Leaders and leadership - the Good, the Bad and the Ugly
Irwin Turbitt
Is anyone nervous?
The
Balcony
NORMAL DISTRIBUTION or BELL CURVE
NORMAL DISTRIBUTION or BELL CURVE
NORMAL DISTRIBUTION or BELL CURVE
“What was I thinking” Average TARGET
NormalAbnormal Abnormal+ve
deviancy-ve deviancy
What you see depends on what you are looking for!
The
Balcony
‘FAF’Tom Peters
Leaders
Leadership
The Good, The Bad & The Ugly
Leaders – The Good & The Bad
Leaders – The Good & The Bad
People who occupy a post with
Executive and Symbolic
AUTHORITY
Leaders
Leadership
Leaders, Heroes, Rock Stars.
There is perhaps no more corrosive trend to the health of our
organizations than the rise of the …rock star leader whose deepest
ambition is
first and foremost self-centric.
Jim Collins 2001
Ego-centric --------- Altruistic
People who occupy a post with
Executive and Symbolic
AUTHORITY
Leaders
Leadership
Theory & Practice
“The young Executive arrived at a unionised textile mill and told the Union Officer
‘I am the new Manager here, and when I manage a Mill, I run it. Do you understand?’
The Union Agent nodded and waved his hand. Every worker stopped; every loom stopped.
Then the Agent turned to the Manager and said, ‘Go ahead, run it.”
Authority is a relationship not a possession
Symbolic Authority
Golden moments of Truth
I hear what you say but I see what you do and
seeing is believing
Healthcare Quality Strategy for NHS Scotland
• to deliver the highest quality healthcare services to people in Scotland and through this to ensure that NHSScotland is recognised by the people of Scotland as amongst the best in the world.
• We will work with and through people - our most valuable asset - our leaders, service users, health professionals and support staff to create and sustain a culture where quality can thrive and the contribution of every individual to quality is recognised and valued.
• "bullying is 'common' creating an undermining, intimidating, demeaning, threatening and hostile working environment for some staff".
Independent Report into the management culture in NHS Lothian
Leaders
Leadership
CRISISTAME
WICKED
Command
Leadership
Management
Grint
Keith Grint
Virtually everything our modern culture believes about the type of leadership required to transform our institutions
is
WRONG.
It is also
DANGEROUS.
Jim Collins 2001
CRISISTAME
WICKED
Command
Leadership
Management
Grint
Keith Grint
Leadership is the practise of getting the people to face complex collective responsibilities
It is unpopular and dangerous
• Leadership requires Change • Change requires LOSS• Loss leads to DISTRESS• Distress can be PRODUCTIVE• Productive zone of Distress
MAINTAINING people within THEIR Productive Zone of Distress
Leadership
WICKED
Leadership
that MAINTAINS people within THEIR Productive Zone of Distress
Adaptive leadershipis about disappointing people
at a rate they can absorb
It is unpopular and dangerous
Complex Adaptive Social Systems
1 1 2+ =relationship determines outcome
Authority is a relationship not a possession
Leadership is about relationships
A + B = C
C
B
A
C
B
C
B
A
The relationship determines the
outcome
A + B = C
Identify the Adaptive Challenge
Regulate
the distressRegulate
the distress
Create the Holding Environment
The Seven Principles for Leading Adaptive Work
• Create the heat• Sequence & pace the work • Regulate the distress
Protect the voices of Leadership from below
• Resume responsibility• Use their knowledge • Support their efforts
Get on the Balcony
Give back
the workGive back
the work
• Work avoidance• Use conflict positively• Keep people focussed
• Ensuring everyone's voice is heard is essential for willingness to experiment and learn• Leaders have to provide cover to staff who point to the internal contradictions of the organisation
• May be a physical space in which adaptive work can be done• The relationship or wider social space in which adaptive work can be accomplished
• A challenge for which there is no ready made technical answer• A challenge which requires the gap between values, beliefs, attitudes and behaviours to be addressed
• A place from which to observe the patterns in the wider environment as well as what is over the horizon (prerequisite for the following five principles)
Maintain
Disciplined AttentionMaintain
Disciplined Attention
Irwin Turbitt +44 (0)7867 640926 [email protected]
Leaders
exercising choosing to exercise Leadership
Creating Value
• The Private Sector aims to create private value– Financial Profit
• The Public Sector aims to create Public Value– ? Who Decides?
The bottom line
No (concrete) bottom line
Adaptive Leadership for What?
Reference BookMark Moore (1995)
Private Sector
Public Sector
Inputs & Outputs
INPUTSINPUTS
INPUTSINPUTS
OUTPUTSOUTPUTS
OUTPUTSOUTPUTS
Money basedi.e. anything that can be purchased• buildings• equipment• peoples time
Money basedProfitROIShareholder Value
Money basedi.e. anything that can be purchased• buildings• equipment• peoples time
Authority basedthe unique resource only available to state authorities to obligate citizens to do what they would not volunteer to do
Mission basedHow much progress have we made with regard to our mission (PVP)
Inputs & Outputs
• Public Managers are not limited, as they are in the private sector, to the provision of goods and services; “often public managers are in the business of imposing obligations not providing services."
• Probably the public managers most commonly thought to be engaged in this “retail delivery of obligations” are those in policing.
Moore 1995
Private Sector
Public Sector
Inputs & Outputs
INPUTSINPUTS
INPUTSINPUTS
OUTPUTSOUTPUTS
OUTPUTSOUTPUTS
Money basedi.e. anything that can be purchased• buildings• equipment• peoples time
Money basedProfitROIShareholder Value
Money basedi.e. anything that can be purchased• buildings• equipment• peoples time
Authority basedthe unique resource only available to state authorities to obligate citizens to do what they would not volunteer to do
Mission basedHow much progress have we made with regard to our mission (PVP)
Goods & Services
Obligations
Public Service –v- Serving the Public
• Inputs– Money– Authority
• Outputs– Goods– Services– Obligations
Do you pay as much attention to managing your AUTHORITY resources as you do to your money resources?
Do you devote as much energy and enthusiasm to the design and delivery of OBLIGATIONS to citizens as you do to goods and services?
Unwilling & the Unable
Public managers and criminals have a lot in common
“They use force and other people’s money to accomplish their objectives”
Mark Moore, 1995
C
B
A
The relationship determines the
outcome
A + B = C
The Police & Community Policing• 17, 048 police officers
in ScotlandAbsence and office duties
• 16,000 police officers work 6.25 hrs a day 218 days per year
• 15, 456, 200 front line hours on duty per annum
• 3,272,220 citizens of working age in Scotland
• 47secs policing per citizen of working age per day
The potential for co-production
?
5.5 million3.2 million
586,600 130,000
The potential for co-production
Problems, Problems, Problems.
• PROBLEM
• Wicked
• Tame
• Crisis
• RESPONSE
• Leadership
• Management
• Command
METHOD
Trial & ErrorTo make Progress
Research & DevelopmentTo identify and design a Fix
Command & ControlTo restore normality (order)
-asking good questions
- Managing the best process
- Providing an answer
Leaders
Ego-centric --------- Altruistic
People who occupy a post with Executive and Symbolic AUTHORITY
Authority is a relationship not a possession
I hear what you say but I see what you do and seeing is believing
What you see depends on what you are looking for!
- Heroes, Rock Stars.
LeadershipIt is unpopular and dangerous
Leadership is the practise of getting the people to face complex collective responsibilities
Adaptive leadership
MAINTAINS people within THEIR Productive Zone of Distress
It is about disappointing people at a rate they can absorb
Public Value
• No (concrete) bottom line– Using Money & Authority to co-produce Goods,
Services & Obligations
• “often public managers are in the business of imposing
obligations not providing services.“
• Unwilling & the Unable
• You – The People -v- The Person
The
Balcony
Factions in the situation
The
Balcony
The Good, The Bad & The Ugly
49Warwick Business School
Drumcree
At Drumcree 1998:
• 144 houses had been damaged in attacks • 615 attacks were made on members of the security
forces• 76 police offices were injured • 632 petrol bombs were thrown but 2,250 were recovered
by the RUC and • 837 plastic baton rounds were fired.
‘Drumcree’ 1996 cost in excess of £40 million
51
The Drumcree Results 2002
• Brief Disorder• Damage to Police property• 31 Police Injured
• 31People Arrested• Cheaper Overall• Shorter Tail
Drumcree 2011
The annual Orange Order parade at Drumcree in Portadown has passed without incident.
Orangemen have been banned since 1998 from going down the mainly nationalist Garvaghy Road in Portadown after their annual march from Drumcree church.
Hundreds of Orangemen took part in the march and Sunday service at the church.
They handed a protest letter to police over the Parades Commission's refusal to allow them to return along what they say is their traditional route.
Sunday, 10 July 2011, 15:09 GMT 16:09 UK Orangemen hold Drumcree parade
Complex Adaptive Social Systems
1 1 2+ =relationship determines outcome
Authority is a relationship not a possession
Leadership is about relationships
• Holy Cross School Dispute• Drumcree• Alcohol fuelled Violence• Glencree Sustainable
Peace Network• Kafka Brigade
Wicked Problems
Dealing with Bureaucratic Dysfunction - Re-imagined
• Bureaucratic Dysfunction as a Loss ofPublic Value (See Moore 1995)
• Bureaucratic Dysfunction as a Symptom of Wicked Problems (See Rittel and Webber; Grint)
• Bureaucratic Dysfunction as an Adaptive Challenge (See Heifetz & Linsky; Turbitt)
KAFKABRIGADE
KAFKA BRIGADE
Explorative research &
case selection
Case research & preliminary
reports
Expert (counter-factual) critique
Collective Performance
Review
Action planning(deliver)
Checkpoint meetings & reflection
Checkpoint meetings & reflection
Checkpoint meetings & reflection
Cycle is
repeated
Process
Complex Adaptive Social Systems
1 1 2+ =relationship determines outcome
Authority is a relationship not a possession
Leadership is about relationships
Be Leaders
Will choose to practise
Who when faced with wicked problems:
And Will Create Public Value
So
Will
AdaptiveLeadership
Will
"People are always blaming their
circumstances for what they are.
I don't believe in circumstances.
The people who get on in this world
are the people who get up and look
for the circumstances they want,
and if they can't find them, make them" George Bernard Shaw in “Mrs Warren's Profession”
Circumstances
The
Balcony
The Good, The Bad & The Ugly
Leaders and leadershipThe Good, the Bad and the Ugly
Irwin Turbitt