Advanced Leadership Residential 15 th 16 th June 2015 Nottingham - - PowerPoint PPT Presentation

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Advanced Leadership Residential 15 th 16 th June 2015 Nottingham - - PowerPoint PPT Presentation

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Advanced Leadership Residential 15 th 16 th June 2015 Nottingham Day 2 Advanced Leadership Residential Irwin Turbitt Forget Learn The problem is never how to get new, innovative thoughts into your mind, but how to get the old

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Advanced Leadership Residential

15th – 16th June 2015 Nottingham

Day 2

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Advanced Leadership Residential

Irwin Turbitt

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Forget ‘Learn’ ‘The problem is never how to get new, innovative thoughts into your mind, but how

to get the old ones

  • ut.’

Dee Hock

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"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

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Irwin Turbitt

Introduction to the Balcony concept

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NORMAL DISTRIBUTION or BELL CURVE

“What was I thinking” Average TARGET Normal Abnormal Abnormal +ve deviancy
  • ve deviancy
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Normal distribution or bell curve

8 Aspirant DPH leadership programme
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SLIDE 9 9 Aspirant DPH leadership programme

What you see depends on what you’re looking for!

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SLIDE 10 1 Aspirant DPH leadership programme
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SLIDE 12 1 2 Aspirant DPH leadership programme

“It’s not what you look at that matters, it’s what you see.”

Henry David Thoreau
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Factions in a situation

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Balcony Work

Observations Interpretations Interventions

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Balcony Work

Observations Interpretations Interventions

Ideas, propositions, theories…….. relieved of the burden of judgment
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Questions and Comments

‘A Good Crisis’

Grint – Critical, Tame and Wicked problems Heifetz – Adaptive Leadership

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CRISIS TAME WICKED Command Leadership Management

Grint

Problems, Problems, Problems.

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Reference Books Adaptive leadership

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that MAINTAINS people within THEIR Productive Zone of Distress

Adaptive leadership

WICKED Leadership

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SLIDE 20 Identify the Adaptive Challenge Cook the conflict 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 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 Attention
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SLIDE 21 Cook The Conflict Create the Holding Environment
  • 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
Give 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
Maintain Disciplined Attention Heifetz, R A and Linsky M (2002) Leadership on the Line Staying Alive through the Dangers of Leading, Cambridge, Massachusetts: Harvard Business School Press.

The dynamic nature of adaptive work

Identify the Adaptive Challenge Get on the Balcony
  • 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 six principles)
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SLIDE 22 Identify the Adaptive Challenge Regulate 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 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 Attention Irwin Turbitt +44 (0)7867 640926 irwin@kafkabrigade.org.uk
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“Adaptive work is required when our deeply held beliefs are challenged, when the values that made us successful become less relevant, and when competing perspectives emerge.”

Heifetz, R. A. and Laurie D.L. (1994) p. 173
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The image at the heart of the Heifetz book is the image of the leader influencing a community to face its problems – mobilising people to tackle tough problems as opposed to a more common view of the leader as someone who influences the community to follow the leader’s vision

Heifetz, R. A. (1994) Leadership Without Easy Answers, Cambridge, Massachusetts: The Belknap Press of Harvard University Press
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Balcony Work

Observations Interpretations Interventions So what? Symptom (stuff) Patterns Generators Interventions

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Advanced Leadership Residential

15th – 16th June 2015 Nottingham

Safe journey home!

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Adaptive Leadership case study Drumcree

Irwin Turbitt

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Drumcree 2002

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Understanding Drumcree

“When we set out to trace the origins

  • f the crisis at Drumcree and chronicle

the turbulent events there from year to year, we initially underestimated the size and complexity of the task.”

Chris Ryder Vincent Kearney

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Opposing Views

Portadown District LOL No 1 regard Drumcree as a solemn

  • ccasion as they march to and from their place of

worship. The Nationalist community regard the parade as a show

  • f strength by Loyalists: an opportunity to march in

triumph through their midst.

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SLIDE 31 Carleton St Orange Hall Town Centre Corcrain Road Charles Street Dungannon Road Drumcree Road CHURCH SERVICE

Route

Defence line Bridge Block
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Planning Process

There will be many plans that will never be used No plan survives the first contact with the enemy

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Group Exercise

Focus

Group 1 – The Orange order Group 2 – The Police GROUP 1 - the problem of how to get the Orange Order leadership to assume responsibility for ensuring the parade and protest passes off peacefully GROUP 2 - the problem of how to improve the prosecution rate for public order offences Groups 1 & 2 – Dance floor Group 3 – Balcony

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SLIDE 35 Identify the Adaptive Challenge Regulate 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 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 Attention Irwin Turbitt +44 (0)7867 640926 irwin@kafkabrigade.org.uk
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The Results: 2002

Brief Disorder Damage to Police property 31 Police Injured 31 People Arrested Cheaper Overall Shorter Tail

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Criminal Justice

A Pro-active Intelligence led Operation

Commanded & Integrated

Full use made of all available agencies Live time evidence gathering, analysis and use New methods of using technology Robust approach towards Rioters Smarter and Harder Best evidence of the worst offences by the worst

  • ffenders
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Community Consultation

The police can contain the problem of Drumcree. It will be the Community that solves it.

Community Representatives

Broadly there are four groupings

  • Unionist Councillors
  • Nationalist Councillors
  • Portadown District LOL No 1
  • Garvaghy Road Residents Coalition

Ensuring that there were no surprises as to police actions and why they took place.

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The Media

Providing Factual Information to the Public in a Timely Manner Recognition of how the media put a story together. Work with the media. Briefings by a uniformed officer. Granting the Media access. Having them on our side of any cordon is advantageous. Our perspective not the crowd’s.

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In the Courts

As of 5 September 2002

  • 31 People Arrested
  • 25 Persons Charged
  • Offences Including
  • 20 Riot at Common Law
  • 5 Riotous Behaviour
  • 5 Disorderly Behaviour

As of 3 October 2003

  • 10 people convicted
  • 19 awaiting trial

As of December 2003

  • 29 people convicted
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The Results: 2003

No Disorder No Damage to property No Injuries Shorter Operation Cheaper Operation Summer Holidays

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Drumcree 2007

The annual protest by Orangemen at Drumcree has passed off peacefully. The parade, which was banned from returning along the mainly nationalist Garvaghy Road, left Carleton Street Orange Hall at 1020 BST. After a service at Drumcree Church, Orangemen walked to a police gate at the bottom of Drumcree Hill and staged a brief protest. PSNI Chief Superintendent Alan Todd said the day had gone very well and police had to use fewer officers than at any previous Drumcree. Drumcree parade passes peacefully - Sunday, 8 July 2007 BBC News
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Drumcree 2008

The Orange Order march at Drumcree, Co Armagh, passed off peacefully today. The Parades Commission had ruled that the Drumcree march be rerouted away from the Garvaghy Road, continuing a ten-year ban. The Drumcree parades dispute has caused tensions since the mid-1990s, but recently it has not generated the large scale violence seen in the past. Recently, talks between Sinn Féin leader Gerry Adams and Portadown Orangemen fuelled speculation the issue has been drawn into wider political negotiations between Sinn Féin and the DUP, but both parties have denied this. Drumcree march passes peacefully - Sunday, 6 July 2008 The Irishtimes.com
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Drumcree 2009

The annual Orange Order parade at Drumcree in Portadown has passed without incident. After a service at Drumcree Church, about 300 Orangemen and two bands walked to a police gate at the bottom of the hill. Police chief inspector Jason Murphy said it was welcome that the parade had passed without incident. "That reflects the responsibility shown by the parade organisers and marchers," he said. He added: "I look forward to a time and circumstances when even this type of scaled-down policing operation is no longer necessary." Annual Drumcree Orange march held - Sunday, 5 July 2009 BBC News
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Drumcree 2009

Jeffrey Donaldson has paid back £555 to the Commons authorities for the cost of watching pay-to-view movies in hotel rooms in London. According to the Daily Telegraph, the DUP MP submitted 68 receipts related to films. The Lagan Valley MP shares a flat with DUP MP Sammy Wilson, but before that was bought four years ago he stayed in hotels when on parliamentary business. In a statement to the paper Mr Donaldson denied any wrongdoing. DUP leader Peter Robinson told the Daily Telegraph that Mr Donaldson should be "entitled to a presumption of innocence". DUP MP repays cost of hotel films - Sunday, 5 July 2009 BBC News
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SLIDE 47 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. Orangemen hold Drumcree parade - Sunday, 4 July 2010 BBC News

Drumcree 2010

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Drumcree Leadership Reflections

Understand & learn from history

  • But don’t be determined by it

People need Authority

  • Forthright & listening

Resources need managed

  • This is not the leader’s work
  • Mastering detail
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Stability does not enable progress

  • Destabilising has unintended consequences also

Reward requires Risk

  • Risk & Uncertainty are different
  • Risk is not the same as Reckless

Drumcree Leadership Reflections

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Drumcree Discussion

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SLIDE 51 Identify the Adaptive Challenge Regulate 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 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 Attention Irwin Turbitt +44 (0)7867 640926 irwin@kafkabrigade.org.uk
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Advanced Leadership Residential

15th – 16th June 2015 Nottingham

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that MAINTAINS people within THEIR Productive Zone of Distress

Adaptive leadership

WICKED Leadership

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SLIDE 54 Identify the Adaptive Challenge Regulate 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 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 Attention Irwin Turbitt +44 (0)7867 640926 irwin@kafkabrigade.org.uk
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Leaders Leadership

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Leaders Leadership

People in positions

  • f Executive &

Symbolic Authority People (with or without executive authority) who choose to practise leadership

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Executive Authority

“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

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Symbolic Authority

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Symbolic Authority Golden moments of Truth I hear what you say but I see what you do and seeing is believing

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Complex Adaptive Social Systems

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Complex Adaptive Social Systems

1 1 2 + =

relationship determines outcome

Authority is a relationship not a possession I hear what you say; but I see what you

do and seeing is believing

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Leaders

exercising choosing to exercise

Leadership

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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

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Introduction to Public Value

Irwin Turbitt

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‘Leading for Public Value’ : Mark Moore (1995)

Moore M H (1995) Creating Public Value, Cambridge, Massachusetts: Harvard University Press
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Creating Value

The Private Sector aims to create Private Value
  • Financial Profit
The Public Sector aims to create Public Value ?
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SLIDE 67 Private Sector Public Sector

Inputs & Outputs

INPUTS INPUTS OUTPUTS OUTPUTS Money based i.e. anything that can be purchased
  • buildings
  • equipment
  • peoples time
Money based Profit ROI Shareholder Value Money based i.e. anything that can be purchased
  • buildings
  • equipment
  • peoples time
Authority based the unique resource only available to state authorities to
  • bligate citizens to do what
they would not volunteer to do Mission based How much progress have we made with regard to our mission (PVP)
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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)
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SLIDE 69 Private Sector Public Sector

Inputs & Outputs

INPUTS INPUTS OUTPUTS OUTPUTS Money based i.e. anything that can be purchased
  • buildings
  • equipment
  • peoples time
Money based Profit ROI Shareholder Value Money based i.e. anything that can be purchased
  • buildings
  • equipment
  • peoples time
Authority based the unique resource only available to state authorities to
  • bligate citizens to do what
they would not volunteer to do Mission based How much progress have we made with regard to our mission (PVP) Goods & Services Obligations
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Group Exercise

Inputs

  • Money
  • Authority

Outputs

  • Goods
  • Services
  • Obligations
Discuss what AUTHORITY resources you could use (instead of money) to make progress on your problem. Discuss the OBLIGATIONS you deliver to citizens who live in, work in, or visit your area.
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What do public managers and criminals have in common? “They use force and other people’s money to accomplish their objectives”

Mark Moore (1995) 7 2 Aspirant DPH leadership programme

Public managers and criminals

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Creating Public Value

“In short, in envisioning public value, Managers must find a way to integrate politics, substance and administration”.

Moore (1995 p. 22) Done Valuable Authorised Moore (1995)
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SLIDE 73 7 4 Aspirant DPH leadership programme Mission purpose Question Zero i.e. what is it that we are trying to accomplish exactly Substantively valuable

The public value proposition

Substantively valuable Public Value Proposition
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Group exercise – Public Value Proposition

What is your public value proposition for your leadership challenge? Individually reflect on how you would define the public value proposition for your leadership challenge

  • Then share as a table and identify on flip charts:

− key areas of commonality − key areas of disagreement / variation − key questions this poses for you / points requiring clarification

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Creating Value

The Private Sector aims to create private value Financial Profit The Public Sector aims to create Public Value ? Who Decides?
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SLIDE 76 Mission purpose Question Zero i.e. what is it that we are trying to accomplish exactly Sources of Support & legitimacy Ability to say YES or NO
  • r to influence those that
can say YES or NO Substantively valuable Legitimate & Politically sustainable Operating Capacity Public Value Proposition Authorising Environment
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SLIDE 77 Mission purpose Question Zero i.e. what is it that we are trying to accomplish exactly Organised & operated The manner in which we
  • rganise our resources
and use them to produce desired outputs/outcomes Sources of Support & legitimacy Ability to say YES or NO
  • r to influence those that
can say YES or NO Operationally & Administratively feasible Substantively valuable Legitimate & Politically sustainable Operating Capacity Public Value Proposition Authorising Environment
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SLIDE 78 Operationally & Administratively feasible Substantively valuable Legitimate & Politically sustainable Operating Capacity Public Value Proposition Authorising Environment

The Strategic Triangle

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SLIDE 79 Operationally & Administratively feasible Substantively valuable Legitimate & Politically sustainable Operating Capacity Public Value Proposition Authorising Environment

The Strategic Triangle

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Public managers should be seen as: “explorers who, with others, seek to discover, define, and produce public value. Instead of simply devising the means for achieving mandated purposes, they become important agents in helping to discover and define what would be valuable to do. Instead of being responsible only for guaranteeing continuity, they become important innovators in changing what public

  • rganisations do and how they do it”
8 1 Moore M H (1995) Creating Public Value, Cambridge, Massachusetts: Harvard University Press

Mark Moore (1995)

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Advanced Leadership Residential

15th – 16th June 2015 Nottingham

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Public Value Proposition: Workshop Activity

Irwin Turbitt

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Public managers should be seen as: “explorers who, with others, seek to discover, define, and produce public value. Instead of simply devising the means for achieving mandated purposes, they become important agents in helping to discover and define what would be valuable to do. Instead of being responsible only for guaranteeing continuity, they become important innovators in changing what public

  • rganisations do and how they do it”
8 4 Moore M H (1995) Creating Public Value, Cambridge, Massachusetts: Harvard University Press

Mark Moore (1995)

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Group exercise – Public Value Proposition

Refining your public value proposition for your leadership challenge? Individually reflect on how you would refine the public value proposition for your leadership challenge

The Power of Words

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The Power of Words

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SLIDE 86

The Power of Words

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SLIDE 87

The Power of Words

SEX TOY STORY

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NORMAL DISTRIBUTION or BELL CURVE

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SLIDE 89 Three-way conversations:
  • One person owning the invitation, one person is playing the role of the ‘other’ /
receiver and one person as the balcony worker
  • You have 3-4 minutes for conversation
  • The balcony worker will then play back what they heard being said
  • Then have a second conversation coached by the balcony worker and the ‘other’ /
receiver
  • Each person will play each role
  • Three rounds (each of 15 mins – 3x5 ) 45 minutes in total
90 Aspirant DPH leadership programme

Group exercise

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SLIDE 90

Three-way conversations:

Group exercise

In groups of 3 Allocate each role – Inviter, receiver, observer
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SLIDE 91

Three-way conversations:

Group exercise

In groups of 3 Allocate each role – Inviter, receiver, observer The inviter briefs the receiver on who they are and commences the conversation Observed from ‘the balcony’ by a third colleague For 5 mins
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SLIDE 92

Group exercise

Three-way conversations:

In groups of 3 Allocate each role – Inviter, receiver, observer The inviter briefs the receiver on who they are and commences the conversation Observed from ‘the balcony’ by a third colleague For 5 mins The inviter moves to your own ‘balcony’ and observes your colleagues replay your conversation.
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SLIDE 93

Group exercise

Three-way conversations:

In groups of 3 Allocate each role – Inviter, receiver, observer The inviter briefs the receiver on who they are and commences the conversation Observed from ‘the balcony’ by a third colleague For 5 mins The inviter moves to your own ‘balcony’ and observes your colleagues replay your conversation. For 5 mins
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SLIDE 94 In groups of 3 Allocate each role – Inviter, receiver, observer The inviter briefs the receiver on who they are and commences the conversation Observed from ‘the balcony’ by a third colleague For 5 mins The inviter moves to your own ‘balcony’ and observes your colleagues replay your conversation. For 5 mins The inviter will then have a second conversation coached by the
  • bserver
For 5 mins

Group exercise

Three-way conversations:

Repeat process for 3 rounds
  • Each person will play each role
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SLIDE 95

Questions and Comments

Balcony Observations

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SLIDE 96 Be Leaders (With or without Authority)

Will practise

Who when faced with wicked problems

And Will create Public Value

So….

Adaptive Leadership

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SLIDE 97

Advanced Leadership Residential

15th – 16th June 2015 Nottingham

Safe journey home!