Practice of Adaptive Leadership
by Heifetz, RonaldFormat: Hardcover
Pub. Date: 2009-04-14
Publisher(s): Ingram Publisher Services, Inc.
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Summary
When change requires you to challenge people's familiar reality, it can be difficult, dangerous work. Whatever the context?whether in the private or the public sector?many will feel threatened as you push though major changes. But as a leader, you need to find a way to make it work.
Table of Contents
| Preface | p. xi |
| Acknowledgments | p. xv |
| Introduction: Purpose and Possibility | |
| How to Use This Book | p. 5 |
| Overview | p. 8 |
| Adaptive Challenges and Adaptive Capacity | p. 10 |
| The Theory Behind the Practice | p. 13 |
| The Illusion of the Broken System | p. 17 |
| Distinguishing Technical Problems from Adaptive Challenges | p. 19 |
| Distinguishing Leadership from Authority | p. 23 |
| Living in the Disequilibrium | p. 28 |
| Observe, Interpret, Intervene | p. 32 |
| Experiment and Take Smart Risks Smartly | p. 36 |
| Engage Above and Below the Neck | p. 37 |
| Connect to Purpose | p. 38 |
| Before You Begin | p. 41 |
| Don't Do It Alone | p. 41 |
| Live Life as a Leadership Laboratory | p. 42 |
| Resist the Leap to Action | p. 44 |
| Discover the Joy of Making Hard Choices | p. 45 |
| Diagnose the System | |
| Diagnose the System | p. 49 |
| The Elegance and Tenacity of the Status Quo | p. 49 |
| Discover Structural Implications | p. 54 |
| Surface Cultural Norms and Forces | p. 57 |
| Recognize Default Interpretations and Behavior | p. 63 |
| Diagnose the Adaptive Challenge | p. 69 |
| Determine the Technical and Adaptive Elements | p. 70 |
| Listen to the Song Beneath the Words | p. 76 |
| Four Adaptive Challenge Archetypes | p. 77 |
| Diagnose the Political Landscape | p. 89 |
| Uncover Values Driving Behavior | p. 91 |
| Acknowledge Loyalties | p. 93 |
| Name the Losses at Risk | p. 96 |
| Realize Hidden Alliances | p. 97 |
| Qualities of an Adaptive Organization | p. 101 |
| Name the Elephants in the Room | p. 102 |
| Share Responsibility for the Organization's Future | p. 103 |
| Value Independent Judgment | p. 103 |
| Build Leadership Capacity | p. 104 |
| Institutionalize Reflection and Continuous Learning | p. 105 |
| Mobilize the System | |
| Make Interpretations | p. 113 |
| Notice When People Are Moving Toward the Left Side of the Chart | p. 116 |
| Reframe the Group's Default Interpretations | p. 118 |
| Generate Multiple Interpretations | p. 120 |
| Audition Your Ideas | p. 122 |
| Generate a Diversity of Interpretations | p. 122 |
| Design Effective Interventions | p. 125 |
| Get on the Balcony | p. 126 |
| Determine the Ripeness of the Issue in the System | p. 126 |
| Ask, Who Am I in This Picture? | p. 128 |
| Think Hard About Your Framing | p. 128 |
| Hold Steady | p. 129 |
| Analyze the Factions That Begin to Emerge | p. 130 |
| Keep the Work at the Center of People's Attention | p. 130 |
| Act Politically | p. 133 |
| Expand Your Informal Authority | p. 133 |
| Find Allies | p. 136 |
| Stay Connected to the Opposition | p. 138 |
| Manage Authority Figures | p. 142 |
| Take Responsibility for Casualties | p. 144 |
| Protect and Engage the Voices of Dissent | p. 145 |
| Orchestrate Conflict | p. 149 |
| Create a Holding Environment | p. 155 |
| Select Participants | p. 158 |
| Regulate the Heat | p. 159 |
| Give the Work Back | p. 161 |
| Build an Adaptive Culture | p. 165 |
| Make Naming Elephants the Norm | p. 166 |
| Nurture Shared Responsibility for the Organization | p. 168 |
| Encourage Independent Judgment | p. 169 |
| Develop Leadership Capacity | p. 170 |
| Institutionalize Reflection and Continuous Learning | p. 171 |
| See Yourself as a System | |
| See Yourself as a System | p. 181 |
| Your Many Identities | p. 182 |
| Identify Your Loyalties | p. 187 |
| Prioritize Your Loyalties | p. 189 |
| Name Your Unspeakable Loyalties | p. 191 |
| Know Your Tuning | p. 195 |
| Know Your Triggers | p. 200 |
| Hungers and Carrying Water | p. 201 |
| Broaden Your Bandwidth | p. 205 |
| Discover Your Tolerances | p. 206 |
| Understand Your Roles | p. 209 |
| What Roles Do You Play? | p. 210 |
| Identify Your Scope of Authority | p. 215 |
| Articulate Your Purposes | p. 221 |
| Prioritize Your Purposes | p. 225 |
| The Story You Tell Yourself | p. 228 |
| Deploy Yourself | |
| Stay Connected to Your Purposes | p. 233 |
| Negotiate the Ethics of Leadership and Purpose | p. 233 |
| Keep Purposes Alive | p. 236 |
| Negotiate Your Purposes | p. 239 |
| Integrate Your Ambitions and Aspirations | p. 242 |
| Avoid Common Traps | p. 244 |
| Engage Courageously | p. 247 |
| Get Past the Past | p. 247 |
| Lean Into Your Incompetence | p. 252 |
| Fall in Love with Tough Decisions | p. 255 |
| Get Permission to Fail | p. 258 |
| Build the Stomach for the Journey | p. 260 |
| Inspire People | p. 263 |
| Be with Your Audience | p. 264 |
| Speak from the Heart | p. 269 |
| Run Experiments | p. 277 |
| Take More Risks | p. 280 |
| Exceed Your Authority | p. 282 |
| Turn Up the Heat | p. 284 |
| Name Your Piece of the Mess | p. 286 |
| Display Your Own Incompetence | p. 287 |
| Thrive | p. 289 |
| Grow Your Personal Support Network | p. 289 |
| Create a Personal Holding Environment | p. 292 |
| Renew Yourself | p. 295 |
| Notes | p. 299 |
| Glossary | p. 303 |
| Index | p. 309 |
| About the Authors | p. 325 |
| Table of Contents provided by Ingram. All Rights Reserved. |
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