Plenary 2 Leaders and Leadership - The Good, The Bad and The Ugly

Leaders and leadership - the Good, the Bad and the Ugly

Irwin Turbitt

Is anyone nervous?

The

Balcony

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


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


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 basedProfitROIShareholder Value


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


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


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

http://news.bbc.co.uk/





• 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



Cycle is

repeated

Process





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


Leaders and leadershipThe Good, the Bad and the Ugly

Irwin Turbitt