A633.9.3.RB_LarsonKurt, Polyarchy Reflections

Most leadership models have the assumption of oligarchy – a few leaders do leadership over many followers. If polyarchy is fast replacing the old oligarchy assumptions does this make these old leadership models redundant?  Reflecting on traditional leadership from the perspective of complex adaptive leadership, address the implications and how they will affect you as a leader in the future.  What impact will they have on your future strategy?

Much like many ideas, policies, protocols and situations we encounter in our work/life scenarios, what may work well under one set of circumstances simply does not work under another. The very idea contradicts the logic we use justifying its applicability. The answer to this age-old question is in the very level of unpredictability and chaotic order that is so prevalent in the world. The adage of the one shoe fitting all strategy is a failure of an approach toward effective leadership.

The Cynefin framework is that model that can be an asset to leaders can be better prepared toward unpredictability and uncertainty based upon determining the prevailing context with respect to cause and effect allowing the correct answers to be ascertained based upon fact.

Boundaries exist in every organization. The question is how can boundaries be managed in such a way to enable the freedom to act without chaos on one hand, and no innovation or flexibility on the other. Boundaries dictate the 'edge of chaos' or the point that is 'far from equilibrium' which is not a simple area to define.

Boundaries can be considered in four ways:

Traditional organizational reporting (organograms) - It is very oligarchic the higher you go the fewer people there are, and yet outdated as it is it is used by just about every organization because it still has value. There are different approaches to the organogram, perhaps by an attempt to progress out of the traditional top-down pyramid shape of the organogram by turning the pyramid upside down. The main concern with use of an organogram it is often out of date the day it is published due to turnover of people or changing role of jobs to meet fast a moving and global environment.

Supply/value chain - the company that has a distinct organization yet the boundaries within the supply/value chain are becoming blurred by the method used to look at the supply/value chain is not so much in terms of the various departments, but by observing the relationships that exist. By observing differently, a new approach can be fostered not so much as a we/they, but a team approach.

The defined strategy - Strategy can be seen, as how what is delivered to whom and in many ways once this is clear then self-organization can operate. Without clarity chaos will ensue and without underlying order, the organization will quickly fail.

Invisible boundaries - As organizations are become more flexible, boundaries that matter are in the minds of managers and employees ... it should proposed that organizational boundaries should to be managed are the Authority boundary, the Task boundary, the Political boundary and the Identity boundary. These four are well worth taking into account in any consideration of boundaries.

A successful leader and manager must possess certain attributes in order to be effective in their respective positions with-in an organization or agency, as a proactive stance toward keeping power and influence in-check. Achievements are the ambitious goals through which an individual or group of individuals seek in obtaining and/or exceeding through the use of milestones or timelines as a method of collecting data to support a position and how far they or the organization are from reaching the end result. Conflict can often arise if a leader or manager is not driven toward strong achievements.

References:

Obolensky, N. (2010). Complex adaptive leadership. Burlington, VT: Gower Publishing Limited. DOI: www.gowerpublishing.com

Snowden, D.J., and Boone, M.E. (2007). A leaders framework for decision making. Havard Business Review. Retrieved from http://www.mpiweb.org

Snowden, D.J (2002). Complex acts of knowing: Paradox and descriptive self-awareness. Journal of Knowledge Management, Vol. 6 Iss: 2 pp. 100-111. Retrieved from http://dx.doi.org

Kurtz, C. F., & Snowden, D. J. (2003). The new dynamics of strategy: Sense-making in a complex and complicated world. IBM Systems Journal, 42(3), 462. Retrieved from http://search.proquest.com

Vasilescu, C (2011). Strategic Decision Making using Sense-making Models: The Cynefin framework. Paper presented at the Retrieved from http://search.proquest.com

A633.8.3.RB_LarsonKurt, How do Coaches Help?

To be an executive coach, it is necessary to know that clients are the first and best experts capable of solving their own problems and achieving their own ambitions, that is precisely the main reason why clients are motivated to call on a coach. When clients bring important issues to a coach, they already made a complete inventory of their personal or professional issues and of all possible options. Clients have already tried working out their issues alone, and have not succeeded.

Given the statement above what is it that coaches do to provide value to their clients?

The demands placed upon the workforce in today’s global organizations and the need to have effective and consistent interaction with staff groups, internal customers, dispersed locations and differing cultures is an ever-increasing complex and human endeavor. Today’s leaders need the confidence, self-esteem and determination, if they are going to succeed in business or government. Decidedly one of the most powerful influences that can emerge out of relationships like parental, spouse, sibling, manager and/or co-worker is mentoring. You can also help your self and outlook by surrounding yourself with people you are mentoring, coaching and helping. Much energy can be derived from relationships by adding people that your self-can learn as well (Stewart, 2008). Remember the old adage… the teacher always learns more than the students. Listening can also be a big part of mentoring; simply listening to someone can be somewhat therapeutic for both parties.  Individual and organizational learning can be attributed to mentoring, any organization can create an environment that can foster or inhibit creative learning both individual and collective. Today, the goal of mentoring is shifted from the old paradigm of power and hierarchy, to one of helping individuals and groups gain insight and ability (Stewart, 2008).

            Why is coaching a vital aspect of both leadership and strategy? 

Much like seeking the advice of an investment banker or a reputable financial expert for sound investment advice, or a professional resume writing service for that tailored and show stopping professional resume. Today’s professionals should also seek the advice of a reputable coach in the area of mentoring. Positive change and noteworthy improved performance can be a critical part regarding career development (Redgrave, 2011).

                        How can it make a difference in an organization?

The positive outcomes from career coaching are focused on four items: intellect, energy, ambition and choices. In order to succeed in business you must have a certain degree of intellect, but intellect alone is not simply about Intelligence Quotient (IQ,) it is a combination of IQ and EQ or, Emotional Intelligence. EQ is the ability to be humble while being an effective team member, team leader and not simply the smartest person in a particular setting. Your willingness and commitment toward success is measured in energy. Energy is that one thing an individual will utilize as a way to succeed; it takes enormous amounts of energy to accomplish an extraordinary amount of work, have a good work ethic and do what is needed to deliver what is promised (Redgrave, 2011).

            Ambition could be attributed as the desire to get ahead and the use of vast amounts of energy to get there. The fourth item(s) required to succeed in business are choices and sacrifices. Choices are to be willing to move to take yet another steeping stone position on the way to that dream position. Sacrifices are making choices at the expense of your career for the more noble cause, your family (Redgrave, 2011).

                        What does this mean to you and your organization?

An organization that is riding the bow wave with duties and responsibilities that are handed from department to department in a seamless manner has an instilled real sense of fluidity. The organization is nimble and willing and able to face new and greater challenges, meet the competition and have an informative dialogue with its customers and clients. There are systems and processes that have been put into place as an aid in organizational growth, making it not dependent upon any one or two individuals for direction and clarity. The down turn of this is if an organization becomes over-systematized and begins to loose the sensibility of being nimble (McKeown, 2011).

The importance of having a mentor is vastly important and can leave a lasting impression upon you like the above-mentioned description. As you grow older and the demands that are placed upon you become greater and greater, the lines can often get blurry and the waters muddied between what may be ethical and prudent to what can be outright illegal or improper. The use of an impromptu mentor or someone who has been there and understands the true costs of poorly made decisions even with the best of intentions, can spell the difference between a successful career and possible jail time. The latter sentence although maybe a bit exaggerated, does hold some merit as to the consequences of one’s actions in a world and society that is slowly corrupting itself and willing to bring with-it as many causalities as possible. It should serve as a sobering reality check of what can happen if one were to let ones guard down. A mentor can also be a good source of inspiration to an individual in a perspective career move and educational pursuits.          

                                                            References:

Redgrave, Martyn. (2011). Coaching and mentoring for career development. [Books24x7 version] Available from: http://common.books24x7.com.ezproxy.libproxy.db.erau.edu/toc.aspx?bookid=45243.

McKeown, Les. (2011). Quick talks: les McKewon: staying nimble when you're no longer small. [Books24x7 version] Available from: http://common.books24x7.com.ezproxy.libproxy.db.erau.edu/toc.aspx? Book id=40421.

A633.7.3.RB_LarsonKurt, Leader Follower Relationship

Complete the exercise at the beginning of chapter 10 and use the scoring table at the end to assess your responses.

Reflect on what this assessment means in terms of you as a leader and your relationship to your followers.

We as individuals typically are on a quest toward improvement of complex and adaptive systems that may or may not have favorable outcomes including the associated consequences. A good way of improving the odds of a successful outcome might be to position oneself to constantly learn through exposure to diverse points of view. A good method would be to look at the world where places are experiencing diversity that is in jeopardy and taking notes on those outcomes and triumphs.

Has your thinking changed over the course of the past six weeks, if so; why, and, if not; why?

Based upon my reading, research and various assessments taken through out the      course, my thinking has not changed significantly. Since my retirement from the Air Force in 2003, beginning a second career as a civilian with the USG, I have adapted to  my surroundings while at the same time, not compromised my beliefs, morals or integrity.

This stated the course work including the current course “Strategic Management” has             solidified my understanding of the public and private sector and its inherent slippery             slopes and the need to successfully navigate in, on and around them to advance my       career in a most professional and prudent manner, all-the-while never forgetting to take          time for selfless acts of kindness toward friends and enemies alike.

What is the significance of this in the context of your future leadership goals and            objectives?

My personal belief much like all things in life are to have a balanced approach toward ones decision making process. This lifelong belief has been further substantiated through the teachings in Hoch (2001,) whereby looking at the decision making process from a global perspective, realizing that our actions and decisions affect far more today in terms of down the line type of ripple effects than ever before. We as leaders must be cognizant toward encouraging a method of reflective and patient decision making. Avoiding snap and knee jerk decisions that ultimately serve no purpose than to create upheaval and disarray in our work/life environments.

Moore’s Law is a reality that anyone in business, government or technology-based organization cannot afford to ignore. Simply stated “Moore’s Law is a computing term, which originated around 1970; the simplified version of this law states that processor speeds, or overall processing power for computers will double every two years”. There is possibly an alternative solution including DDS, intuition and a form of Moore’s Law for reducing mission creep and institutionalization of government agencies.

As discussed in Hoch (2001,) Time and Decisions suggest organizational theorists and strategists are known to neglect time constraints with-in their research boundaries and the difficulties that can arise when the perception of time directly affects the decision making process including the resulting decisions.

Through mutual respect, good moral values, working in unison (not stove piping) and a mutual understanding by management to provide the tools equipment and resources necessary that allow individuals the ability to preform all aspects of their professions in the least intrusive manner, and to complete these duties in a most safe and efficient manner possible.

References:

Obolensky, N. (2010). Complex adaptive leadership. Burlington, VT: Gower Publishing Limited. DOI: www.gowerpublishing.com

Hoch, S., Kunreuther, H., & Gunther, R. (2001). Wharton on Making decisionsdoi:www.wiley.com