Generative Leadership: Shaping New Futures for Todays Schools

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Items in search results. Search refinements Categories. Books Nonfiction Other Books Magazines 1. Music 5. Everything Else 4. Art 2. Collectibles 1. Antiques 1. Format see all Format. All Listings filter applied. I was over focusing on self-reliance and neglecting the reality of my interdependence.

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By making requests for help to learn and grow, I discover new ways to create better outcomes. My relationships are stronger and the outcomes better by managing the balance of self-reliance and interdependence. From its earliest beginnings, the U.

The rate of specialization, growth of complexity and speed of change today, requires us to continually adapt our balance of self-reliance and interdependence. Our families, organizations and communities depend upon us managing it well. I encourage us to ask: When we over focus on self-reliance, how do we create risk in our relationships? What is the impact of neglecting the reality of our interdependence? How do better manage the balance between self-reliance and interdependence?

We can quickly shift from a state of trust to distrust. For leaders, this can quickly become an inflection point in the trajectory of their agenda or business. Consider the recent attempt to repeal-replace the Affordable Care Act.

How School and District Leaders Can Create the Conditions for Innovation and Change

A proposed solution was rushed through committees, triggering significant divisiveness across the country and within the majority party in Congress, and outright rejection from the minority party. The leadership response was to force a vote. When approval proved impossible the vote was withdrawn. Unfortunately, this type of situation plays out in organizations of all sizes every day. Repeated over time it kills momentum in organizations, and can spiral down into resentment, anger and hatred.

How Words Created Your Past – and Will Create Your Future!

To creatively engage and address complex situations requires a different form of leadership thinking and being. This means developing more than a set of skills, it also means developing how we think and approach complex situations. What are the complex situations you face in your life, organization and business? How are you reacting to them?


How might you respond with greater Leadership Agility? I work with executives and professionals to confidently lead in the face of uncertainty and complexity with greater agility.

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Together we build trust, and cultivate leadership and organizational effectiveness to create a better future today. To learn more visit here. We have to be amidst the non-stop flow of challenging situations we face. The ability to make decisions and get things done propelled us into our current positions. In addition, patterns and language that made us successful in previous situations are used unconsciously, filtering how we see and understand what is happening now.

Setting the right frame for making sense of a situation, is one of the most important skills to lead effectively. The frame set and the words used to describe it can provide clear focus and engage people to act confidently, or lead to disengagement and lack of resolution. How do we set the right frame? First, we need to realize not all situations are the same. Traditional management science assumes we operate in a predominantly ordered environment with a certain level of predictability. This simplifying assumption falls apart in an increasingly complex world.

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The Cynefin framework, developed by David J. Snowden and Mary E. The domains are: Obvious simple — solutions are self-evident to reasonable people based on the evidence e.

Generative Leadership, Karl Klimek Kalkaska, MI Publications

Complex — many plausible solution directions to consider, however, the solution outcomes are not yet known, they emerge over time. Chaotic — things have broken down, and decisive action is needed fast e. What would an independent observer see? We may discover conflicting objectives that raise a paradox, dilemma or unsolvable problem, resulting in polarity system to manage and leverage.

As we build a common understanding of the situation, we can ask how do we frame this in a generative way to enable achieving the outcome s we desire?