as a basis to carry out top-down objectives?

What sort of alignment and connection do you personally have with your organization?

Is your organization evolving to become both transparent and inclusive? Does your organization include you in the process of drafting objectives,

surfacing ideas, and generally feeling a part of the mission? Are you engaged? (i.e.. does your organization care to ask you for your

opinion before executing on objectives?) Do your senior leaders walk the talk of open, collaborative leadership?

Do they even use Enterprise 2.0 technologies to bridge the connection gap?

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Model I vs. Model II

Given the nature and constancy of change and the transnational challenges facing American business leadership, the key to making the right choices will come from understanding and embodying the leadership qualities necessary to succeed in the volatile and mercurial global economy. To survive in the 21st century, we’re going to need a new generation of leaders – leaders, not managers (Bennis, 1993).

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THEORY X & THEORY Y

McGregor (1960) expanded on Maslow’s theory saying managers’ assumptions about people tend to be self-fulfilling prophecies; most managers use “Theory X” assumptions, believing subordinates are passive and lazy, having little ambition, preferring to be led, and resist change.

Built on either “hard” or “soft” version—hard emphasizes coercion, tight controls, threats, and punishments- generates low productivity over time, as well as antagonism, etc. Soft versions of Theory X try to avoid conflict and keep everyone happy; usually results in superficial harmony with apathy and indifference.

“The essential task of management is to arrange conditions so that people can achieve their own goals best by directing efforts toward organizational rewards” (McGregor, 1960, p. 61)

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Deliverables

Develop a customized environmental scan to meet your specific needs.

How to frame the data from your scan.

How to “funnel” your data through transparency and targeted feedback.

How to use the results with your organization to effectively problem solve and build capacity.

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Defining the Current Reality

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Framing the “Right” ?’s

What is it that we want to preserve about our organization?

What is it that we would like to see changed?

If you were me, what would your three priorities be?

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Environmental Scan

Communication Systems Structures and Roles Decision Making Vision and Mission

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Framing Results

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Delphi Method

Environmental Scan (August) Results Sent Out (September)

Results Debrief Meeting Mine for Conflict Agreement on Actual Issues

Feedback to Stakeholders

Needs Assessment (October) Results Debrief (Thematically by Group)

Why do these issues exit? Feedback to Stakeholders

Solution Assessment (November) Results Debrief Meeting

Top Themes in Each Area Feedback to Stakeholders

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Meeting Design & Conflict

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Synergy

FractionationReactive

Disagreements

Square 1Coping with

Newness

Orientation Organization OpenData Flow

ProblemSolving

Dependency

Conflict

Cohesion

Interdependence

SharingDialogue\Trust

Collaboration

Shared Decisions

Camaraderie

Task

Relationship

(Group Development Matrix Jones & Bearley, 1986, 1999)

Copyright 1986, 2000 J. E. Jones and, W. L. Bearley

Inefficiency: Search for Procedures

Telling Asking One –way Communication

Expert /Leader Centered Decision Making

Issue -Oriented Polarization

Encounter Task-Oriented Confrontation

Resistance Leadership -Struggle Disagreement

Ownership Safety

Harmony Cooperation

Tight Knit We-ness

Supportive Good Communication

Flexibility Negotiation

Flying Circus Free Expression of Feelings

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Post Environmental Scan

Post Assessment (April) Quantify Results Results = Stakeholders

Gains/Losses Areas of Concern Alignment to Strategic Plan for following

year

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