#BuildingCapacity in a Collaborative Culture keynote Valerie J Davis, PhD #BuildingCapacity | an ebbf international learning event understanding and developing the latent talent in people and organizations to enable adaptive and meaningful workplaces fit for the 21st century
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#BuildingCapacity in a collaborative culture - Valerie Davis PhD - ebbf international event #building capacity
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#BuildingCapacity in a Collaborative Culture
keynote Valerie J Davis, PhD
#BuildingCapacity | an ebbf international learning event
understanding and developing the latent talent in people and organizations
to enable adaptive and meaningful workplaces fit for the 21st century
! Background and foundational concepts ! Capacity building in a collaborative culture ! Why now?
The Map
IntroductionThe Study
The Study! Two organizations practicing collaborative leadership
! 25 participants
The Participants
! 25 people: 13 males, 12 females ! Two distinct generations (DOB from 1951 – 1991)
! Most have post-graduate degrees ! Most have had significant multi-cultural experiences
Foundational Concepts
! Collaborative leadership ! Power ! Capacity building
A dynamic, interactive process that occurs between two or more people, the purpose of which is to facilitate decision-making and shared agreement on direction, alignment to goals, and a commitment to action.
Collaborative Leadership
Power:! social power in an organizational context. ! understood to be a ubiquitous and animating force of human organization.
! a benign energy. ! Considered to be intrinsic to leadership. ! “America’s last dirty word” (Moss-Kanter, 1999).
Power Over
Power To
Power With
Influencing through mutualistic power or power-with
! Inspiring ! Role modeling ! Building capacity
Collaborative leaders prefer
! Empowerment?
Building Capacity
Capacity versus Competence
! Providing resources, encouraging, and supporting
! Generating a sense of ownership ! Promoting group unity
Releasing Capacity
! Is a win-win strategy. ! There is no loss of power for the leader. ! The more capacity each person has the more potential the organization will have.
Releasing Capacity
! When you’re managing people it’s more about working with folks as individuals and helping them grow for their own sake . . . If I’m a good manager that means that I am serving them by supporting them and being better and growing and strengthening their skills and achieving what they want to achieve. I see that if I can do that successfully then I am essentially extending the impact that I can have on the world by building up the ability for others to have that impact.
Benjamin
! A conceptual framework ! Developed by Ken Wilber ! Considers “being”, “doing”, “culture”, and “the larger system”
An Integral Perspective
INDIVIDUAL
COLLECTIVE
INT
ER
NA
LE
XT
ER
NA
L
CULTURE Intra-subjective
INTENTION Subjective
SYSTEMS Inter-subjective
BEHAVIOR Objective
! no one quadrant offers a complete picture. ! All perspectives are needed for a holistic understanding.
An Integral Perspective
! Prefers mutualistic power ! Abundance mindset ! Balances agency and communion ! Courageous ! Ethical ! Humble ! Minimizes ego ! Trustworthy and trusting ! Views people as full of potential
Intention
! Employs mutualistic power ! Consults others ! Puts others ahead of self ! Shows respect for others ! Works through conflict ! Transparent in communication
Behavior
! Collaborative ! Social equity ! Social justice ! Promote equality ! Principles-centered ! Participatory decision-making ! Safe environment ! Shared opportunities to express power ! Strive for consensus ! Transparent communication ! Values-based ! Value diversity
Culture
! Collaborative strategic framework ! Democratically inspired ! Devolved leadership ! Inspires beyond the organization boundaries ! Learning organization ! Minimized hierarchy ! Promotes sustainability and altruism ! Shared ownership of the enterprise
System
INDIVIDUAL
COLLECTIVE
INT
ER
NA
L
EX
TE
RN
AL
CULTURE Relational Equality
INTENTION Abundance Balanced Character and Virtues Moral and ethical
SYSTEMS Innovative Strategic Frameworks Seamless between internal and external stakeholders
A few observations! The leaders in this study did not always think this way ! Some cautioned that negative capacity is as easily developed ! This takes time and patience ! In the end, mutualistic power and building capacity are a matter of choice
! People are at varying levels of capacity to collaborate.
! Leaders require deep self-awareness. ! Contradictory behavior will be scrutinized and magnified.
Challenges
! Technology ! Information ! Complexity
Why now?
Your Thoughts and Questions?
A few questions to explore . . .
! Is it possible to “renovate” an organization? If so, how can that be accomplished?
! What does collaborative leader development look like?
! What experiences would best serve to develop the collaborative capacities of employees?
! Your deeper questions?
Learnshop
How collaborative leaders build capacity ! Listen deeply ! Trust as a foundation ! Truly care about others ! Emphasize motivating and mentorship ! Focus on understanding; never blame ! Delegate ownership versus tasks ! Provide stretch opportunities ! Create environments conducive to learning and growth ! Place other-interest equal to or ahead of self-interest ! Participatory decision-making where appropriate ! Practice collaboration ! Promote consultation ! Employ reflection regularly