Ledelse 5 Flashcards
Emergerende kompleksitet
1. Løsningen til problemet er ukendt 2. Problemformuleringen er ved problemløsningen fortsat ved at udfolde sig 3. Det er ikke tydeligt, hvem interessenterne er
Scharmer præsenterer Teori U...
Er en metode til at håndtere denne emergerende kompleksitet. Grundlæggende handler Teori U om at nå et bevidsthedsniveau, der gør det muligt at håndtere netop denne form for kompleksitet.
Teori U beskrives som...
Et bud på, hvordan forandring og nytænkning hos individer såvel som organisationer kan opstå ved at sammenkoble sociale processer med menneskets indre og ydre i en syntese af fortid og nutid. Det lyder avanceret, men grundtanken er simpel: når vi som mennesker forholder os til os selv og hinanden - hvad kan man kalde 'sociale processer' - ser vi for det meste muligheder og problemer i lyset af ting, vi allerede har oplevet i fortiden. Men det er begrænset, mener Scharmer, hvor meget nytænkning denne forståelse tillader.
For at låse op for de mentale modeller ...
Skal der arbejdes med et højt bevidsthedsniveau - og med at nulstille uhensigtsmæssig genbrug af vaner (downloadning).
den blinde plet
Skjulte kilde hvorfra vores ageren og intentioner udspringer. ... dikterer vores adfærd uden, at vi aktivt har valgt det. Ifølge Scharmer er essensen af lederskab af udfordre den blinde plet.
Den indre plet - indre sted som vi handler ud fra
Kilde: hvem?Proces: hvordan?Resultater: hvad?
Rejsen gennem U'et - 3 bevægelser
1. à bne op for det nye... suspendere gamle vaner... 2. Forstå sig selv... hvem er jeg og hvilken forskel vil jeg gøre omverden? 3. Handle i nuet ved at bruge hurtig prototype generering og udforske fremtidige muligheder .. disse giver feedback som hjælper med nye interaktioner
U'et forløber i 7 faser
Downloading At se Sansning Pre-sencing Krystallisering Prototyping Performe
1. Downloading
Man henter tidligere mønstre. Ubevidst forudindtagethed - stor barriere for at skabe nyt.
2. At se
Arbejdes videre med at suspendere downloading og se virkeligheden med friske øjne. Skab et billede af de spørgsmål og intentioner, der ligger bag downloading Belys konteksterNulstille downloadede meninger og holdninger om fænomenet
3. Sansing
Den analyserende, logisk-rationelle tænkning nulstilles. Dermed gives der plads til at erkende processen bag de ting, der skabes. ... omdirigere din bevidsthed til bagvedliggende proces.
4. Skabende nærvær - precensing
Her åbnes der op til kilden - den blinde plet. Der ledes fra fremtiden, mens den emergerer. I det skabende nærvær udnyttes sansningen... hvad er vi sat i verden for?
5. Krystallisering
Består grundlæggende i at sætte ord på, hvad der skal skabes. Dermed får arbejdet konkret form. Visionen konkretiseres og det handler om at fastholde intentionen.
6. Prototyping
Den krystalliserede intentionen afprøves ved at udforske forskellige versioner (prototyper). Herigennem indsamles feedback, der aktivt bruges til at forfine intentionen.
7. Performe
Der tages udgangspunkt i de bedste prototyper og der udvikles færdige løsninger, som kan anvendes uden for det sikrede læringsmiljø.
Hildebrandt om teori U
Mange ser teori U som et godt bud på løsningen af mange af de ledelsesmæssige udfordringer, vi står overfor i dag. Teori U rummer spirituelle/filosofiske elementer, som man ikke tidligere har forbundet med ledelse og får derfor kritik for at være for new-age agtigt. ... men det virker kun, hvis man tager det til sig! Dvs. Ned i tempo og tillad indre refleksion.
4 bevidsthedsniveauer
Jeg-i-migJeg-i-detJeg-i-digJeg-i-nu
Jeg i mig
Individets downloading tilstand. Personen ser verden ud fra sit eget synspunkt.
Jeg i det
Her er individet faktuel og objekt baseret. Man forsøger at forstå andre.. individets fokus flyttes dermed ud over egne grænser og man bliver omverdensorienteret.
Jeg i dig
I denne tilstand sætter man sig selv i en andens sted og søger at forstå, hvad den anden forstår. Empatisk lytning er et af redskaberne i denne tilstand.
Jeg i nu
Jeg i nu tilstanden er en såkaldt transformerende oplevelse af total åbenhed. Det er i denne tilstand skabende nærvær sker. Tilstanden henter inspiration fra religiøst orienteret litteratur og ikke mindst indisk, japansk og kinesisk filosofi.
Jeg i mig / jeg i det barriere
Voice-of-judgement - gamle og begrænsede tankemønstre. Uden kapaciteten til at skulle for VOJ. Kan vi ikke tilgå dybere niveauer af kreativitet.
Jeg i det / jeg i dig barriere
Voice of cynisism - afbrydende følelser som kynisme, arrogance og afstumpethed, der forhindrer os i at bevæge os fra jeg i det til jeg i dig
Jeg i dig / jeg i nu barriere
Voice of fear - frygten for at give slip på alle de forudindtagede forestillinger om virkeligheden og kaste sig i retning af et blankt lærred.
The time is right ...
For the cross fertilization of the arts and leadership.. creative forces are needed to respond to a world that is becoming increasingly interconnected. - Corporate executives invite poets to address senior management - professors collaborate with actors - arts and leadership business school center in CPH- ...
Big and mini C
Big C creativity, defined as resulting in a novel product that is useful to society and mini C, which refers to an individuals 'novel and personally meaningful interpretations of experiences, actions and events'
3 broad characteristics of art education that would serve to enhance student creativity
1. A focus on process while championing a climate of exploration and reflection (focus on process)2. A broad liberal arts education that illuminates personal and societal attributes and increases scientific knowledge (liberal arts focus)3. The development of observation skills that expands the students capacity for empathy and enhances problem solving. (development of observation skills)These 3 components are fundamental to an educational environment that inspires creativity.
1 process vs outcome
The art school: - not focus on predetermined outcomes - the art class stimulates dialogue and invent previously unrealized questions and new problems to solve The business school:- more focus on career-based outcome- learn from existing great leaders
2. Liberal arts education
The art school:- exposure to different viewpoints - forces students to overturn their assumptions by looking to other cultures and disciplines .. Business school: - courses in liberal arts tend t be seen as irrelevant - full engagement is not likely
3. Observation
The art school:- creativity is enhanced by looking at the world with curiosity - making no assumptions- students are taught to look out for their own The business school: - students look where they are told to look - but have only little reason to look further - an object might be clearer under the microscope, but the context recedes form sight
The economy of the future ..
Will be about creating value and appropriate forms, and no one knows more about the processes for doing that than artists.
5 defining trends that create the need for turning to artists ..
1. Rapidly increasing global interconnectedness 2. Increasing domination of market forces 3. An increasingly turbulent, complex and chaotic environment 4. As advances in technology decrease the cost of experimentation, organizations scarcest resource becomes their dreamers, not testers5. Yearning for significance - success is no longer enough
1. Rapidly increasing global interconnectedness
The world today is dynamically globally interconnected in ways we could not have imagined. Change has no regard to borders or boundaries.. it is inevitable ... it requires more than traditional analytical decision-making skills.. Designing innovative options requires skills that creative artists have used for years
2. Increasing domination of market forces
Within global society, power has increasingly shifted to the private sector. 49 of the 100 largest economies in the world are more companies!Markets have replaced governments, religion and other institutions .. the movement of corporate citizenship... Art is all about rearranging mindsets, creating surprising juxtapositions and emotional opening.
3. An increasingly turbulent, complex and chaotic environment
Already in the opening years of 21st century in addition to globalization and the domination of market forces, extremely high rates of change, ambiguity, unpredictability and turbulence define the environment faced by business. ...3 distinct trends:- discontinuous change (intuition)- networked teams (collaboration)- simultaneity (improvisation)
3.1 intuition
Continuous improvement is no longer good enough... Artists often describe what lies in the futureThey depict the new world before all the evidence is in They rely on imagination and intuition
3.2 collaboration
There is a shift from single company hierarchies to more networked collaborationsManagers are asked to contribute more to collective collaborations - less as individualsArtists are more experienced in team based collaborations than most managers
3.3 improvisation
Managers are increasingly faced with unpredicted challenges and opportunities Traditional planning models no longer workWithout the luxury of time to plan managers must use their experience and expertise to improvise. Managers are increasingly turning to actors, dancers and musicians for guidance in spontaneity and improvisation.
4. Dreaming as a core skill
The cost of experimentation and testing new ideas is low - and decreasingManagers and management students don't understand how to create on cue, how to innovate reliably on a deadline ... artists are much better at this
5. Yearning for significance - success is no longer enough
Following a century focused on the efficiencies gained through mechanistic and reductionist techniques, we yearn today for wholeness and meaning. A company must give its members a reason bring all of their humanity to work. ... business leaders use arts based approaches to reposition themselves as part of society
Leadership relies on 3 types of courage
The courage to see reality as it actually is. The courage to envision previously unimagined and unimaginable possibilities The courage to inspire others to bring possibility back to reality
The arts and leadership
Most of the 19th and 20th centuries, leaders were able to rely on hierarchical, military, industrial and machine-based models to guide their actions. Organizations need to engage in new more spontaneous and more innovative ways of managing Old approaches no longer work
Classrooms are killing inspiration
Business school curriculum has not changed significantly since the 1950s...New strategies are needed ..- school structures - teaching methods - curricular content - standards of acceptable student conduct
Student as copy machines
Our classrooms are often dominated by a simple transfer of facts ...The direction of their focus is identified for them and there is little reason for them to search for creative alternatives
Business leaders should look to artists, because they ..
Are a source for new ideasUnderstand creativity and creative processes Approach problems not only rationally or empirically, but also intuitively and empathically Have significant freedom in choosing projects and methodsAre potential assets for future economic growth
Creativity requires the ability
To see problems in a new wayTo escape the bounds of conventional thinking To recognize which of ones ideas are worth pursuing And willingness to take sensible risks and tolerate ambiguity To be intrinsically motivated
Graphic facilitation
Is facilitating a meeting by taking continual notes on a large scale.Is not about drawing or artIs about graphically projecting ideas, helping to explore and documenting new paths Is fixating vocalized ideas on paper in a visual language that excites and illuminates communication Is to challenge the clinging to traditional pyramids and bubble charts
Visuel ledelses kommunikation
Intellektuelt vs intuitivt Rationelt vs non-rationelt Systematisk vs usystematisk