Coffey A Systems Approach to Leadership

How to Create Sustained High Performance in a Complex and Uncertain Environment
1. Auflage 2009
ISBN: 978-3-642-01194-8
Verlag: Springer
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 223 Seiten

'A Systems Approach to Leadership' (SAL) is a methodology for creating sustained high performance in conditions of high complexity and uncertainty. SAL places the latest developments in Systems Science into an actionable method for use by everyday leaders. It enables leaders to develop themselves and their organisation (or part of it) quickly and effectively to achieve a competitive advantage in a complex and uncertain world. SAL consists of an integrated framework with an overall strategy of whole system development. Central to the framework is a practical method which can be used by any leader at any organisational level. Supporting the framework are a range of systems approaches and a set of foundational assumptions. SAL has been carefully researched and refined in extensive field tests where it typically delivers outcomes well above expectations.

Autoren/Hrsg.

Coffey, Geoffrey

Inhaltsverzeichnis

1;Contents;6
2;Introduction;14
3;1 Key Assumptions Underpinning a Systems Approach to Leadership;17
3.1;1.1 Introduction;17
3.2;1.2 High Complexity and Uncertainty in Organisations Today;17
3.3;1.3 Naturalistic World View;18
3.4;1.4 The Dynamics of “Actual Practice”;19
3.5;1.5 Individual Functioning and Cognition;20
3.6;1.6 Three Levels of Simplicity;22
3.7;1.7 Holistic Thinking and Systems Methods;24
3.8;1.8 Optimising An Entity;25
3.9;1.9 Your Own Practice;26
3.10;1.10 Conclusion;27
4;2 A Systems Approach to Leadership Overview;28
4.1;2.1 Introduction;28
4.2;2.2 A Systems Approach to Leadership Overview;29
4.3;2.3 Understanding a Systems Approach to Leadership;30
4.4;2.4 Fundamental Assumptions;31
4.5;2.5 Systems Models and Methods;32
4.6;2.6 Adaptive Systems Model;33
4.7;2.7 Cognition-Systems Model of Organisation Performance;33
4.8;2.8 Achieving Goals in High Complexity Environments;35
4.9;2.9 Strategy / Approach;36
4.9.1;2.9.1 Performance;36
4.9.2;2.9.2 Whole System Development;37
4.9.3;2.9.3 Leaders as System Builders;37
4.9.4;2.9.4 Continuous Development;37
4.9.5;2.9.5 Multiple Methods;38
4.10;2.10 The Cognition-Systems Method;38
4.11;2.11 Individual and Organisational Actions Strategies, Processes and Skills;39
4.11.1;2.11.1 Preparing Yourself for the Journey;40
4.11.2;2.11.2 Naturalistic Enquiry;40
4.11.3;2.11.3 Critical Reflection and Learning;40
4.11.4;2.11.4 Whole System Diagnosis and Adaptive System Organisation Design;40
4.12;2.12 A Systems Approach to Leadership Outcomes;40
4.12.1;2.12.1 Competitive Advantage;41
4.12.2;2.12.2 In Depth (Not a Quick Fix);41
4.13;2.13 Conclusion;41
5;3 Two Different Worlds;43
5.1;3.1 Introduction;43
5.2;3.2 A Naturalistic Environment;44
5.3;3.3 A Deterministic Environment;46
5.4;3.4 Underpinning Assumptions;48
5.5;3.5 Using Both World Views;51
5.6;3.6 Conclusion;52
6;4 Holistic and Reductionist Approaches;53
6.1;4.1 Introduction;53
6.2;4.2 Reductionist Approaches and Organisations;54
6.3;4.3 Mismatching Situation and Approach;54
6.3.1;4.3.1 Holistic Approaches in a Naturalistic Situation;55
6.3.2;4.3.2 Holistic Approaches in a Deterministic Situation;55
6.3.3;4.3.3 Reductionist Approaches in a Deterministic Situation;55
6.3.4;4.3.4 Reductionist Approaches in a Naturalistic Situation;56
6.4;4.4 Optimising Complex Systems;58
6.5;4.5 A Low Performance Dynamic;59
6.6;4.6 A High Performance Dynamic;61
6.7;4.7 Conclusion;61
7;5 Features of a Naturalistic Environment;63
7.1;5.1 Introduction;63
7.2;5.2 Inherently Unknowable;63
7.3;5.3 Probabilistic;64
7.4;5.4 Highly Interconnected;66
7.5;5.5 Related to Consciousness and Mind;68
7.6;5.6 Various Forms of Human System;69
7.7;5.7 Dynamics and Emergence;70
7.8;5.8 Conclusion;71
8;6 Systems Methods;72
8.1;6.1 Introduction;72
8.2;6.2 Order and Organisation in the Natural World;72
8.3;6.3 Systems and Related Methods;73
8.4;6.4 General Systems Theory;74
8.5;6.5 Systems Concepts and Principles;75
8.5.1;6.5.1 Outcomes Result From System and Environment;76
8.5.2;6.5.2 Adaptive Systems Model;77
8.5.3;6.5.3 Optimisation;77
8.5.4;6.5.4 Emergence;77
8.5.5;6.5.5 Requisite Variety;78
8.5.6;6.5.6 Redundancy;78
8.5.7;6.5.7 Recursion;78
8.5.8;6.5.8 Equifinality;78
8.5.9;6.5.9 System Evolution;79
8.5.10;6.5.10 Natural Limits;79
8.5.11;6.5.11 Far From Equilibrium Systems;79
8.6;6.6 Conclusion;82
9;7 An Adaptive Systems Model;83
9.1;7.1 Introduction;83
9.2;7.2 Adaptive Systems Model Overview;83
9.2.1;7.2.1 Essential Functions (Operations);84
9.2.2;7.2.2 Regulation;86
9.2.3;7.2.3 Coordination;87
9.2.4;7.2.4 Strategy;88
9.2.5;7.2.5 Purpose;89
9.2.6;7.2.6 Natural Tendencies;89
9.2.7;7.2.7 Knowledge, Learning and Adaptation;90
9.3;7.3 Integrating the Parts into a Whole;90
9.4;7.4 System Dysfunction;91
9.5;7.5 Recursion;91
9.6;7.6 Limitations;92
9.7;7.7 Conclusion;92
10;8 The Cognition-Systems Model of Organisation Performance;93
10.1;8.1 Introduction;93
10.2;8.2 Layers Influencing Performance;93
10.3;8.3 Organisation Performance Defined;94
10.3.1;8.3.1 Stakeholders;94
10.3.2;8.3.2 Time;95
10.4;8.4 Dynamics of an Organisation (as a System) ÏIn ActionÓ;96
10.4.1;8.4.1 As a “Whole System”;96
10.4.2;8.4.2 External Strategy;97
10.5;8.5 Individual Leader Functioning;97
10.5.1;8.5.1 Leader-Organisation Interaction;98
10.5.2;8.5.2 Leader Cognition and Knowledge-in-action;98
10.6;8.6 Discussion;101
10.7;8.7 A Definition of Organisational Leadership;101
10.8;8.8 Conclusion;102
11;9 Emergent Goal Achievement;103
11.1;9.1 Introduction;103
11.2;9.2 Like Early Explorers and Pioneers;103
11.3;9.3 Expand the Margin Through Cycles of Action and Understanding;104
11.4;9.4 An Everyday Example;105
11.5;9.5 A General Method;106
11.6;9.6 A Four Part Cycle;107
11.7;9.7 Using Emergent Goal Achievement Effectively;108
11.7.1;9.7.1 Start Now (Wherever That Happens to Be);109
11.7.2;9.7.2 Head in the General Direction of Goals;109
11.7.3;9.7.3 Target Points of Highest Leverage;109
11.7.4;9.7.4 Take Action on Multiple Fronts;110
11.7.5;9.7.5 Actively Pursue Cycles at Every Opportunity;110
11.7.6;9.7.6 Stretch Understanding;112
11.7.7;9.7.7 Stretch Action;113
11.7.8;9.7.8 Creatively Generate Ideas for Action;114
11.7.9;9.7.9 Evaluate and Undertake Another Cycle;115
11.8;9.8 Goal Achievement in a Deterministic Environment;115
11.9;9.9 Comparison of Approaches to Goal Achievement;116
11.10;9.10 Adaptive Strategic Planning;117
11.11;9.11 Conclusion;117
11.11.1;9.11.1 Exercise;118
12;10 The Cognition-Systems Method;119
12.1;10.1 Introduction;119
12.2;10.2 The Cognition-Systems Method Overview;119
12.2.1;10.2.1 Continuous Learning and Improvement;120
12.2.2;10.2.2 Start with Yourself;122
12.2.3;10.2.3 Develop All Forms of Organisational Entity;123
12.3;10.3 The Cognition-Systems Method Steps;123
12.3.1;10.3.1 Prepare Yourself for the Journey;125
12.3.2;10.3.2 Select a Problem, Issue or Situation;126
12.3.3;10.3.3 Assemble an Account of the Situation;126
12.3.4;10.3.4 Critical Reflection and Learning;128
12.3.5;10.3.5 Design Creative New Action;130
12.3.6;10.3.6 Take Action;131
12.3.7;10.3.7 Evaluation;131
12.4;10.4 Discussion;131
12.5;10.5 Influencing Others;132
12.6;10.6 Method Overview and Pointers;132
12.6.1;10.6.1 Externally;132
12.6.2;10.6.2 Internally;132
12.7;10.7 Conclusion;133
13;11 Preparing Yourself for the Journey;134
13.1;11.1 Introduction;134
13.2;11.2 Emotions;135
13.3;11.3 Thinking for Optimum Performance and Emotions;137
13.3.1;11.3.1 Thinking and Talking in Ways That Embrace (Rather Than Ignore) Complexity;138
13.3.2;11.3.2 Recognising the Probability of Long Term Goal Achievement;139
13.3.3;11.3.3 Defining Success and Satisfaction More Locally;140
13.3.4;11.3.4 Thinking in Terms of Preferences Rather Than Demands;141
13.3.5;11.3.5 Maintaining Yourself;143
13.3.6;11.3.6 Building New Habits;144
13.4;11.4 Conclusion;144
14;12 Naturalistic Enquiry;145
14.1;12.1 Introduction;145
14.1.1;12.1.1 Using the Cognition-Systems Model of Organisation Performance as a Guide;145
14.1.2;12.1.2 Valuing Local Understanding;146
14.1.3;12.1.3 Different to Deterministic Enquiry;146
14.1.4;12.1.4 Largely Subjective;147
14.2;12.2 Some Everyday Examples;148
14.3;12.3 The Process of Naturalistic Enquiry;149
14.3.1;12.3.1 Assembling Currently Available Data;149
14.3.2;12.3.2 Collecting Data;150
14.3.3;12.3.3 Interpreting Data;151
14.3.4;12.3.4 The Role of a Knowledge Base;152
14.4;12.4 Making Enquiry Rapid, Effective and Robust;153
14.4.1;12.4.1 Asking Questions;153
14.4.2;12.4.2 Listening;154
14.4.3;12.4.3 The Influence of Context;154
14.4.4;12.4.4 Your Own Motivation, Assumptions and Attitude;155
14.4.5;12.4.5 Recognise the Limits of Individual Perception;156
14.4.6;12.4.6 Valuing Diversity;156
14.4.7;12.4.7 Actively Seeking Disconfirming Data;157
14.4.8;12.4.8 Distinguish Data from Interpretation;157
14.4.9;12.4.9 Being ÏData DrivenÓ;157
14.4.10;12.4.10 Pursuing Greater Precision;158
14.4.11;12.4.11 Using Short Cycles to Test Data and Interpretation;158
14.4.12;12.4.12 Using Different Processes;159
14.4.13;12.4.13 Collaboration and Engagement;160
14.5;12.5 Conclusion;160
15;13 Critical Reflection and Learning;161
15.1;13.1 Introduction;161
15.2;13.2 Learning From Experience;162
15.3;13.3 Critical Reflection and Learning Overview;163
15.4;13.4 A Method of Critical Reflection and Learning;164
15.4.1;13.4.1 Step A. Creating a Learning Environment;166
15.4.2;13.4.2 Step B. Assemble an Account of the Situation;166
15.4.3;and Map of Learner’s Knowledge-in-action;166
15.4.4;13.4.3 Step C. Critical Examination;168
15.4.5;13.4.4 Step D. Select an Alternative Perspective;169
15.4.6;13.4.5 Step E. Dialectic (A Learning Conversation);170
15.4.7;13.4.6 Step F. Make Learning Explicit;172
15.4.8;13.4.7 Step G. Test and Reinforce New Insights;172
15.4.9;13.4.8 Step H. Joint Evaluation;172
15.5;13.5 Accelerating Learning;173
15.6;13.6 Conclusion;173
16;14 Whole System Diagnosis;174
16.1;14.1 Introduction;174
16.2;14.2 Concepts for Describing Whole Systems;175
16.2.1;14.2.1 Elegance;175
16.2.2;14.2.2 Optimisation;175
16.2.3;14.2.3 Dysfunction;176
16.2.4;14.2.4 Naturalistic and Inherently Unknowable;176
16.2.5;14.2.5 Evolving Not Static;176
16.2.6;14.2.6 Whole System “In Action”;176
16.2.7;14.2.7 Connections and Dynamics;177
16.2.8;14.2.8 Drawing Lines Between Parts;177
16.2.9;14.2.9 The Process of Enquiry Will Disturb the System to Some Extent;177
16.3;14.3 The Steps of Whole System Diagnosis;177
16.3.1;14.3.1 Identify the System of Interest;178
16.3.2;14.3.2 Describe the Characteristics of the External Environment;178
16.3.3;14.3.3 Describe the System in Overview;179
16.3.4;14.3.4 Describe the System’s Internal Functioning;180
16.3.5;14.3.5 Project the Dynamics of System and Environment into the Future;181
16.3.6;14.3.6 Identify Development Fronts to Move the System Closer to Optimisation;182
16.4;14.4 Whole System Diagnosis Worksheet;182
16.5;14.5 Conclusion;184
17;15 Adaptive System Organisation Design;185
17.1;15.1 Introduction;185
17.2;15.2 Adaptive System Organisation Design;185
17.3;15.3 Individual Level;186
17.3.1;15.3.1 Task Related Factors;187
17.3.2;15.3.2 Social Factors;188
17.3.3;15.3.3 The Impact of Poorly Designed Individual Work;188
17.3.4;15.3.4 Individual Level Design Check Questions;190
17.4;15.4 Work Unit Level;190
17.4.1;15.4.1 Boundary Location;191
17.4.2;15.4.2 Task Processes;192
17.4.3;15.4.3 Standards and Procedures;193
17.4.4;15.4.4 Indicators and Feedback;193
17.4.5;15.4.5 Coordination;193
17.4.6;15.4.6 Goals and Planning;194
17.4.7;15.4.7 Knowledge, Learning and Adaptation;194
17.4.8;15.4.8 Improvement and Learning;194
17.4.9;15.4.9 Creating Alignment and Resolving Conflict;195
17.4.10;15.4.10 Natural Tendencies;195
17.4.11;15.4.11 Work Unit Roles;195
17.4.12;15.4.12 Boundary Conditions;196
17.4.13;15.4.13 External Support;196
17.4.14;15.4.14 Training;196
17.4.15;15.4.15 Recruiting and Selection;197
17.4.16;15.4.16 Reward System;197
17.4.17;15.4.17 Work Unit Design Check Questions;197
17.5;15.5 Whole Organisation / Business Unit Level;197
17.5.1;15.5.1 Strategy Development and Refinement;198
17.5.2;15.5.2 Adaptive Strategic Planning;199
17.5.3;15.5.3 Strategy Implementation Through Integrating Work Units;199
17.5.4;15.5.4 Ongoing Whole System Optimisation;200
17.5.5;15.5.5 Internal Culture and Alignment;201
17.5.6;15.5.6 Meeting External Corporate Requirements;201
17.5.7;15.5.7 Whole Organisation Design Check Questions;201
17.6;15.6 Undertaking a (Re)design;202
17.7;15.7 Conclusion;202
18;16 Applications of a Systems Approach to Leadership;203
18.1;16.1 Introduction;203
18.2;16.2 Common Process Features;203
18.2.1;16.2.1 Focus on Real and Pressing Issues;203
18.2.2;16.2.2 Counteract a High Action Orientation;204
18.2.3;16.2.3 Use Data From Actual Practice;204
18.2.4;16.2.4 Acknowledge and Promote Different Perspectives;205
18.2.5;16.2.5 Focus on Participant Learning and Shared Understanding;205
18.2.6;16.2.6 Adapt the Process Emergently;206
18.3;16.3 Four Applications of a Systems Approach to Leadership;206
18.3.1;16.3.1 Ongoing Whole System Optimisation;207
18.3.2;16.3.2 Complex Problem Solving;207
18.3.3;16.3.3 Individual Leadership Development;208
18.3.4;16.3.4 Undertaking Organisation (Re)Design;208
18.4;16.4 Conclusion;209
19;17 Conclusion;210
19.1;17.1 Forward into Action;210
20;Appendix A: The Theory and Philosophy of a Systems Approach to Leadership;212
20.1;Introduction;212
20.1.1;Underpinning Assumptions;212
20.1.2;The Emergence of Multimethodology;213
20.1.3;Four Strategies;214
20.1.4;Pursuing Pluralism;214
20.1.5;SAL as a Multimethodology;215
20.1.6;Designed “In the Moment”;215
20.2;Conclusion;216
21;Appendix B: Learning Journals;217
21.1;Learning Journals;217
22;References;218
23;Index;220