AY 2012-2013 Strategic Leadership Prism Strategy forms the plan, maps out the proposed course, and regulates the battle [conflict]. –Lindall Hart 1 Leadership is the process [art and science] of influencing people by providing purpose, direction, and motivation, while operating to accomplish the mission and improve the organization. -AR 600-100, 2007 2 3 [and 4] Dimension [organization] used for dispersion of light [vision] Strategic leaders must be adept at complex decision-making, problem solving, and critical reasoning, and set the example by their words, decisions, and actions. They must convey messages indicating their professional integrity, priorities, and direction, and that support Army traditions, values, and ethics. Strategic leaders focus on the long-range vision for their organization ranging from 5 to 20 years or more. ~~ AR 600-100,2007. 3 http://www.entropygames.net/files/animated/5- cell.gif PATRICK M. WALSH, COL US ARMY SEMINAR 04 Mr. Robert Downes, PRIMARY FACULTY ADVISOR Dr. Leanne Viera, STRATEGIC LEADERSHIP INSTRUCTOR
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AY 2012-2013Strategic Leadership Prism
Strategy forms the plan, maps out the proposed course, and regulates the battle [conflict].
–Lindall Hart1
Leadership is the process [art and science] of influencing people by providing purpose, direction, and motivation, while operating to accomplish the mission and improve the organization.
-AR 600-100, 20072
3 [and 4] Dimension [organization] used for dispersion of light [vision]
Strategic leaders must be adept at complex decision-making, problem solving, and critical reasoning, and set the example by their words, decisions, and actions. They must convey messages indicating their professional integrity, priorities, and direction, and that support Army traditions, values, and ethics. Strategic leaders focus on the long-range vision for their organization ranging from 5 to 20 years or more. ~~ AR 600-100,2007.3
thinking was the detailed analysis leading to the discovery of ‘matter’, which holds compounds
together. 15 Creative thinkers, on the other hand, are right brain, visual, associative and
generative. Catmill (2008) defines creativity as a process that involves a large number of people
from different disciplines working effectively together to solve problems.16 However, the idea of
what is a ‘matter’, may have originated from a creative thinker. Albert Einstein says,
“Imagination is more important than knowledge.”17 A successful case study of creative thinking
was Pixar’s digitalization to rejuvenate the animation industry. Creative (originating), critical
(assessing) and systemic thinking are seldom perfectly balanced within an individual. Strategic
leaders must first understand themselves, before they can seek development. Strategic leaders are
a part of an organization, and seeking assistance is not a sign of weakness. Strategic leaders
must organize against their weaknesses by recruiting against their biases. Hiring with diversity
assists with preventing ineffective thinking.
Placing thought into action is equally important for strategic leaders. Thoughts are
worthless without action. Effective communication skills provide the means for conveying
thought. Communication occurs through a variety of means. The predominantly systems leader
may be more inclined to use geometric shapes and formulas. The creative may draw pictures,
and the critical may dissect every word. Strategic communications are mastered through
practice, knowing yourself, and your audience. The skills are nurtured through scanning,
listening, negotiations, dialogues, and decision-making. Seeing yourself must include
recognizing weaknesses, imbalances, and flaws. General Dempsey epitomized strategic
communications through his emphasis on commanding the English language. He carefully
chooses every word and action so that he successfully conveys his message, improves his own
skill development, and shares his knowledge within his organization.18
The first step in motivating …is to tell them the reason why. ~General Bruce C. Clarke 19
The second key fact to the SL Prism is capturing the will of the organization. General
Dempsey is an inspirational leader, yet he may not appear charismatic and seldom places ‘fire in
the belly’ of his audience. General Dempsey motivates because he has carefully chosen words
through experience that tells his audience ‘why’. Simon Sinek explains the importance of the
‘why’ with his explanation of starting in the center and working outward. 20 NDU-President,
MG Martin, reiterates the importance of our being at NDU,
and helps us understand the ‘why’ each time he address its
students. Ashkenas also notes that “understanding the why,
employees are more likely to accept the what.”21 An
inspirational leader – like a thermostat - sets the temperature
within the organization, and that brings them to the change. A motivational speaker – like a
thermometer – merely reiterates the temperature with gusto. They fail to help change the climate
within the organization. The will of the leader and people (organization) has helped re-shaped
countless events. In the modern era, the will of the people has changed policy and possibly the
outcome of Vietnam War; and the Arab Spring uprisings have assisted in the ousting of Strategic
Leaders. Mastery of the will comes through listening, understanding, and explaining the why.
Success in War [organizations], like most things, is a science to be acquired, and perfected by diligence, by perseverance, by time, and by practice. ~ Alexander Hamiltton22
Next, dilling and practice leads to experience and knowledge. The National Security
Strategy course at the Eisenhower School has countless examples of lessons learned from
history, which can help direct action toward the future. As General Dempsey firmly professes,
learning is ‘a life-long’journey. 23 One of Zand’s Triad element, knowledge, directly coincides
with the SL’s frame of drill, and his works should be included in future SL readings.24
Cultivating knowledge is the "art and science”
behind the intuitive use of mental models. A
mental model is a decision maker's dynamic
representation of their decision space.25 It reveals
cause and effect linkages, and become more
complex as we think reflectively about experience.
The case studies, exercises, and deliberate planning process exercises are effective tools in
cultivating knowledge. Drilling at the strategic leader level often culminates with deliberate
decision-making exercise.
Success of decision-making begins with good dialogue. Subsequently, strategic leaders
must actively create dialogue within their organization. All members involved are of equal
status, and it is a precursor for knowledge development, establishing legitimacy, and it is a skill
that requires practice. Future leadership courses and organizations must preach and practice
distinguishing the difference between discussion, dialogue, and decision-making. Many seminar
settings are rampant with discussions of individual practical experiences, yet fail to demonstrate
dialogue. For future growth, dialogue should be incoroporated and practiced amongst the
students and with the entire NDU community. This better aligns individuals, the strategic leader,
and the whole organization in reaching its strategic goals.26
An army [organization] fearful of its officers is never as good as one that trusts and confides in its leaders. ~ Gen Dwight D. Eienhower.27
The fourth facet, organizational culture, builds up the organization through the threads of
trust, shared ethics and values. The culture shares expectations, norms, values, behaviors and
unique branding with members of its organization (inclusive of the strategic leader).28 Culture is
the DNA,inherent in every individual. Ethical and internal
cultural studies are the means for a strategical leader to
monitor their role, seek self-improvement, and assess the
organization’s foundation. Strategic Leaders are the most
vulnerable because by their very nature operate the furthest
from the base culture. Absence, stagnation, or an advocated difference with the culture of
organization alienates the strategic leader. Robert E. Lee sums it up best, “I can not trust in man
to control others, who can not control himself.”29 Removal of a strategic leader who sways from
its culture can occur overnight, but changing the cultural base requires a process embued by all.
The teams and staffs through which the modern commander absorbs information and exercises his authority must be a beautifully interlocked, smooth-working mechanism. Ideally, the whole should be practically a single mind. ~ Gen Dwight D. Eisenhower30
Before discussing the fifth domain, information age, an analysis on the organizational
vision must occur to demonstrate the interaction on a static model. A centered strategic leader
operates as if they are the single mind for the organization. The SL
Prism represents that balance. When a single light (vision) is
introduced to a smooth, transparent prism, the vision is slightly
refracted into a rainbow of colors (shared values and goals). Once shared, the vision is evaluated,
refined, and redistributed. Senge (1990) describes shared vision as “a force in people’s hearts,”
“a common caring,” a creative purpose, and “a sense of commonality,” all of which “permeate[s]
the organization and give[s] coherence to diverse activities.” Visioning compels new ways of
thinking and acting,” while “provide[ing] a rudder to keep the learning process on course when
stresses develop”.31 “If a [strategic leader] can’t communicate [their] vision … in five minutes
or less and get a reaction that signifies both understanding and interest,” recommend loosening
vertical boundaries to facilitate better communication and maximize information dissemination.32
Organizations must go hand in hand with the progress of the human mind…(and) must also advance to keep pace with the times. ~Thomas Jefferson33
Finally, the fifth and dynamic facet, information age, exemplifies the belief the only thing
certain is change. The information age has exaserbated change. Three-dimensional
computations, modeling, graphics, and most recently additive manufacturing (3D printing) are
commonplace. Mapping the human mind and information flow studies, have the potential to
improve efficiencies of organizations, and streamline the process of developing strategic leaders.
The information age has moved the lab past 3-D and into a simulated domain of its own.
Information with respect to time makes uncertainty common in all frames. Change is now
constant, which has created the necessity for a dynamic 4-D model.
The Information age has also changed organizational structure. The traditional hierachal
organizations are now evolving from bottom up refinement.
Matrixed, networked, hub and spoke, spider and starfish, and fractile
ferns are just a sampling of the evolving organizational theories.
Networking and collaboration challenge the traditional power and
role of the strategic leader. While there will always be a legitimate need for strategic leaders,
their characteristics are being redefined to meet the new challenges. Gingrich’s article, “The
Agile Mind of Leadership” helps illustrates these challenges.34 The instantaneous news cycle
and technology may add to the chaos in a crisis if not embraced. Deliberately resourced strategic
messaging can counter the media’s effect on your organization. The internet can compliment
each facet of the SL Prism by taking advantage of internet blogs, forums and websites by its
collaborative nature. Across all level of leadership, growth has improved with the data network
centric information age.
In conclusion, The 4-D SL Prism is just one example of the dynamic modeling required
to illustrate the complexity that a strategic leader faces daily. The SL Prism is also applicable to
transformational organizations and academic environments. Any future models must be
dynamic, creative, and multi-faced to allow future strategic leaders the focused structure to
generate a learning environment that can be built up, yet simple enough to so that it can be
applicable to most situations and organizations. The Strategic Leaders Prism is that model.
1 B.H. Liddet Hart, Strategy, (New York, NY: Praeger, Inc, 1967), 333.2 U.S. Department of the Army, Army Leadership, Army Regulation 600-100 (Washington, DC: U.S. Department of the Army, March 8, 2007), 18. 3U.S. Department of the Army, Army Leadership, AR 600-100, 23.4 Dwight D. Eisenhower Presidential Library and Museum, http://www.eisenhower.archives.gov/all_about_ike/quotes.html (accessed November 29, 2012).5 Wikipedia, 5 Cell Pentacharon, http://upload.wikimedia.org/wikipedia/commons/d/d8/5-cell.gif (accessed November 27, 2012). 6 I have used the SkillxWillxDrill Triad as a a command philosophy, vision and for teaming. The original author was Small Unit Leadership by Ambrose. I have altered the equation to my own leadership formula, and have discussed this postulate in previous leadership courses.7 Walter Isaacson, Steve Jobs, (NY: Simon & Schuster, October 24, 2011) 8 Carl Von Clausewitz, Principle of War, (Washington, DC: The Military Service Publishing Company, September 1942).9Bill Creech, The Five Pillars of TQM, (New York: Truman Talley Books, 1994), 463. 10 Dale E. Zand, The Leadership Triad: Knowledge, Trust, and Power, (Oxford: Oxford University Press, December 5, 1996)11 Ambrose, Small unit leadership.12 Follow Me - Iron Mike is a statue outside of the leadership hall at Fort Benning, GA. And Simon Sinek is a popular motivational leadership speaker. I have viewed several of his presentation. 13 Sun Tzu, The Art of War, (Washington, DC, American Press, 1976)14 Barry Richmond, coined the term in 1987, this was transcripted from my Strategic Leadership notes.15 Albert Eintein, Essay of science, 1975.16 Catmill, This quote was previously used in my Leadership for the Information Paper, submitted, July 27, 2012.17 Albert Einstein quote, Leadership, ed. Fitton, (Oxford, Fitton, 1994)18 CJCS Speech to Eisenhower School, National Defense University, recorded change of command at National Defense University, 2012, et al. 19General Bruce C. Clarke quote, Leadership, ed. Fitton, (Oxford, Fitton, 1994)20 Simon Sinek , Power of Why?, originally broadcasted and transcribed to notes after directed viewing from NDU-Presdient. 21 Achkenas, et al. Leadership for the Information Paper, submitted, July 27, 201222 Alexander HamiltLton, The Federalist, 1787.23 CJCS Speech24 Zand.25 Strategic Leadership Course slides transcripted to notes– Mental Models26 Strategic Goals Paper, previously submitted.27 Gen Dwight D. Eienhower, Leadership, ed. Fitton, (Oxford, Fitton, 1994)28 Richard Paul and Linda Elder, Critcal & Creative Thinking (Tomales, CA, 2012)29 Robert E. Lee, Quote, Leadership, ed. Fitton, (Oxford, Fitton, 1994)30 Gen Dwight D. Eisenhower, Crusade in Europe, 1948.31Peter M Senge, The Fifth Discipline, New York, Doubleday, 2006 32 Ashkenas, et al. (1995)33 Thomas Jefferson Quote, Leadership, ed. Fitton, (Oxford, Fitton, 1994)34 Gerry E. Gringrish article, The Agile Mind of Leadership, copied article presented in LDC Course, iCollege.