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Adaptive Leadership > Adaptive Leadership Terms > Flashcards

Adaptive Leadership Terms Flashcards

1
Q

act politically

A

Incorporate the loyalties and values of the other parties into your mobilization strategy. Assume that no one operates solely as an individual but represents, formally or informally, a set of constituent loyalties, expectations, and pressures.

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2
Q

adaptation

A

A successful adaptation enables an organism to thrive in a new or challenging environment. The adaptive process is both conservative and progressive in that it enables the living system to take the best from its traditions, identity, and history into the future. See also thrive.

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3
Q

adaptive capacity

A

The resilience of people and the capacity of systems to engage in problem-defining and problem-solving work in the midst of adaptive pressures and the resulting disequilibrium.

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4
Q

adaptive challenge

A

The gap between the values people stand for (that constitute thriving) and the reality that they face (their current lack of capacity to realize those values in their environment). See also technical problem.

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5
Q

adaptive culture

A

Adaptive culters engage in at least five practices. They (1) name the elephants in the room; (2) share responsibility for the organization’s future; (3) exercise independent judgment; (4) develop leadership capacity; and, (5) institutionalize reflection and continuous learning.

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6
Q

adaptive leadership

A

The activity of mobilizing adaptive work.

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7
Q

adaptive work

A

Holding people through a sustained period of disequilibrium during which they identify what cultural DNA to conserve and discard, and invent or discover the new cultural DNA that will enable them to thrive anew; i.e., the learning process through which people in a system achieve a successful adaptation. See also technical work.

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8
Q

ally

A

A member of the community in alignment on a particular issue.

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9
Q

ancestor

A

A family or community member from an earlier generation who shapes a person’s identity.

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10
Q

assissination

A

The killing or neutralizing (through character assissination) of someone who embodies a perspective that another faction in the social system desperately wants to silence.

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11
Q

attention

A

A critical resource for leadership. To make progress on adaptive challenges, those who lead must be able to hold people’s engagement with hard questions through a sustained period of disequilibrium.

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12
Q

authority

A

Formal or informal power within a system, entrusted by one party to another in exchange for a service. The basic services, or social functions, provided by authorities are: (1) direction; (2) protection; and, (3) order. See also formal authority and informal authority.

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13
Q

bandwith

A

The range of capacities within which an individual has gained comfort and skill. See also repertoire.

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14
Q

below the neck

A

The nonintellectual human faculties; emotional, spiritual, instinctive, kinetic.

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15
Q

carrying water

A

Doing the work of others that they should be doing for themselves.

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16
Q

casualty

A

A person, competency, or role that is lost as a by-product of a adaptive change.

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17
Q

classic error

A

Treating an adaptive challenge as a technical problem.

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18
Q

confidant

A

A person invested in the success and happiness of another person, rather than in the other person’s perspective or agenda.

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19
Q

courageous conversation

A

A dialogue designed to resolve competing priorities and beliefs while preserving relationships. See also orchestrating the conflict.

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20
Q

dance floor

A

Where the action is. Where the friction, noise, tension, and systemic activity are occurring. Ultimately, the place where the work gets done.

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21
Q

dancing on the edge of your scope of authority

A

Taking action near or beyond the formal or informal limits of what you are expected to do.

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22
Q

default

A

A routine and habitual response to recurring stimuli. See also tuning.

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23
Q

deploying yourself

A

Deliberately managing your roles, skills, and identity.

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24
Q

disequilibrium

A

The absence of a steady state, typically characterized in a social system by increasing the levels of urgency, conflict, disonance, and tension generated by adaptive challenges.

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25
Q

elephant in the room

A

A difficult issue that is commonly known to exist in an organization or community but is not discussed openly. See also naming the elephant in the room.

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26
Q

engaging above and below the neck

A

Connecting with all the dimensions of the people you lead. Also, bringing all of yourself to the practice of leadership. Above the neck speaks to intellectual faculties, the home of logic and facts; below the neck speaks to emotional faculties, the home of values, beliefs, habits of behavior, and patterns of reaction. See also below the neck.

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27
Q

experimental mind set

A

An attitude that treats any approach to an adaptive issue not as a solution, but as the beginning of an iterative process of testing a hypothesis, observing what happens, learning, making midcourse corrections, and then, if necessary, trying somethine else.

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28
Q

faction

A

A group with (1) a shared perspective that has been shaped by tradition, power relationships, loyalties, and interests and (2) its own grammar for anlayzing a situation and its own system of internal logic that defines the stakes, terms of problems, and solutions in ways that make sense to its own members.

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29
Q

faction map

A

A diagram that depicts the groups relevant to an adaptive challenge, and includes the loyalties, values, and losses at risk that keep each faction invested in its position.

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30
Q

finding your voice

A

The process of discovering how to best use yourself as an instrument to frame issues effectively, shape and tell stories purposefully, and inspire others.

31
Q

formal authority

A

Explicit power granted to meet an explicit set of service expectations, such as those in job descriptions or legislative mandates.

32
Q

getting on the balcony

A

Taking a distanced view. The mental act of disengaging from the dance floor, the current swirl of activity, in order to observe and gain perspective on yourself and on the larger system. Enables you to see patterns that are not visible from the ground. See also observation.

33
Q

giving the work back

A

The action of an authority figure in resisting the pressure to take the responsibility for solving problems off of other people’s shoulders, and instead mobilizing the responsibility of the primary stakeholders in doing their share of the adaptive work.

34
Q

holding environment

A

The cohesive properties of a relationship or social system that serve to keep people engaged with one another in spite of the divisive forces generated by adaptive work. May include, for example, bonds of affiliation and love; agreed upon rules, procedures, and norms; shared purposes and common values; traditions, language, and rituals; familiarity with adaptive work; and trust in authority. Holding environments give a group identity and contain the conflict, chaos, and confusion often produced when struggling with complext problematic realities. See also pressure cooker and resilience.

35
Q

holding steady

A

Withholding your perspective, not primarily for self-protecting, but to wait for the right moment to act, or act again. Also, remaining steadfast, tolerating the heat and pushback of people who resist dealing with the issue.

36
Q

hunger

A

A normal human need that each person seeks to fulfill, such as (1) power and control, (2) affirmation and importance, and (3) intimacy and delight.

37
Q

illusion of the broken system

A

Every group of human beings is aligned to achieve the results it currently gets. The current reality is the product of the implicit and explicit decisions of people in the system, at least of the dominant stakeholders. In that sense, no system is broken, although change processes are often driven by the idea that an organization is broken. That view discounts the accumulated functionality for many people of the system’s current way of operating.

38
Q

informal authority

A

Power granted implicitly to meet a set of service expectations, such as representing cultural norms like civility or being given moral authority to champion the aspirations of a movement.

39
Q

interpretation

A

Identifying patterns of behavior that help make sense of a situation. Interpretation is the process of explaining raw data through digestible understandings and narratives. Most situations have multiple possible interpretations.

40
Q

intervention

A

Any series of action or a particular action, including intentional inaction, aimed at mobilizing progress on adaptive challenges.

41
Q

leadership with authority

A

Mobilizing people to address an adaptive challenge from a position of authority. The authority role brings with it resources and contraints from exercising leadership.

42
Q

leadership without authority

A

Mobilizing people to address an adaptive challenge by taking action beyond the formal and informal expectations that define your scope of power, such as raising unexpected questions upward from the middle of the organization, challenging the expectations of your constituents, or engaging people across boundaries from outside the organization. Lacking authority also brings with it resources and constraints.

43
Q

leap to action

A

The default behavior of reacting prematurely to disequilibrium with a habituated set of responses.

44
Q

lightning rod

A

A person who is the recipient of a group’s anger and frustration, often expressed as a personal attack and typically intended to deflect attention from a disturbing issue and displace responsibility for it to someone else.

45
Q

living into the disequilibrium

A

The gradual process of easing people into an uncomfortable state of uncertainty, disorder, conflict, or chaos at a pace and level that does not overwhelm them yet takes them out of their comfort zones and mobilizes them to engage in addressing an adaptive challenge.

46
Q

naming the elephant in the room

A

The act of addressing an issue that may be central to making progress on an adaptive challenge but that has been ignored in the interest of maintaining the equilibrium. Discussing the undiscussable. See also elephant in the room.

47
Q

observation

A

Collection of relevant data from a detached perspective and from as many sources as possible. See also getting on the balcony.

48
Q

opposition

A

Those parties or factions that feel threatened or at risk of loss if your perspective is accepted.

49
Q

orchestrating the conflict

A

Designing and leading the process of getting parties with differencs to work them through productively, as distinguished from resolving the differences for them. See also courageous conversation.

50
Q

pacing the work

A

Gauging how much disturbance the social system can withstand and then breaking down a complex challenge into small elements, sequencing them at a rate that people can absorb.

51
Q

partners

A

Individuals or factions that are collaborators, including allies and confidants. See also ally, confidant, and the distintion between the two.

52
Q

personal leadership work

A

Learning about and managing yourself to be more effetive in mobilizing adaptive work.

53
Q

pressure cooker

A

A holding environment strong enough to contain the disequilibrium of adaptive processses. See also holding environment and resilience.

54
Q

productive zone of disequilibrium

A

The optimal range of distress within which the urgency in the system motivates people to engage in adaptive work. If the level is too low, people will be inclined to complacently maintain their current way of working, but if it is too high, people are likely to be overwhelmed and may start to panic or engage in severe forms of work avoidance, like scapegoating or assassination. See also work avoidance.

55
Q

progress

A

The development of a new capacity that enables the social system to thrive in new and challenging environments. The process of social and political learning that leads to improvement in the condition of the group, community, organization, nation, or world. See also thrive.

56
Q

purpose

A

The overarching sense of direction and contribution that provides meaningful orientation to a set of activities in organizational and political life.

57
Q

reality testing

A

The process of comparing data and interpretations of a situation to discern which one, or which new synthesis of competing interpretations, captures the most information and best explains the situation.

58
Q

regulating the heat

A

Raising or lowering the distress in the system to stay within the productive zone of disequilibrium.

59
Q

repertoire

A

The range of capacities within which an individual has gained comfort and skill. See also bandwith.

60
Q

resilience

A

The capacity of individuals and the holding environment to contain disequilibrium over time. See also holding environment and pressure cooker.

61
Q

ripeness of an issue

A

The readiness of a dominant coalition of stakeholders to tackle an issue because of generalized sense of urgency across stakeholding groups.

62
Q

ritual

A

A practice with symbolic import that helps to create a shared sense of community.

63
Q

role

A

The set of expectations in a social system that defne the services individuals or groups are supposed to provide.

64
Q

sanctuary

A

A place or set of practices for personal renewal.

65
Q

scope of authority

A

The set of services for which a person is entrusted by others with circumscribed power.

66
Q

social system

A

Any collective enterprise (small group, organization, network of organizations, nation, or the world) with shared challenges that has interdependent and therefore interactive dynamics and features.

67
Q

song beneath the words

A

The underlying meaning or unspoken subtext in someone’s comment, often identified by body language, tone, intensity of voice, and the choice of language.

68
Q

taking the termperature

A

Assessing the level of disequilibrium currently in the system.

69
Q

technical problem

A

Problems that can be diagnosed and solved, generally within a short time frame, by applying established know-how and procedures. Technical problems are amenable to authoritative expertise and management of routine processes.

70
Q

technical work

A

Problem defining and problem solving that effectively mobilizes, coordinates, and applies currently sufficient expertise, processes, and cultural norms.

71
Q

thrive

A

To live up to people’s highest values. Requires adaptive responses that distinguish what’s essential from what’s expendable, and innovates so that the social system can bring the best of its past into the future.

72
Q

tuning

A

An individual’s personal psychology, including the set of loyalties, values, and perspectives that have shaped his worldview and identity, and cause the individual to resonate conssciously and unconsciously, productively and unproductively, to external stimuli. See also default.

73
Q

work avoidance

A

The conscious or unconscious patterns in a social system that distract people’s attention or displace responsibility in order to restore social equilibrium at the cost of progress in meeting an adaptive challenge.

Adaptive Leadership (1 decks)

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