Leadership and Management Programmes

Reflect on the Ladder of Inference from module 2 and how this links with the work you did in the skills development workshop, using the Reflection, Advocacy and Enquiry handout to support this.  Reflect on testing and learning about your Big Assumptions following the January masterclass on Addressing Personal and Organisational Immunity to Change and Adaptive Leadership also.

As for the two previous modules, it is important that you read the following articles and prepare your questions and comments about them:

• Creating Breakthrough: The Leadership of Transformational Change - Bakens by Malcolm Young - an article specially written for the Leading for the Future programme which provides a theoretical overview.
• Short article on the “Shadow Side of Organisation Culture" prepared by Malcolm Young.

In addition:

• Review the Bakens – Making sense of our leadership context slides.  You will write your own ‘Bakens’ – a copy of the first slide - in an exercise in module 3 working on your own, which you will then discuss with a partner.  You are welcome to do this in advance if you wish, and you can add to it during the exercise in the session.  Use the second slide to guide you on what to put against each of the headings.  You might need to leave some of the ‘Bakens’ blank – and this is OK. 

Past participant feedback is that you will benefit from reviewing the documents for a second time the night before and we would strongly encourage you to do this ahead of module 3. 

"Bakens" and Action Planning

As you focus on creating vision and momentum for change on the "wicked" or complex issues you may be facing, it is helpful to consider the use of action planning tools.  These tools can be helpful in focusing on how to make the change happen. In the programme, we will continue to explore the use of the "Bakens" (reference: the Netherlands Pedagogical Institute) model for this purpose.  The best starting point for developing your understanding of the "Bakens" model is the article by Malcolm Young.  
You may also want to reflect on using the "Bakens" model alongside other guidance around action planning.  To help you in doing this, have a look at some of the resources in the Leadership and Management Zone  - especially around Decision making, critical thinking and problem solving. 

Systems Thinking 

The Bakens model is incredibly helpful in supporting your thinking about your wicked issue. If you are interested in reading more about "systems thinking", then you might find the following resources useful:

• Articles and resources around systems theory and systems thinking on The Systems Thinker
• Information on the "causal model for organisational performance" by W. Warner Burke and George H. Litwin. (Journal of Management. Sep92, Vol. 18 Issue 3, p523. 23p.)
• Presence: Exploring Profound Change in People, Organizations and Society (2005) by Peter Senge, C Otto Scharmer, Joseph Jaworskii & Betty-Sue Flowers. Chapter 5 ("The Wedding") which builds on some of the concepts we have explored around application of the "U process" may be of particular interest.
• John Seddon, Systems Thinking in the Public Sector: The Failure of the Reform Regime and a Manifesto for a Better Way (2008)

Shadow Side

For further perspective on the Shadow Side, there is this: Working the Shadow Side: A Guide to Positive Behind-the-Scenes Management (1994) by Gerard Egan.

Go to module 4