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Lieutenant's testing material myCOPY > LEADERSHIP on the LINE > Flashcards

LEADERSHIP on the LINE Flashcards

1
Q

People do not resist change, per se. People resist what?

A

LOSS (page 11)

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2
Q

To mobilize change, we have to challenge people to answer a core but painful question. What is that question?

A

What’s really most precious to us and what’s expendable (page 13)

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3
Q

Problems for which we have the necessary know-how and procedures to the solutions. What is this type of problem?

A

TECHNICAL PROBLEM

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4
Q

There is a whole host of problems that are not amendable to authoritative expertise or standard operating procedures. They cannot be solved by someone who provides answers from on high. What do we call these types of problems?

A

ADAPTIVE CHALLENGES because they require experiments, new discoveries, and adjustments from numerous places in the organization or community.

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5
Q

People cannot see at the beginning of the adaptive process that the new situation will be any better that the current condition. What do they see clearly?

A

The potential for loss

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6
Q

What do people end up with when they look to authorities for easy answers to adaptive challenges?

A

DYSFUNCTION

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7
Q

Adaptive changes lead to great danger for those who lead. For this reason, people often try to avoid the danger by treating the adaptive challenges as if it were what?

A

Technical Problem (page 14)

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8
Q

What is the single most common source of leadership failure?

A

Those in positions of authority treat adaptive challenges like technical problems.

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9
Q

When you focus your energy primarily on the technical aspects of complex challenges, you opt for what type of reward?

A

Short-term rewards (page 18)

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10
Q

When you’re in a position of authority, there are also strong pressure to focus on the technical aspects of problems. True or False?

A

TRUE (page 18)

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11
Q

Adaptive work creates risks, conflicts, and instability because addressing the issues underlying adaptive problems may involve upending and entrenched norms. Thus, leadership requires disturbing people - but at a rate they can ______ .

A

ABSORB

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12
Q

Leadership is NOT the same as what?

A

AUTHORITY

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13
Q

Change challenges a person’s sense of what?

A

COMPETENCE - Habits, values, and attitudes, even dysfunctional ones, are part of one’s identity. (page 27)

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14
Q

When exercising leadership, you risk getting:

A
  1. Marginalized
  2. Diverted
  3. Attacked
  4. Seduced
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15
Q

Tokenism is a form of ___________ .

A

MARGINALIZATION (page 36)

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16
Q

People in authority should not embody and issue. They need to keep their hands free so they can orchestrate conflicts, rather than become the object of conflict. True or False?

A

TRUE - That’s a dangerous platform on which to stand (page 37)

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17
Q

When people consciously or subconsciously try to make you lose focus by broadening your agenda, sometimes by overwhelming it, to disrupt your game plan. This is called…

A

DIVERSION

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18
Q

When the opposing side turns the subject of the conversation from the issue you are advancing to your character or style, this is a form of ________ .

A

ATTACK

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19
Q

People let their guard down when their defense mechanisms have been lowered by the nature of the approach. What is the approach?

A

SEDUCTION

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20
Q

The desire for the approval of your own factions, your own supporter, is a form of ________ .

A

Seduction (page 45)

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21
Q

Marginalization, Seduction, Diversion, and Attack all serve a function. What is that function?

A

They serve to reduce the disequilibrium and maintain the familiar, restore order, and protect people from the pains of adaptive work. (page 48)

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22
Q

The critical need to get perspective in the midst of action is called…

A

“Getting off the dance floor and going to the balcony.”

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23
Q

Groups often devalue someone by ignoring them, by rendering them invisible. This is a form of _______ .

A

Marginalization (page 52)

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24
Q

If you want to affect what is happening on the dance floor from what you observe from the balcony, you must do what?

A

Return to the dance floor. The goal is to come as close as to being in both places simultaneously.

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25
Q

When you observe from the balcony, you must see yourself as well as other participants. Perhaps the hardest task of all is what?

A

To see yourself objectively.

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26
Q

When observing from the balcony, what is the most basic question that is always the best place to start?

A

“What is going on here?”

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27
Q

When people’s minds and hearts need to change, and not just their preferences or routine behaviors, you are dealing with what type of issue?

A

Adaptive (page 60)

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28
Q

In order to address a deeply felt issue that people have avoided for a long time, where do you start?

A

“Start where people are at.”

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29
Q

After hearing the people’s stories, you need to take a provocative step to do what to get below the surface of their stories?

A

Make an interpretation of their stories.

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30
Q

When you seek in instigate significant change within an organization, focus on the words and behavior of whom, because they provide a critical signal about the impact of your action on the organization as a whole?

A

The Authority figure. (page 68)

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31
Q

What sign from your authority figure indicates the resistance of the larger organization to your initiative, and therefore provides an essential clue for leading and staying alive?

A

A cooling attitude (page 73)

32
Q

Sustaining your leadership requires first and foremost the capacity to see what as it is happening?

A

To see what is happening to you and your initiative (page 73)

33
Q

One of the distinguishing qualities of successful people who lead in any field is the emphasis they place on what?

A

Personal Relationship (page 75)

34
Q

What provides protection and creates alliances for you with factions other than your own? They also strengthen both you and your initiatives.

A

PARTNERS

35
Q

Partners who are members of the faction for whom the change is most difficult can make huge difference. True or False?

A

TRUE (page 82)

36
Q

To survive and succeed in exercising leadership, you must work as closely with your opponents as you do with your ___________ .

A

SUPPORTERS

37
Q

People who oppose what you are trying to accomplish are usually those with the most to lose by your success. In contrast, who has the least to lose?

A

Your allies. (page 89)

38
Q

While relationships with allies and opponents are essential, it’s also true that the people who determine your success are often those in the middle. Why is that?

A

They resist your initiative merely because it will disrupt their lives and make futures uncertain. You need to ensure their general resistance to change doesn’t morph into a mobilization to push you aside.

39
Q

When you belong to the organization or community that you are trying to lead, you are part of the problem. True or False?

A

TRUE - You need to identify and accept responsibility for your contributions to the current situation. (page 90)

40
Q

Exercising leadership involves helping organizations figure out ____ , and _____, they are willing to let go.

A

What and Whom

41
Q

What is a space call that form by a network of relationships within which people can tackle tough, sometimes divisive questions without flying apart?

A

Holding Environment - is a place where there is enough cohesion to offset the centrifugal forces that arise when people do adaptive work. (page 102)

42
Q

No matter how strong the bonds of trust and the history of collaboration, no holding environment can withstand endless strain before it buckles. True or False?

A

TRUE - All social relationships have limits.

43
Q

If you try to stimulate deep change within an organization, you have to control the temperature. The heat must stay within a tolerable range. What is the name of this range?

A

The Productive Range of distress (page 108)

44
Q

Organization will almost always want to turn down or up the temperature?

A

DOWN - Therefore, you need to take the temperature of the group constantly.

45
Q

Which is easier to do; turn down or turn up the temperature?

A

Most organization find it more difficult to raise the temperature than to lower it (page 114)

46
Q

To exercise leadership, what may you have to challenge?

A

The assumption that the needed change is not worth the upset it will cause.

47
Q

Why is pacing the work can be complicated?

A

Because it can involve withholding information, it not outright deception.

48
Q

By answering what question in every possible way will increase people’s willingness to endure the hardship that come with the journey to a better place?

A

The “Why” question. (page 121)

49
Q

What is an extremely useful way to mobilize adaptive work and yet avoid becoming the target of resistance?

A

Reveal the future to them. (page 122)

50
Q

Why is it risky shouldering the adaptive work of others ?

A

Because you will become the issue and whatever the outcome, you will be held responsible for the disequilibrium the process has generated.

51
Q

Why is it that whenever a senior authority in an organization resolves a hot issue, that person’s position becomes the story?

A

Because the person with authority has taken sides, that authority may later be in jeopardy if the “winning” position on the issue no longer receives support from the organization. (Page 125)

52
Q

To meet adaptive challenges, people must change what as well as their behavior?

A

Their heart (page 127)

53
Q

Exercising leadership necessarily involves what?

A

INTERVENTION - short and straight forward intervention are more likely to be heard and accepted without causing dangerous resistance (page 134)

54
Q

What are the four types of interventions that constitute the tactics of leadership?

A
  1. Making observation
  2. Asking question
  3. Offering interpretations
  4. Taking actions
55
Q

Interpretation are inherently provocative and raise the heat. People by and large like to have their statements or actions interpreted. True or False?

A

FALSE - People do NOT like their statements or actions interpreted unless they like your assessment or interpretation (page 137)

56
Q

Actions as interventions can complicate situations because they frequently are susceptible to what?

A

To more than one interpretation.

57
Q

How do you stay alive in the practice of leadership?

A

By reducing the context to which you become the target of people’s frustration (page 139)

58
Q

What is one of the toughest tasks of leadership?

A

Learning how to take the heat and receive people’s anger in a way that does not undermine your initiative.

59
Q

Silence is a form of inaction. True or False?

A

FALSE - Silence is a form of action (page 142)

60
Q

Receiving people’s anger without becoming personally defensive generates what?

A

TRUST (page 145)

61
Q

Resources are just one factor in determining the willingness of people to tackle an issue. What is the primary factor?

A

The psychological readiness to weigh priorities and take losses

62
Q

What determines when, or whether, an issue becomes ripen? Although there are many factors, the authors have identified four key questions. What are the 4 questions?

A
  1. What else is on people’s minds?
  2. How deeply people are affected by the problems?
  3. How much must people learn in order to make judgements?
  4. What are people in authority saying and doing?
63
Q

What is the most obvious example of work avoidance ?

A

DENIAL (page 154)

64
Q

What is the cleanest way for an organization to bring you down?

A

Let you bring yourself down. (page 163)

65
Q

We are all vulnerable to falling prey to our own hungers. What is the foundation for staying alive?

A

Self-knowledge and self-discipline.

66
Q

More than any other institution, who prepares people to operate in the midst of chaos and to exercise raw power to restore order?

A

The Military - They frequently operate as a stabilizing force (page 168)

67
Q

It is important to remember that the authority you gain is a product of what?

A

A product of social expectation. To believe it comes from you is an illusion.

68
Q

Every human being hungers for what?

A

Self importance and affirmation

69
Q

Grandiosity sets you up for failure because it isolates you from what?

A

REALITY (page 173)

70
Q

What reveals the parts of reality that you missed?

A

DOUBT

71
Q

The never-ending need for importance and affirmation where you may gain the world and lose yourself is called…

A

The Zone of Insatiability (page 176)

72
Q

In order to keep their own feelings in check and contain intense relationships at work, women sometimes have to do what to themselves?

A

DESEXUALIZE (page 182)

73
Q

To anchor ourselves in the turbulent seas of the various roles we take in life, we need to distinguish between the “self” and our “roles.” Which of the two can we anchor?

A

We can anchor our “self”, but we cannot anchor our “roles.”

74
Q

Failing to distinguish role from self can also lead you to neglect the proper levels of what?

A

Role-Defense and Role-protection (page 193)

75
Q

What is the long-term value in distinguishing role from self?

A

Roles will always come to an end (page 195)

Lieutenant's testing material myCOPY (17 decks)

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