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ENVIRONMENTAL SCANNING ©DR. MICHAEL JOHN ROE, ED.D.
Brandman University Leadership Now Series
Strategic Leadership Innovations
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Introductions
What challenges is your organization facing? Why are they facing these challenges? If these challenges were overcome, what effect would it have on the
organization? Does the organization treat everyone as leaders, or, is it rife with
command and control tendencies, using ‘managers’ as a basis to carry out top-down objectives?
What sort of alignment and connection do you personally have with your organization?
Is your organization evolving to become both transparent and inclusive? Does your organization include you in the process of drafting objectives,
surfacing ideas, and generally feeling a part of the mission? Are you engaged? (i.e.. does your organization care to ask you for your
opinion before executing on objectives?) Do your senior leaders walk the talk of open, collaborative leadership?
Do they even use Enterprise 2.0 technologies to bridge the connection gap?
Strategic Leadership Innovations ©
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Model I vs. Model II
Given the nature and constancy of change and the transnational challenges facing American business leadership, the key to making the right choices will come from understanding and embodying the leadership qualities necessary to succeed in the volatile and mercurial global economy. To survive in the 21st century, we’re going to need a new generation of leaders – leaders, not managers (Bennis, 1993).
Strategic Leadership Innovations ©
Strategic Leadership Innovations 4
THEORY X & THEORY Y
McGregor (1960) expanded on Maslow’s theory saying managers’ assumptions about people tend to be self-fulfilling prophecies; most managers use “Theory X” assumptions, believing subordinates are passive and lazy, having little ambition, preferring to be led, and resist change.
Built on either “hard” or “soft” version—hard emphasizes coercion, tight controls, threats, and punishments- generates low productivity over time, as well as antagonism, etc. Soft versions of Theory X try to avoid conflict and keep everyone happy; usually results in superficial harmony with apathy and indifference.
“The essential task of management is to arrange conditions so that people can achieve their own goals best by directing efforts toward organizational rewards” (McGregor, 1960, p. 61)
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Deliverables
Develop a customized environmental scan to meet your specific needs.
How to frame the data from your scan.
How to “funnel” your data through transparency and targeted feedback.
How to use the results with your organization to effectively problem solve and build capacity.
Strategic Leadership Innovations ©
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Defining the Current Reality
Strategic Leadership Innovations ©
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Framing the “Right” ?’s
What is it that we want to preserve about our organization?
What is it that we would like to see changed?
If you were me, what would your three priorities be?
Strategic Leadership Innovations ©
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Environmental Scan
Communication Systems Structures and Roles Decision Making Vision and Mission
Strategic Leadership Innovations ©
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Framing Results
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Delphi Method
Environmental Scan (August) Results Sent Out (September)
Results Debrief Meeting Mine for Conflict Agreement on Actual Issues
Feedback to Stakeholders
Needs Assessment (October) Results Debrief (Thematically by Group)
Why do these issues exit? Feedback to Stakeholders
Solution Assessment (November) Results Debrief Meeting
Top Themes in Each Area Feedback to Stakeholders
Strategic Leadership Innovations ©
Strategic Leadership Innovations 11
Meeting Design & Conflict
Strategic Leadership Innovations 12
Synergy
FractionationReactive
Disagreements
Square 1Coping with
Newness
Orientation Organization OpenData Flow
ProblemSolving
Dependency
Conflict
Cohesion
Interdependence
SharingDialogue\Trust
Collaboration
Shared Decisions
Camaraderie
Task
Relationship
(Group Development Matrix Jones & Bearley, 1986, 1999)
Copyright 1986, 2000 J. E. Jones and, W. L. Bearley
Inefficiency: Search for Procedures
Telling Asking One –way Communication
Expert /Leader Centered Decision Making
Issue -Oriented Polarization
Encounter Task-Oriented Confrontation
Resistance Leadership -Struggle Disagreement
Ownership Safety
Harmony Cooperation
Tight Knit We-ness
Supportive Good Communication
Flexibility Negotiation
Flying Circus Free Expression of Feelings
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Post Environmental Scan
Post Assessment (April) Quantify Results Results = Stakeholders
Gains/Losses Areas of Concern Alignment to Strategic Plan for following
year
Strategic Leadership Innovations ©
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