https://padlet.com/gsbvid/3n6d7lv87fcb A tip – think about the state of bounded instability. en-us 2018-06-15 03:20:15 UTC 2021-07-13 06:02:16 UTC hello@padlet.com https://padlet.com/gsbvid/3n6d7lv87fcb/wish/436862926 Under tension people tend to behave differently, therefore one could surmise that a leader will need to adapt to different patterns of behaviour. This creates uncertainty and in a world where people like certainty, leaders will need to be flexible in their thinking and consider many perspectives as new ways of thinking emerge. ]]> 2020-01-28 10:12:34 UTC https://padlet.com/gsbvid/3n6d7lv87fcb/wish/436862926 https://padlet.com/gsbvid/3n6d7lv87fcb/wish/437927802 It requires more of a "facilitator" approach in order to create conditions that enable innovation. I do think that people tend to be uncomfortable with tension and naturally react by trying to get rid of it (enter solution mode) so leaders also have an important role in contributing to a culture that supports experimentation and curiosity about tensions rather than just viewing them as a problem to solve.    ]]> 2020-01-30 00:48:01 UTC https://padlet.com/gsbvid/3n6d7lv87fcb/wish/437927802 https://padlet.com/gsbvid/3n6d7lv87fcb/wish/437933969 I find that the tension between stability and instability (disorder/innovation/change etc) drives adaptation and innovation is some more than others. For some staff, they love the process of continually re-inventing whilst looking after business as usual (hopefully!), whilst others may experience amydala hijack or frustration and simply 'dive' into past work patterns or even disrupt adaptation momentum. There is a strong role for leaders as coaches here: to support those wishing to leap (to ensure the best parts of stability are not lost) as well as coach those who are more resistant to change and adaptation to ensure they feel safe, heard, capable, respected and connected in terms of their WHY and values. ]]> 2020-01-30 01:10:28 UTC https://padlet.com/gsbvid/3n6d7lv87fcb/wish/437933969 https://padlet.com/gsbvid/3n6d7lv87fcb/wish/439242551 Is complexity why Boyatzis and Goleman have both said a coaching approach to leadership has significant potential in the future?  As the leader it doesn't require you to have all the answers and it creates a safe space for your employees to experiment because they know they will get quick constructive feedback.  I think the key is in how that feedback is delivered and being aware of how you respond.  I've been reading Jennifer Garvey Berger's 'Unlocking leadership mindtraps: how to thrive in complexity'.  It resonates with me as when I reflect on my own behaviour as a leader I can see how the need to deliver on a difficult issue, with a tight deadline could cause you to go to one of the other leadership styles and inadvertently shut down the experimentation/innovation you want.  With the context I work in, I think it's about getting the balance right between the leadership styles and having really good open communication with your team so you can explain why you believe you might need to take a different approach on a particular issue and them feeling safe enough to tell you if they think you are wrong - after all one of the five mindtraps is the sense of rightness we all feel, not being aware of why we feel that and exploring how we could be wrong. I think be able to explore that is critical for navigating complexity.]]> 2020-02-02 05:20:42 UTC https://padlet.com/gsbvid/3n6d7lv87fcb/wish/439242551 https://padlet.com/gsbvid/3n6d7lv87fcb/wish/439385553 Some deep thinking going on.  From the Cynefin framework, 'probe' is the first approach recommended for complex challenges.  If you think of coaching as mainly a questioning practice, maybe that's a link? Geoff   p.s. These are coming in as anonymous so if you want to be 'named', sign off. ]]> 2020-02-02 23:21:20 UTC https://padlet.com/gsbvid/3n6d7lv87fcb/wish/439385553 https://padlet.com/gsbvid/3n6d7lv87fcb/wish/441308910 Within my previous roles and current roles I need some sort of tension to make action.  I have the privilege to see the many working parts of what we do and the team reactions/industry to and for their work stimulates the response that I work within.  The response I enact will be to network, co-create, negotiate, educate, motivate, coach, listen - the list goes on.  Its all about how you broker the tension.  So in short.  I need tension to do what I do.  I demotivate quickly when the status quo is maintained for a while.  Sue Cosgrove ]]> 2020-02-06 01:10:09 UTC https://padlet.com/gsbvid/3n6d7lv87fcb/wish/441308910