Advanced Leadership Residential 15 th – 16 th June 2015 Nottingham Day 2
Advanced Leadership Residential Irwin Turbitt
Forget ‘Learn’ ‘The problem is never how to get new, innovative thoughts into your mind, but how to get the old ones out .’ Dee Hock
Circumstances "People are always blaming their circumstances for what they are. I don't believe in circumstances. The people who get on in this world are the people who get up and look for the circumstances they want, and if they can't find them, make them" George Bernard Shaw in “Mrs Warren's Profession”
Irwin Turbitt Introduction to the Balcony concept
NORMAL DISTRIBUTION or BELL CURVE “ What was I thinking ” Average TARGET -ve deviancy Abnormal Normal +ve deviancy Abnormal
Normal distribution or bell curve Aspirant DPH leadership programme 8
What you see depends on what you’re looking for! Aspirant DPH leadership programme 9
Aspirant DPH leadership programme 1 0
“It’s not what you look at that matters, it’s what you see.” Henry David Thoreau Aspirant DPH leadership programme 1 2
Factions in a situation
Balcony Work Observations Interpretations Interventions
Balcony Work Observations Interpretations Ideas, propositions, theories…….. Interventions relieved of the burden of judgment
‘A Good Crisis’ Questions and Comments Grint – Critical, Tame and Wicked problems Heifetz – Adaptive Leadership
WICKED Leadership TAME CRISIS Management Command Problems, Problems, Problems. Grint
Adaptive leadership Reference Books
WICKED Leadership that MAINTAINS people within THEIR Productive Zone of Distress Adaptive leadership
The Seven Principles for Leading Adaptive Work Get on the Balcony • A place from which to observe the patterns in the wider environment as well as what is over the horizon (prerequisite for the following five principles) Identify the Adaptive Challenge • A challenge for which there is no ready made technical answer • A challenge which requires the gap between values, beliefs, attitudes and behaviours to be addressed Create the Holding Environment • May be a physical space in which adaptive work can be done • The relationship or wider social space in which adaptive work can be accomplished Maintain Give back Cook Disciplined Attention the work the conflict • Resume responsibility • Create the heat • Work avoidance • Use their knowledge • Sequence & pace the work • Use conflict positively • Support their efforts • Regulate the distress • Keep people focussed Protect the voices of Leadership from below • Ensuring everyone's voice is heard is essential for willingness to experiment and learn • Leaders have to provide cover to staff who point to the internal contradictions of the organisation
The dynamic nature of adaptive work Get on the Balcony • A place from which to observe the patterns in the wider environment as well as what is over the horizon (prerequisite for the following six principles) Identify the Adaptive Challenge • A challenge for which there is no ready made technical answer • A challenge which requires the gap between values, beliefs, attitudes and behaviours to be addressed Create the Holding Environment • May be a physical space in which adaptive work can be done • The relationship or wider social space in which adaptive work can be accomplished Maintain Give back Cook Disciplined Attention the work The Conflict • Resume responsibility • Create the heat • Work avoidance • Use their knowledge • Sequence & pace the work • Use conflict positively • Support their efforts • Regulate the distress • Keep people focussed Protect the voices of Leadership from below • Ensuring everyone's voice is heard is essential for willingness to experiment and learn • Leaders have to provide cover to staff who point to the internal contradictions of the organisation Heifetz, R A and Linsky M (2002) Leadership on the Line Staying Alive through the Dangers of Leading, Cambridge, Massachusetts: Harvard Business School Press.
The Seven Principles for Leading Adaptive Work Get on the Balcony • A place from which to observe the patterns in the wider environment as well as what is over the horizon (prerequisite for the following five principles) Identify the Adaptive Challenge • A challenge for which there is no ready made technical answer • A challenge which requires the gap between values, beliefs, attitudes and behaviours to be addressed Create the Holding Environment • May be a physical space in which adaptive work can be done • The relationship or wider social space in which adaptive work can be accomplished Maintain Give back Regulate Disciplined Attention the work the distress • Resume responsibility • Create the heat • Work avoidance • Use their knowledge • Sequence & pace the work • Use conflict positively • Support their efforts • Regulate the distress • Keep people focussed Protect the voices of Leadership from below • Ensuring everyone's voice is heard is essential for willingness to experiment and learn • Leaders have to provide cover to staff who point to the internal contradictions of the organisation Irwin Turbitt +44 (0)7867 640926 irwin@kafkabrigade.org.uk
“Adaptive work is required when our deeply held beliefs are challenged, when the values that made us successful become less relevant, and when competing perspectives emerge.” Heifetz, R. A. and Laurie D.L. (1994) p. 173
The image at the heart of the Heifetz book is the image of the leader influencing a community to face its problems – mobilising people to tackle tough problems as opposed to a more common view of the leader as someone who influences the community to follow the leader’s vision Heifetz, R. A. (1994) Leadership Without Easy Answers , Cambridge, Massachusetts: The Belknap Press of Harvard University Press
Balcony Work Symptom (stuff) Observations Patterns Interpretations Interventions Generators So what? Interventions
Advanced Leadership Residential 15 th – 16 th June 2015 Nottingham Safe journey home!
Adaptive Leadership case study Drumcree Irwin Turbitt
Drumcree 2002
Understanding Drumcree “When we set out to trace the origins of the crisis at Drumcree and chronicle the turbulent events there from year to year, we initially underestimated the size and complexity of the task.” Chris Ryder Vincent Kearney
Opposing Views Portadown District LOL No 1 regard Drumcree as a solemn occasion as they march to and from their place of worship. The Nationalist community regard the parade as a show of strength by Loyalists: an opportunity to march in triumph through their midst.
Route Carleton St Orange Defence line Bridge Block Hall Town Centre Corcrain Road Charles Street Dungannon Road Drumcree Road CHURCH SERVICE
Planning Process There will be many plans that will never be used No plan survives the first contact with the enemy
Group Exercise Focus Group 1 – The Orange order Group 2 – The Police GROUP 1 - the problem of how to get the Orange Order leadership to assume responsibility for ensuring the parade and protest passes off peacefully GROUP 2 - the problem of how to improve the prosecution rate for public order offences Groups 1 & 2 – Dance floor Group 3 – Balcony
The Seven Principles for Leading Adaptive Work Get on the Balcony • A place from which to observe the patterns in the wider environment as well as what is over the horizon (prerequisite for the following five principles) Identify the Adaptive Challenge • A challenge for which there is no ready made technical answer • A challenge which requires the gap between values, beliefs, attitudes and behaviours to be addressed Create the Holding Environment • May be a physical space in which adaptive work can be done • The relationship or wider social space in which adaptive work can be accomplished Maintain Give back Regulate Disciplined Attention the work the distress • Resume responsibility • Create the heat • Work avoidance • Use their knowledge • Sequence & pace the work • Use conflict positively • Support their efforts • Regulate the distress • Keep people focussed Protect the voices of Leadership from below • Ensuring everyone's voice is heard is essential for willingness to experiment and learn • Leaders have to provide cover to staff who point to the internal contradictions of the organisation Irwin Turbitt +44 (0)7867 640926 irwin@kafkabrigade.org.uk
The Results: 2002 Brief Disorder Damage to Police property 31 Police Injured 31 People Arrested Cheaper Overall Shorter Tail
Criminal Justice A Pro-active Intelligence led Operation Commanded & Integrated Full use made of all available agencies Live time evidence gathering, analysis and use New methods of using technology Robust approach towards Rioters Smarter and Harder Best evidence of the worst offences by the worst offenders
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