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When connecting the above theory to Building an Adaptive Culture,  Garvin states, the learning organization is one which is skilled in creating, acquiring, and transferring knowledge, and in adapting its behavior in light of the new knowledge gained (as cited in Morrison, 1998).  Thus, Gavin identified 3 modes of learning: problem solving, experimentation with new ideas and approaches, learning from experience (as cited in Morrison, 1998).  To this end, institutionalizing reflection to foster capacity building and continuous learning are paramount to manifesting change in an organization.

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When connecting the above theory to Building an Adaptive Culture,  Garvin states, the learning organization is one which is skilled in creating, acquiring, and transferring knowledge, and in adapting its behavior in light of the new knowledge gained (as cited in Morrison, 1998).  Thus, Gavin identified 3 modes of learning: problem solving, experimentation with new ideas and approaches, learning from experience (as cited in Morrison, 1998).  To this end, institutionalizing reflection to foster capacity building and continuous learning are paramount to manifesting change in an organization.

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Next stop on our journey: the theorists Bennett & O'Brian.

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Next stop on our journey: the theorists Bennett & O'Brian.

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In scanning the environment amidst complexity and uncertainty, organizations must encourage independent judgement.  It's important to empower people to assess what's going on in their environment from the bottom up, to determine "the right thing to do to advance the mission of their organization" (Heifetz, et all, 2010).

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Connection to Building Adaptive Culture: 

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Connection to Building Adaptive Culture: 

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This work around change, connects to "Name the Elephants," in the room (no pun intended). In naming the elephants, you are calling out what needs to be fixed through the lens of collaboration and feedback. Heath & Heath (2010) speak of looking what could be perceived as a people problem is often a situation problem, what looks like resistance, could actually be a lack of clarity and what looks like laziness is often exhaustion.

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A few quotes from Heifetz that will motivate you while on your journey.

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A few quotes from Heifetz that will motivate you while on your journey.

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TOP 20 QUOTES BY RONALD A. HEIFETZ | A-Z Quotes

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Discover Ronald A. Heifetz famous and rare quotes. Share Ronald A. Heifetz quotations about conflict, purpose and past. "Your behavior reflects your actual purposes."

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Next stop on our journey: the theorist Heath and Heath

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Next stop on our journey: the theorist Heath and Heath

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                                                                                                                                                     Five characteristics of Building an Adaptive Culture: 

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                                                                                                                                                     Five characteristics of Building an Adaptive Culture: 

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- Name the elephants in the room

- Share responsibility for the organization’s future

-Exercise independent judgement

- Develop leadership capacity

- Institutionalize reflection and continuous learning

(Heifetz, et al., 2009).

Adaptive culture, enables "organizations to meet an "ongoing series of challenges into the future" (Heifetz, Grashow, and Linsky, 2009, p.165).

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  When an adaptive leader decides to build an adaptive culture in any organization, he or she must embark on a journey. During this journey, versatility in leadership theory application and change management practice are necessary to address trials and unknowns as they occur overtime.  We have outlined this journey to assist the adaptive leader in what theorist and theories that can guide their organization towards an adaptive culture.

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  When an adaptive leader decides to build an adaptive culture in any organization, he or she must embark on a journey. During this journey, versatility in leadership theory application and change management practice are necessary to address trials and unknowns as they occur overtime.  We have outlined this journey to assist the adaptive leader in what theorist and theories that can guide their organization towards an adaptive culture.

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Zenobia Garrison, Danielle Singh  & Tiffany Mason

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And we finally reach the end of our journey to Building an Adaptive Culture.  We have learned 

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And we finally reach the end of our journey to Building an Adaptive Culture.  We have learned 

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 How to Change When Change is Hard Theory

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 How to Change When Change is Hard Theory

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Heath and Heath (2010) discuss that we have two sides to us, the emotional side, which they call “the Elephant”, and the rational side, which they call “the Rider.” We often think the Rider/rational side controls our actions, but is is often the Elephant/emotional side. To be successful with need the Rider and Elephant to be on the same page. To achieve this, Heath and Heath (2010) recommend three steps:

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Bernard Burnes shares the Contingency Theory &  Emergence

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Bernard Burnes shares the Contingency Theory &  Emergence

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There is more than “one best way” to effective change.  Organizations differ in the situations and circumstance, the contingencies that they face, hence their structures and content and management of change will be situationally specific. Burns stated, "pragmatic, evolutionary, sensitive attention to the contingencies within the organization at any particular moment promote effective change" (as cited in Morrison, 1998, p. 35).

According to Beer, Eisenstadt, and Spector,  "in organizations scanning their environment in order to be able to change themselves to fit into it most effectively and proactively, change is a "processional " - bottom up  process; organizations learn new things and adapt themselves to the new things they have learned (continuously improving)" (as cited in Morrison, 1998, p. 149).

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Next stop on our journey: the theorist  Bernard Burnes.

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Next stop on our journey: the theorist  Bernard Burnes.

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Change by Learning & Building Capacity Theory

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Change by Learning & Building Capacity Theory

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According to Bennett & O'Brien, "the learning organization in industry is not only an organization that is changing, but also an organization that is developing and enhancing it’s capacity to change (e.g an organization that is focusing on the processes and contents of change and the capacities to sustain them”  (as cited in Morrison, 1998, p. 159).

Carnell (1995) explains further, "Organizational structures need to be designed to enable the organization to realize its mission most effectively and efficiently to be able to respond proactively as well as reactively to ongoing change, to address issues of coordination and consistency and to build in the opportunities for personal and professional development in participants thereby building on their motivation"  (as cited in Morrison, 1998, pg. 157).

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We have reached the intersection of our journey between Leadership and Change.  Our journey continues with adaptive culture and change through the eyes of theorist Peter Senge, Michael Fullan and Ronald Heifetz. 

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We have reached the intersection of our journey between Leadership and Change.  Our journey continues with adaptive culture and change through the eyes of theorist Peter Senge, Michael Fullan and Ronald Heifetz. 

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Ackoff, L.A., & Greenberg, D., (2008). Turning learning right side up: Putting education back on track. Upper Saddle River, New Jersey. Wharton School Publishing.

Caldwell, R. (2012). Leadership and learning: A critical reexamination of Senge's learning organization. Systemic Practice and Action Research, 25(1), 39-55. doi:http://dx.doi.org.ezproxy2.library.drexel.edu/10.1007/s11213-011-9201-0

Fullan, M. (2011). Change Leader. Hoboken, NJ: Jossey-Bass.

Greenleaf, R. K. (1970). The servant as leader. Cambridge, MA. Center for Applied Studies.

Heath, C., & Heath, D. (2010). Switch: How to change things when change is hard. Toronto:

Random House Canada.

Heifetz, R. A.,  Grashow, A., & Linsky, M. (2009). The practice of adaptive leadership: Tools

and tactics for changing your organization and the world. Boston, MA.: Harvard Business Press.

Morrison, K. (1998). Management theories for educational change. Retrieved from https://ebookcentral-proquest-com.ezproxy2.library.drexel.edu

Senge, P., Cambron-McCabe, N., Lucas, T., Smith, B., Dutton, J. & Kleiner, A. (2012). Schools

that learn. New York, NY: Crown Business.

Senge, P., Smith, B., Kruschwitz, N., Laur, J., & Schley, S. (2010).  The necessary revolution.

New York, NY: Crown Business.

Spears, L. C., & Lawrence, M. (2004). Practicing servant-leadership: Succeeding through trust,

bravery, and forgiveness. San Francisco, CA: Jossey-Bass.'

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Connection to building an adaptive culture 

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Connection to building an adaptive culture 

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People share responsibility for the organizations future in addition to their identification with specific roles and functions (Heifetz, et al., 2010).

Mental models hold us back from examining our assumption and getting to shared vision/purpose high capacity to adapt (Senge, 2010).  “Opening minds and hearts start the process of moving beyond our own views and agendas so that we can start co connect with one another and truly work together to create new systems (Senge, 2010, p. 275).

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At our intersection we follow :  Senge, Fullan and Heifetz, et al. and their theory of - Accountability and Shared Responsibility

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At our intersection we follow :  Senge, Fullan and Heifetz, et al. and their theory of - Accountability and Shared Responsibility

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The accountability and shared responsibility theory refers to shared commitment and connecting to what matters to you and the larger organizations involved. People individually and collectively take responsibility whether the leader is present or not (Senge, 1990).

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Connection to building an adaptive culture

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Connection to building an adaptive culture

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Three theorists agree that the best way to build an adaptive culture is to lead by learning:  learn by making mistakes (Ackoff & Greenberg, 2008), see leadership is an act of doing not being (Heifetz, et al. 2009), and learn with boots on the ground (Fullan, 2011).

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Heifetz et all. (2009) discuss the zone of disequilibrium as momentum and engagement forward without too much distress. “You need a plan, but also freedom to deviate from plan as new discoveries emerge, conditions change, new forms of resistance arise” (p. 31). Ultimately, leaders learn from challenges.

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Heifetz et all. (2009) discuss the zone of disequilibrium as momentum and engagement forward without too much distress. “You need a plan, but also freedom to deviate from plan as new discoveries emerge, conditions change, new forms of resistance arise” (p. 31). Ultimately, leaders learn from challenges.

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Next stop on our journey: the theorists  Ronald Heifz and Linsky.

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Next stop on our journey: the theorists  Ronald Heifz and Linsky.

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Ackoff & Greenberg, and Fullan discuss synthetic thinking and simplexity 

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Ackoff & Greenberg, and Fullan discuss synthetic thinking and simplexity 

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Ackoff & Greenberg (2008) theorize, synthetic thinking as a means to explain why systems work the way that they do.  "Synthesis begins by putting things together and yields understanding" (p. 61).

The systems we work within are becoming increasingly complex.   The connection to adaptive leadership is Fullan's (2011) description of simplexity, which says  complexity doesn't have to mean complicated.  "Simplexity is salvation for an intricate world" (p. 149).

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Next stop on our journey: the theorists Ackoff, Greenberg, and Fullan 

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Next stop on our journey: the theorists Ackoff, Greenberg, and Fullan 

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Connection to building an adaptive culture

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Connection to building an adaptive culture

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Many of the ten characteristics of servant-leadership  connect to elements of an adaptive culture. For example, stewardship or taking ownership for the care of the organization and building community connect directly with having a shared sense of responsibility (Heifetz et al., 2009).  Also, many of the “soft skills” connected with this theory such as listening, empathy, healing and awareness align with Heifetz, et.al. (2009) ideas about  “creating and maintaining time for checking in with people, teasing out the lessons of recent experiences, and share those widely in the organization is critical to adaptability in a changing world” (p. 285).

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Robert K. Greenleaf provides an explanation on: The Servant Leadership Theory 

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Robert K. Greenleaf provides an explanation on: The Servant Leadership Theory 

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Robert K. Greenleaf (1970),  first coined the term “servant-leader” in an essay entitled, The Servant as Leader. This theory is focused on a holistic approach to leadership with a focus on service, community, and shared decision making. Greenleaf (1970) said, “ It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. The difference manifests itself in the care taken by the servant—first to make sure that other people’s highest priority needs are being served. The best test is: Do those served grow as persons; do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society? Will they benefit or at least not be further deprived?"

Spears (2010) analyzed Greenleaf’s work and presents ten characteristics of a servant-leader: Listening, Empathy Healing, Awareness, Persuasion, Conceptualization, Foresight, Stewardship, Commitment to the growth of people, Building community

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Next stop on our journey: the theorist Robert K. Greenleaf

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Next stop on our journey: the theorist Robert K. Greenleaf

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Connection to building an adaptive culture: 

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Connection to building an adaptive culture: 

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Leading Change Framework (2011) touches upon all five of the adaptive culture characteristics of Heifetz, et al. (2009), however, institutionalizing reflection and continuous learning supports Fullan’s change work in a comprehensive way.

For example, Heifetz, et al. (2009)  noted that asking difficult reflective questions,  honoring risk-taking and experimentation, and sending the right signals to your people are three important activities that support reflection and learning.

These actions build on Fullan’s ideas (2011) around doing,  leaders learning from authentic practice, and truly learning from experience.

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Next stop on our journey: the theorist Michael Fullan.

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Next stop on our journey: the theorist Michael Fullan.

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Michael Fullan theorizes about the "Change Leader"

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Michael Fullan theorizes about the "Change Leader"

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To the support the Adaptive Leader, Fullan (2011) describes a seven part "Leading Change Framework" that is built on deliberative  practice and connects this practice to innovation:

1. Practice Drives Theory: Doing is the Crucible of Change,

2. Be Resolute: Act with Purpose and Empathy,

3. Motivate the Masses: Experience is Believing,

4. Collaborate to Compete: Multiply Capacity and Win,

5. Learn Confidently: Change Requires Confidence (true confidence requires humility),

6. Know Your Impact: Drowning in Data, Thirsty for Knowledge,

7. Sustain Simplexity: Just Right Simple.

Fullan describes, “Change leadership is all about how to move individuals , organizations, and systems into new contexts" (p. 122).

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Let's begin the journey with Building an Adaptive Culture through leadership.  

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Let's begin the journey with Building an Adaptive Culture through leadership.  

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Connection to building an adaptive culture: 

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Connection to building an adaptive culture: 

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For systems-thinking to work in an organization, there must be shared responsibility for the future and high levels of  reflection collaboration. Heifetz, et all. (2009), describe “getting on the balcony above the ‘dance floor’ to depict what it means to gain the distanced perspective you need to see what is really happening” (p. 282). The balcony view illustrates an important aspect of systems-thinking.

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We start our journey with Peter Senge and his theory on Systems-Thinking.

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We start our journey with Peter Senge and his theory on Systems-Thinking.

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Senge (2010) describes the first step in systems-thinking as seeing patterns, and then having  a pattern language. He also states that “there is nothing magic about seeing larger systems...the magic comes from people actually doing it, and truly learning how to think together in the process” (p. 47).

Caldwell (2012) summarizes  Senge's system thinking as a discipline for seeing the whole and patterns of chance versus snapshots.