SYSTEMSSYSTEMS

OBJECTIVESOBJECTIVES• Experience a systemExperience a system

• Understand how you can be a more Understand how you can be a more effective member of the systemeffective member of the system

THE SIMULATIONTHE SIMULATION

• Based on work of Barry OshryBased on work of Barry Oshry• Management Resources Corp. (MRC)Management Resources Corp. (MRC)• National Manager’s Benevolent League National Manager’s Benevolent League

(NMBL)—Client (NMBL)—Client • Cash—Part to Tops, Part to NMBLCash—Part to Tops, Part to NMBL• Simulation will run for exactly 50 Simulation will run for exactly 50

minutesminutes• There may be one time-out half way There may be one time-out half way

throughthrough• Must stop when the “closing bell” ringsMust stop when the “closing bell” rings

LEARNING GOALSLEARNING GOALS

• Understand System Dynamics—How does the Understand System Dynamics—How does the system influence and constrain individual actionsystem influence and constrain individual action

• Understand how individuals can better Understand how individuals can better understand and respond to whatever they are up understand and respond to whatever they are up againstagainst– You need to be involved in the flow of thingsYou need to be involved in the flow of things– You also need to be self-reflective and observe things You also need to be self-reflective and observe things

as though you were standing outside of the actionas though you were standing outside of the action– Experiment; look for opportunities to make a positive Experiment; look for opportunities to make a positive

difference no matter what your roledifference no matter what your role– Oshry says, “Leadership is not position. It is the ability Oshry says, “Leadership is not position. It is the ability

to recognize and use the potential of whatever to recognize and use the potential of whatever position we are in.”position we are in.”

PROCESSPROCESS

• Read general instructions and rosterRead general instructions and roster• I will act as anthropologistI will act as anthropologist

– I will observe the processI will observe the process– Cannot answer questions about the Cannot answer questions about the

instructions or anything elseinstructions or anything else– If something is unclear, you will have to figure If something is unclear, you will have to figure

it out among yourselvesit out among yourselves

• Client group go to your offices, read your Client group go to your offices, read your role. Simulation will begin in 3 minutesrole. Simulation will begin in 3 minutes

• MRC read your instructions, simulation will MRC read your instructions, simulation will begin in 3 minutesbegin in 3 minutes

TIME-OUTTIME-OUT

• Sit together with people of your Sit together with people of your groupgroup

• You are not to discuss businessYou are not to discuss business

• Discuss what you are experiencingDiscuss what you are experiencing

• A few people from each group will be A few people from each group will be asked to provide a asked to provide a few sentencesfew sentences about what you are experiencingabout what you are experiencing

DEBRIEF OF SYSTEM DEBRIEF OF SYSTEM DYNAMICSDYNAMICS

• Get into your groupGet into your group

• Develop a brief “story” of the simulationDevelop a brief “story” of the simulation

• We will share stories and help each other We will share stories and help each other understand the system dynamicsunderstand the system dynamics– What is life like in your space?What is life like in your space?– What is your view of other groups?What is your view of other groups?– Did anything change after the time-out? Why?Did anything change after the time-out? Why?

• Hold off discussion of how individuals can Hold off discussion of how individuals can better respond to their situation until laterbetter respond to their situation until later

INDIVIDUAL DEBRIEFINDIVIDUAL DEBRIEF

• Take a few minutes for individual reflection—What Take a few minutes for individual reflection—What can you learn from the experience?can you learn from the experience?

• Form three mixed groups, with at least one top, one Form three mixed groups, with at least one top, one middle, and one client membermiddle, and one client member

• Help each other understand what happened and how Help each other understand what happened and how individuals could have been more effective—Some individuals could have been more effective—Some questions for discussion might include:questions for discussion might include:– How did you feel when you learned of your role?How did you feel when you learned of your role?– How well did you play your role? Were there other options How well did you play your role? Were there other options

you did not see?you did not see?– What could you have done differently?What could you have done differently?– Are there parallels between your experience in the Are there parallels between your experience in the

simulation and your experience elsewhere?simulation and your experience elsewhere?– Was your behavior in the simulation typical of your behavior Was your behavior in the simulation typical of your behavior

in other challenging situations?in other challenging situations?• Full-Class discussionFull-Class discussion

THE TOP-BOTTOM THE TOP-BOTTOM RELATIONSHIPRELATIONSHIP

• TOPS (World is complex)TOPS (World is complex)– Collectively responsible for systemCollectively responsible for system– Divide responsibilityDivide responsibility– Become increasingly responsible for their Become increasingly responsible for their

areaarea– Become decreasingly responsible for wholeBecome decreasingly responsible for whole– Become concerned with what is good for Become concerned with what is good for

their areatheir area– Instead of partnership, tops feel need to Instead of partnership, tops feel need to

protect their areaprotect their area– Tops feel unsupported by one anotherTops feel unsupported by one another– Some areas seen as more importantSome areas seen as more important

THE TOP-BOTTOM THE TOP-BOTTOM RELATIONSHIPRELATIONSHIP

• BOTTOMS (Vulnerable)BOTTOMS (Vulnerable)– Develop a "We" mentalityDevelop a "We" mentality– Everyone else is "Them"Everyone else is "Them"– Pressure to maintain unityPressure to maintain unity– Inflated sense of value compared to Inflated sense of value compared to

"them""them"– Treating "Them" differently (e.g. poking Treating "Them" differently (e.g. poking

fun, disobey)fun, disobey)– Factions may develop and split offFactions may develop and split off– Submerge differences Submerge differences – Village Idiots may develop (diverging Village Idiots may develop (diverging

member, member, ignored)ignored)

The Dance of The Blind The Dance of The Blind ReflexReflex

• Participants attribute Participants attribute relationship breakdowns to relationship breakdowns to personality differences. They personality differences. They don't see the Dance of Blind don't see the Dance of Blind ReflexReflex

BREAKING THE DANCEBREAKING THE DANCE

• TOPSTOPS– Keep it simple. Avoid temptation to take Keep it simple. Avoid temptation to take

on responsibility for everything.on responsibility for everything.– Become expert in your area and pursue Become expert in your area and pursue

diligentlydiligently– Strengthen commonalityStrengthen commonality

• Agree on a common visionAgree on a common vision

• Share informationShare information

• Mutual coachingMutual coaching

• Create opportunities to walk in the other's Create opportunities to walk in the other's shoesshoes

• Joint task forcesJoint task forces

BREAKING THE DANCEBREAKING THE DANCE

• BOTTOMSBOTTOMS– Encourage individual differences. Find Encourage individual differences. Find

each one's strengths and use them.each one's strengths and use them.– Develop multiple strategies for pursuing Develop multiple strategies for pursuing

mission.mission.– Meet regularly with peers, share Meet regularly with peers, share

experiences, mutual coaching.experiences, mutual coaching.

• SYSTEMSYSTEM– Individuation provides diversity. Individuation provides diversity. – Integration provides coordinated Integration provides coordinated

movement toward mission. movement toward mission. – Differentiation gives system complexity.Differentiation gives system complexity.

TRADITIONAL MANAGING TRADITIONAL MANAGING THE BOSS ADVICETHE BOSS ADVICE

• • • It is your duty to make your boss effective.It is your duty to make your boss effective.• • • Sit down and talk with your boss. Get feedback. Sit down and talk with your boss. Get feedback.

What do you do that is helpful? Not helpful?What do you do that is helpful? Not helpful?• • • Be empathetic. Understand the pressures on your Be empathetic. Understand the pressures on your

boss, his/her needs, strengths, weaknesses, blind boss, his/her needs, strengths, weaknesses, blind spots, and personal style.spots, and personal style.

• • • Sell your ideas. Of course it is a good idea to you, Sell your ideas. Of course it is a good idea to you, you created it.you created it.

• • • Anticipate your boss' needs and fill them.Anticipate your boss' needs and fill them.• • • Be proactive, take responsibility.Be proactive, take responsibility.• • • Complement your boss' weaknesses.Complement your boss' weaknesses.• • • Be a courageous follower and confront the boss Be a courageous follower and confront the boss

when he/she is doing something that hurts the when he/she is doing something that hurts the common purpose.common purpose.

• • • Be responsible, dependable, and trustworthy.Be responsible, dependable, and trustworthy.• • • Let the boss know what can be expected of you.Let the boss know what can be expected of you.• • • No surprises.No surprises.• • • Don't underrate the boss.Don't underrate the boss.

COURAGEOUS FOLLOWERCOURAGEOUS FOLLOWER

• Understand our own power and how Understand our own power and how to use itto use it

• Appreciate the value of leadersAppreciate the value of leaders

• Understand the seductiveness and Understand the seductiveness and pitfalls of the power of leadershippitfalls of the power of leadership

5 DIMENSIONS OF THE 5 DIMENSIONS OF THE COURAGEOUS FOLLOWERCOURAGEOUS FOLLOWER

1.1. Courage to assume responsibilityCourage to assume responsibility• For themselves and the organizationFor themselves and the organization

2.2. Courage to serveCourage to serve• Not afraid of hard work to serve the leaderNot afraid of hard work to serve the leader

3.3. Courage to challengeCourage to challenge• Willing to stand up and stand out Willing to stand up and stand out

4.4. Courage to participate in transformationCourage to participate in transformation• Champion need for changeChampion need for change

5.5. Courage to leaveCourage to leave

COURAGEOUS FOLLOWERCOURAGEOUS FOLLOWER(Ira Chaleff)(Ira Chaleff)

• ““Followers and leaders both orbit Followers and leaders both orbit around the common purpose; followers around the common purpose; followers do not orbit around the leader.”do not orbit around the leader.”

• ““We are responsible for our own We are responsible for our own actions and we share responsibility for actions and we share responsibility for the actions of those whom we can the actions of those whom we can influence.”influence.”

YOU CAN MAKE A YOU CAN MAKE A DIFFERENCEDIFFERENCE

““I wondered why I wondered why somebody didn’t do somebody didn’t do something...something...

and then I realized I was and then I realized I was somebody.”somebody.”

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