C1.SF: Emergent Change

Question 1

As summarised by Bernard Burnes (2004), the two dominant approaches to change are…

Answer 1

…planned and emergent.

Question 2

According to Holland (2006), complex adaptive systems (CASs) are…

Answer 2

…“systems that have a large number of components, often called agents, that interact and adapt or learn”.

Question 3

Stacey identified three dynamics that affect the nature and outcomes of human interactions in organisations:

Answer 3

How people relate to each other–‘formal’ role relationships and ‘informal’ personal relationships.
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How aware people are of the impacts of their interactions–the degree to which they are ‘conscious’ or ‘unconscious’ of these impacts.
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How people define what is and is not acceptable in the ‘public space’ of the organization–the things that are ‘legitimate’ (socially accepted) or ‘shadow’ (less socially acceptable–such as gossip).

Question 4

What acronym is a concept originated in the US military in the late 1990s (Lawrence, 2013) as an acknowledgement that the ‘certainties’ of a bipolar, cold war world were over, and that new and unpredictable challenges would follow?

Answer 4

VUCA

Question 5

What does the acronym ‘VUCA’ stand for?

Answer 5

Volatility
Uncertainty
Complexity
Ambiguity

Question 6

In response to the VUCA world, Bob Johansen (Johansen, 2012) proposed a counter-approach to leadership.

What is the name of that approach?

Answer 6

VUCA Prime

Question 7

What are the characteristics of VUCA Prime leadership?

Answer 7

Vision - countering volatility

Understanding - reducing uncertainty

Clarity - showing the ability to make sense of complexity

Agility - responding quickly as ambiguity unfolds

Question 8

What is the V of VUCA and its VUCA Prime response?

Answer 8

Volatility, countered by Vision, which enables an organisation to maintain course.

Question 9

What is the U of VUCA and its VUCA Prime response?

Answer 9

Uncertainty, countered by Understanding.

Leaders can reduce uncertainty by being well connected, listening to views from across the organisation, from all levels of the organisation and from the external world.

Question 10

What is the C of VUCA and its VUCA Prime response?

Answer 10

Complexity, countered by Clarity.

Leaders must demonstrate the ability to make sense of complexity and provide clear direction.

Question 11

What is the A of VUCA and its VUCA Prime response?

Answer 11

Ambiguity, countered by Agility, which is the ability to respond quickly and in a balanced way as ambiguities unfold.