Leiderschap, gedragen, veranderinginde wereld, van,Het ... PS1 - Erik... · Leiderschap, gedragen,...

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Leiderschap, gedrag en verandering in de wereld

van Het Nieuwe Werken

Prof. dr. Erik van de Loo, 24 April 2013

www.ohnw.nl/congres www.ohnw.nl/congres

Werken zonder grenzen?

–  Grote verlokkingen van ruimte, flexibiliteit, virtualiteit en snelheid.

– Welke risico’s en valkuilen gaan met deze ongekende mogelijkheden gepaard?

–  Gevolgen voor leiderschap, gezondheid, produk?viteit en cultuur?


Task Technical AdapFve

DirecFon Provide problem Defini?on & solu?on

Iden?fy the adap?ve challenge; frame key ques?on & issues

ProtecFon Protect from external threats Disclose external threats

Order Orienta?on

Conflict

Norms

Orient people to current roles

Restore order

Maintain norms

Disorient current roles; resist orien?ng people to new roles too quickly

Expose conflict or let it emerge

Challenge norms or let them be challenged

Leadership from a posiFon of authority

Source: R. Heifetz, A. Grashow & M. Linsky, The Practice of Adaptive Leadership, 2009


AdapFve Leadership

BUT: the most common cause of failure in leadership is trea?ng adap?ve challenges as if they were “technical” problems.

Technical problems can be very complex and extremely important (e.g. replacing a faulty heart valve); they have solu?ons that can be implemented based on current know-‐how. Success comes from the applica?on of authorita?ve exper?se and the organiza?ons structure, procedures and ways of doing things.

Adap2ve challenges can only be addressed by changes in people’s priori?es, beliefs, habits and loyal?es. Not authorita?ve exper?se but discovery, leVng go of past solu?ons, tolera?ng losses and genera?ng a capacity to thrive in anew is what leads to success.

Source: R. Heifetz, A. Grashow & M. Linsky, The Practice of Adaptive Leadership, 2009


Change and TransiFon

•  Change –  Change in external situa?on

•  Transi?on –  Internal psychological reorienta?on related to change

© Erik van de Loo


Technical SoluFons versus AdapFve Challenges

Hoe ziet u die balans voor uw organisa?e? Wat vraagt dit van:

•  Medewerkers •  OR •  Leidinggevenden •  Klanten •  etc.


OrganizaFonal Role Analysis (ORA)

Rol

Persoon Organisatie

Fit? Effectief?

Identificatie?


Erosie van richFnggevende kracht van Rol en OrganisaFe

– Persoonlijke wordt dominanter

– Authen?citeit –  Individualiteit –  Integriteit – Personal Accountability – Waar sta ik? Wie ben ik? Wat kan ik? – Onderhandelen over rol en posi?e – Nego?a?ng with oneself and losing…..


The Vanishing OrganizaFon: organizaFonal containment in a networked world

(Cooper & DarFngton, 2004)

•  Organiza?ons and ins?tu?ons func?oning as important ‘hubs’, genera?ng increased complexity (through their networks of connectedness) and simultaneously experiencing a dissolu?on of boundary, autonomy and control. Networks escaping central control mechanisms, ‘risks’ emerge.

•  Experience of con?nual organiza?onal instability (change fa?gue).

•  Individual dependency needs cannot be met within organiza?ons.


The Vanishing OrganizaFon (Cooper & DarFngton, 2004)

•  Relying on keeping each other in mind, even though not in direct communica?on, trying to maintain a relatedness to each other that had to compete for mental space with other kinds of relatedness and accountability (object constancy).

•  In a ‘networked world’ we should not think of organiza?ons as complete in themselves.

•  Challenges and fears, both for survival and iden?ty, around the nature and pace of change.


QualiFes of connecFve leaders (Lipman-‐Blumen & LeaviW, 2009)

•  They see connec?ons among people, philosophies, processes and phenomena where most others see chasms, compe??on or disconnects.

•  They join their own vision, as well as their colleagues, to the dreams of others by connec?ng and combining, rather than dividing and domina?ng.

•  They engage in de-‐natured Machiavellianism, overtly using others as well as themselves, to accomplish the group’s (not their own personal) goals.

•  They demonstrate authen?city through unwavering dedica?on to goals that transcend their own personal ambi?on.


QualiFes of connecFve leaders (Lipman-‐Blumen & LeaviW, 2009)

•  They remain stubbornly accountable, explaining and owning up their own mistakes and demanding the same from others.

•  They create a sense of community, where many diverse individuals and groups can hold valued membership. Poli?cs of ‘commonali?es’ in contrast to poli?cs of ‘differences’.

•  They encourage ac?ve members to assume responsibili?es at every level and stage of the work.

•  They demand serious sacrifice first from themselves and only then from others.


Stellingen en vragen

•  Het Nieuwe Werken stelt vragen naar de essen?e van wat de organisa?e en de rol van leiderschap daarbij is

•  Het Nieuwe Werken is teveel een ideologie (voor of tegen) en nog te weinig wetenschappelijk onderbouwd (kennis over loopbaan, teams, organisa?es, virtualiteit, etc.)

•  Het Nieuwe Werken richt zich nog te eenzijdig op medewerkers en leidinggevenden, te weinig op klanten en andere stakeholders


Stellingen en vragen

•  Organisa?es zonder grenzen bestaan niet •  Technologische mogelijkheden leiden snel tot mentale en

gedrags moeilijkheden binnen het Nieuwe Werken (balans technical solu?ons en adap?ve challenges)

•  Vanuit de evolu?e zijn er oerbehoeaen van een groep (rich?ng, bescherming, ordening), deze blijven in het Nieuwe Werken onverminderd van kracht

•  Het Nieuwe Werken is een innova?eve kracht voor denken over compliance, controle, cohesie en conflicten in organisa?es

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Leiderschap, gedragen, veranderinginde wereld, van,Het ... PS1 - Erik... · Leiderschap, gedragen,...

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