Complex adaptive leadership: embracing paradox and uncertainty
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Farnham [u.a.]
Gower
2010
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| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XVII, 238 S. Ill., graph. Darst. |
| ISBN: | 9780566089329 9780566089336 |
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Datensatz im Suchindex
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| adam_text | Titel: Complex adaptive leadership
Autor: Obolensky, Nick
Jahr: 2010
Contents
List of Figures vii
Acknowledgements xi
Preface: What s This All About? xiii
PART I THE CONTEXT
Chapter 1 A Journey of Discovery 3
Chapter 2 The World Wide Context - A Flow Towards Polyarchy 11
Chapter 3 The Organisational Context - Evolve or Die 21
Chapter 4 Finita La Comedia - Stop Playing Charades 33
A Quick Breather Between Parts I and II 43
PART II CHAOS AND COMPLEXITY
Chapter 5 Order in Chaos, Simplicity in Complexity - The Deeper Paradox 49
Chapter 6 Getting to Grips with Chaos and Complexity 93
Chapter 7 Getting Chaos and Complexity to Work 101
A Quick Breather Between Parts II and III 131
PART III THE LEADERSHIP ANGLE
Chapter 8 What is Leadership Anyway? 135
Chapter 9 What About the Followers? 145
Chapter 10 Complex Adaptive Leadership in Action 155
A Final Breather Between Parts III and IV 181
vi Complex Adaptive Leadership
PART IV LOOKING FORWARD AND OTHER INTERESTS
Chapter 11 Beyond this Book - the Choices You Have ... 185
Appendix A: The Insights of Tao and Buffalo Maps 189
Appendix B: Polyarchy and Leadership Models 195
Appendix C: Polyarchy and the Relevance to Modern Political Leadership 203
Appendix D: Leadership Development 221
Bibliography 227
Index 235
List of Figures
Figure 1.1 Underlying dynamics of polyarchy 5
Figure 1.2 The power of Yin/Yang opposites 8
Figure 2.1 Unprecedented pace of changing times 13
Figure 2.2 An explosion of knowledge 16
Figure 2.3 The more we know, the less certain things are 17
Figure 2.4 The greatest discontinuity of leadership assumption 19
Figure 2.5 The flow and atomisation of power 20
Figure 3.1 From chimneys to CAS via the matrix 23
Figure 3.2 Moving from machine to organism 28
Figure 3.3 Possible evolution of personal feedback within an organisation 29
Figure 3.4 Possible evolution of how strategy is set in an organisation 30
Figure 4.1 Where do the solutions come from? (part 1) 34
Figure 4.2 Where do the solutions come from? (part 2) 35
Figure 4.3 Breaking the charade via challenge and support 39
Figure 4.4 A more dynamic Q A session 40
Figure 4.5 Skills needed in polyarchy vs. oligarchy - an example 41
Figure B 1.1 Knowledge and technology drive each other 45
Figure 5.1 Yin/Yang - Chaos and order 52
Figure 5.2 The flow towards chaos and uncertainty 54
Figure 5.3 Young s amazing double slit experiment - part 1 60
Figure 5.4 Young s amazing double slit experiment - part 2 60
Figure 5.5 Young s amazing double slit experiment - part 3 61
Figure 5.6 Example of phase space 64
Figure 5.7 Examples of attractors 65
Figure 5.8 The butterfly effect 66
Figure 5.9 Where do catalytic mechanisms fit? 69
Figure 5.10 Fractal geometry and Mandelbrot set 71
Figure 5.11 Koch snowflake - example of a fractal 72
Figure 5.12 Sierpinski Gasket - 1 73
Figure 5.13 Sierpinski Gasket - 2 73
Figure 5.14 Sierpinski Gasket - 3 73
Figure 5.15 Beginnings of The Chaos Game 74
Figure 5.16 Order out of chaos ... 75
Figure 5.17 Fractal resonance of Science and Leadership Theory 76
Figure 5.18 Examples of bifurcation points 77
Figure 5.19 Buttons experiment 78
Figure 5.20 Buttons and threads experiment 79
Figure 5.21 Call centre result 82
Figure 5.22 The more connection points, the more the complexity 86
viii Complex Adaptive Leadership
Figure 5.23 Exponential complexity 86
Figure 5.24 Boltzmann thought experiment on complexity 87
Figure 5.25 Post-Normal Science when stakes and complexity are high 90
Figure 6.1 Network of relationships is key 98
Figure 6.2 Yin/Yang and the Four + Four model for leading complexity 99
Figure 7.1 Four + Four principles 104
Figure 7.2 Examples of purpose 105
Figure 7.3 Framework for success 108
Figure 7.4 Barriers for leaders and followers 110
Figure 7.5 The what, who and how of strategy 115
Figure 7.6 Examples of skills needed 117
Figure 7.7 Motivational states of being 118
Figure 7.8 Skill/will matrix 120
Figure 7.9 Introduction of 360 degree feedback - possible steps 124
Figure 7.10 Four + Four dynamic 125
Figure 7.11 Yin/Yang of the Four + Four 126
Figure 7.12 Interdependencies of the Four + Four principle 127
Figure B2.1 Paradoxical principles of Four + Four model 132
Figure 8.1 Leadership vs. Management - Take 1 135
Figure 8.2 Leadership vs. Management - Take 2 136
Figure 8.3 Leadership vs. Management - Take 3 137
Figure 8.4 Hersey/Blanchard Situational Leadership model (adapted) 139
Figure 8.5 Situational Leadership (adapted) with Goleman s approach 140
Figure 8.6 Average score distribution of the Situational Leadership model
(adapted) 141
Figure 8.7 Eisenhower matrix (adapted) - typical time profile for executives 142
Figure 8.8 The stress of leadership 143
Figure 9.1 Skill/will matrix 147
Figure 9.2 Level 5 followership 149
Figure 9.3 Behaviour breeds behaviour 150
Figure 9.4 Moving people towards Level 5 151
Figure 9.5 A typical vicious circle for leaders 152
Figure 10.1 Complex Adaptive Leadership model - basis 160
Figure 10.2 Leader as a traditional leader - either tells or sells 161
Figure 10.3 The leader as a follower 163
Figure 10.4 Differing types of effort for the strategies 163
Figure 10.5 Leadership roadmap and Yin/Yang 164
Figure 10.6 Skill/will possible strategy 164
Figure 10.7 Skill/will and leadership strategies 165
Figure 10.8 Point attractor towards self-organisation 168
Figure 10.9 Periodic attractor for improvement 169
Figure 10.10 Point attractor towards transcended state 170
Figure 10.11 Periodic attractor within state of change 170
Figure 10.12 Coaching attractor of Sell and Involve 171
Figure 10.13 GROW model example questions 172
Figure 10.14 Types of questions that can be used with GROW coaching 173
Figure 10.15 Coaching attractor linked to questioning technique 174
List of Figures ix
Figure 10.16 Directive attractor of Tell and Sell 175
Figure 10.17 Development attractor of Involve and Devolve 176
Figure 10.18 Reminder attractor using Tell and Devolve strategies 176
Figure 10.19 Summary of paired periodic attractors 177
Figure 10.20 Typical change management strange attractor 178
Figure 10.21 Complex Adaptive Leadership summary strange attractor 179
Figure 11.1 KISS: Keep, Increase, Start, and Stop 186
Figure A.l The Yin/Yang model of Tao 189
Figure B.l John Adair s Leadership Model (adapted) 196
Figure B.2 After John Adair s model (adapted) - a possible extension and
example of skills 196
Figure B.3 John Adair s Functions of Leadership (1) 197
Figure B.4 John Adair s Functions of Leadership (2) (adapted) 198
Figure B.5 John Adair s Functions of Leadership - polyarchic dynamic 200
Figure B.6 Four + Four overlaid onto John Adair s model 200
Figure C.l Political definition of polyarchy 206
Figure C.2 Democracy as a bridge between oligarchy and polyarchy 208
Figure C.3 Example of UK according to Dahl s theory 208
Figure C.4 UK example according to interpretation of modern reality 212
Figure C.5 UK possible long term trend 217
Figure C.6 Relevance of Four + Four principles to political polyarchy 219
Figure D.l LEAD Programme - two development areas and six key
competencies 222
Figure D.2 LEAD Programme - 30+ key curricular subjects 222
Figure D.3 LEAD: Programme dynamic 225
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| language | English |
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| spelling | Obolensky, Nick Verfasser aut Complex adaptive leadership embracing paradox and uncertainty Nick Obolensky Farnham [u.a.] Gower 2010 XVII, 238 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Komplexität (DE-588)4135369-9 gnd rswk-swf Anpassung (DE-588)4128128-7 gnd rswk-swf Führung (DE-588)4018776-7 gnd rswk-swf Organisationsverhalten (DE-588)4285859-8 gnd rswk-swf Führung (DE-588)4018776-7 s Anpassung (DE-588)4128128-7 s Komplexität (DE-588)4135369-9 s Organisationsverhalten (DE-588)4285859-8 s DE-188 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=020700851&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Obolensky, Nick Complex adaptive leadership embracing paradox and uncertainty Komplexität (DE-588)4135369-9 gnd Anpassung (DE-588)4128128-7 gnd Führung (DE-588)4018776-7 gnd Organisationsverhalten (DE-588)4285859-8 gnd |
| subject_GND | (DE-588)4135369-9 (DE-588)4128128-7 (DE-588)4018776-7 (DE-588)4285859-8 |
| title | Complex adaptive leadership embracing paradox and uncertainty |
| title_auth | Complex adaptive leadership embracing paradox and uncertainty |
| title_exact_search | Complex adaptive leadership embracing paradox and uncertainty |
| title_full | Complex adaptive leadership embracing paradox and uncertainty Nick Obolensky |
| title_fullStr | Complex adaptive leadership embracing paradox and uncertainty Nick Obolensky |
| title_full_unstemmed | Complex adaptive leadership embracing paradox and uncertainty Nick Obolensky |
| title_short | Complex adaptive leadership |
| title_sort | complex adaptive leadership embracing paradox and uncertainty |
| title_sub | embracing paradox and uncertainty |
| topic | Komplexität (DE-588)4135369-9 gnd Anpassung (DE-588)4128128-7 gnd Führung (DE-588)4018776-7 gnd Organisationsverhalten (DE-588)4285859-8 gnd |
| topic_facet | Komplexität Anpassung Führung Organisationsverhalten |
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