Pathways to Resilience The vital work of adapting our organizations - - PowerPoint PPT Presentation

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Pathways to Resilience The vital work of adapting our organizations - - PowerPoint PPT Presentation

Oct 30, 2023 7 likes •400 views

Pathways to Resilience The vital work of adapting our organizations during, and after, the pandemic Session 4: A team journey through experiments With Richard Evans and guests Caminante , son tus huellas el camino y nada ms; Caminante , no

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Pathways to Resilience

The vital work of adapting our organizations during, and after, the pandemic Session 4: A team journey through experiments With Richard Evans and guests

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Traveler, your footprints Are the path and nothing more; Traveler, there is no path, The path is made by walking. By walking the path is made And when you look back You'll see a road Never to be trodden again. Traveler, there is no path, Only wakes in the sea.

Caminante, son tus huellas el camino y nada más; Caminante, no hay camino, se hace camino al andar. Al andar se hace el camino, y al volver la vista atrás se ve la senda que nunca se ha de volver a pisar. Caminante no hay camino sino estelas en la mar. Antonio Machado

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Guide to the session

1. Please use the Chat Box to send in questions or comments at any time. 2. We’ll collect them and answer some at the end. 3. We’ll follow up with materials and resources from today.

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Priya Sircar

Director of Arts Knight Foundation, Miami, FL

Michael Trent

Director of Performing Arts Metcalf Foundation, Toronto, ON

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What’s one thing that has stayed with you from last week’s session? Or something you’re continuing to think about from this series?

Chatbox

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Quick Recap of the sessions

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Complex Challenge

PROVOCATIONS that open up new ways of thinking

ADAPTIVE RESPONSE

RADICAL NEW VISION(S) for future success SMALL EXPERIMENTS with radical intent Repeated PUBLIC PROTOTYPING POTENTIAL NEW PATHWAYS to test

Underlying HABITS OF MIND, CONSTRAINTS and ASSUMPTIONS that inform the Challenge

EXECUTING And AMPLIFYING

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  • 1. Identify Radical New

Visions

  • 2. Generate Potential

Innovative Strategies

  • 3. Conduct Small

Experiments with Radical Intent

  • 1. Consult with

Experts

  • 2. Adopt Good or

Best Practices

  • 3. Assemble

Implementation Plan

Different Paths for Different Challenges

TECHNICAL

ADAPTIVE

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Investing in Adaptive Work

Phase 1 (Design/Research/ Small Experiments)

In Inves estment ent St Strateg egy:

Managed via staff and

  • perating resources

Online project financing, special grants/contributions, early revenue streams Up to 3-year investments from the In Innovation C Capital F Fund, regular revenue streams Low investment in lots

  • f divergent ideas

Short-term medium-level investment in reduced number

  • f emerging strategies

High-level of investment in a few tested initiatives, tapering over time

Sa Sample f e fund unding ing r rang nge: e:

$0 - $500 per idea $2,500 - $10,000 per prototype $30,000 - $100,000 per initiative

Phase 2 (Repeated Prototyping/Assessment) Phase 3 (Execution/ Amplification)

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EDWARD DE BONO’S

  • SIX THINKING HATS™

Software For The Mind

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Last time

Unpeeling the layers of a complex challenge Phasing your investment in adaptive work Getting the most out of a new idea

Today

Composing an Innovation Team Designing and learning from SERIs Things to watch out for on the journey Your questions

Today’s topics

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Composing an Innovation Team

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Key success factors in adaptive work:

1 How radical the new vision is 2 The composition and dynamics

  • f the Innovation Team
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Adaptive leadership is….. Mobilizing people’s hearts and minds to work together differently to address complex challenges.

Ronald Heifetz

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Team composition for adaptive work

²Aim to disturb the culture ²Design strategies from diverse perspectives ²Surface and manage necessary tensions Effective team for adaptive work: 2 board members 2 artists/program leaders 2 - 3 staff members 3 - 4 new voices

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Working outside the mainstream

Give the team Island Time….. But be sure they build a bridge to the mainland

Source: Warren Bennis, Organizing Genius

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Complex Challenge

PROVOCATIONS that open up new ways of thinking

ADAPTIVE RESPONSE

RADICAL NEW VISION(S) for future success SMALL EXPERIMENTS with radical intent POTENTIAL NEW PATHWAYS to test

Underlying HABITS OF MIND, CONSTRAINTS and ASSUMPTIONS that inform the Challenge

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Priya Sircar

Director of Arts Knight Foundation, Miami, FL

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Designing Small Experiments with Radical Intent

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  • 1. Early research into possibilities: Learning by

doing

  • 2. Radical intent = a real departure from

previous practice and a shift in assumptions

  • 3. Require some vulnerability or risk
  • 4. Rough and ready designs
  • 5. Capacity is in place to carry them out

What are small experiments with radical intent?

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  • 1. What do we want to learn?
  • 2. What are we going to do to learn this?
  • What exactly will happen?
  • When and where?
  • Who will it involve?
  • What resources do we need?
  • 3. What data will we focus on capturing?

How will we capture it?

  • 4. What shall we call each SERI?

Designing Small Experiments: 4 Questions

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The Adaptive Journey: Things to watch out for

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Trajectory of adaptive team dynamics

ADAPTIVE POTENTIAL

HE HEAT

ABDICATION BREAKTHROUGH LEVEL OF AGREEMENT COLLAPSE COMPROMISE Low High High SPLINTER GROUP

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Advocacy Inquiry

Strong views, lightly held……..

Balancing Advocacy and Inquiry

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Only offers fixed conclusions Imposes a limited view Inhibits new knowledge Promotes win-or-lose mentality Rarely builds shared commitment

Too much Advocacy

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Can suggest a hidden agenda “Leading the witness” Discourages challenge Danger of withdrawal

Too much Inquiry

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Advocacy Inquiry

Dialogue – suspending all assumptions, creating a ‘container’ in which collective intelligence can emerge

Balancing Advocacy and Inquiry

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I select “data” I make assumptions I adopt beliefs I add meanings I draw conclusions I propose actions based on my beliefs

The Ladder of Inference

Observable Data & Experiences

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“Data” selected Meanings Beliefs Assumptions Conclusions Actions based

  • n beliefs

Observable Data & experiences

“We should revamp the group to include different people…...”

How we work up the Ladder

“I therefore believe that we need to replace them to make progress.” “I’ve concluded that we shouldn’t make time for them.” “This leads me to assume their voices won’t be useful.” “To me, this means that they don’t have much to contribute.” “What I notice is that some people are silent or complaining.”

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Grounding team conversations

  • Reflection – becoming more aware of

your own thinking and reasoning

  • Advocacy – making your thinking and

reasoning more visible to others

  • Inquiry – into others’ thinking and

reasoning

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UNCONSCIOUS COMPETENCE

We can now do the new things without thinking

CONSCIOUS INCOMPETENCE

We now know what we need to learn

CONSCIOUS COMPETENCE

We are conscious of having learned new things

UNCONSCIOUS INCOMPETENCE

We don’t know what we don’t know

1 2 3 4

A competence-based learning model

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Adaptive leadership is….. Disappointing your people at a rate they can handle.

Ronald Heifetz

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Michael Trent

Director of Performing Arts Metcalf Foundation, Toronto, ON

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Q & A

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Today

Creating an Innovation Team Designing and learning from SERIs Things to watch out for on the journey

Follow-up

Links to the recording, slides and other resources Guidance on navigating crisis as adaptive leaders Brilliant, exciting survey on your adaptive interests

Follow-up from today

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Every morning you climb several flights of stairs, enter your study, open the French doors, and slide your desk and chair out into the middle of the air. The desk and chair float thirty feet from the ground, between the crowns of maple trees. Get to work. Your work is to keep cranking the flywheel that turns the gears that spin the belt in the engine of belief that keeps you and your desk in midair. Annie Dillard