" (nd) Adaptive leaders do not simply come up with something or make it up as they go but adaptive leaders "create from the base of intent, visions, goals, and personal preconditions that are fixed and unchanging." (Byrum, nd) Byrum goes further to state that adaptive leadership "requires courage, conviction, and faith in the capacity to work with others and make situations better. There are 'spiritual' dimensions of leadership that transcend logic and reason. Adaptive leadership certainly requires competency, but it also requires a genius of judgment and encounters unprecedented situations not as a passive victim but as an energetic and active creator. Adaptive leaders will capture people's attention, command their best energies..." (Byrum, nd) Byrum states that adaptive leaders give "old cliches a new meaning: "Success is a journey, not a destination"; "What matters most is where we are moving, not where we stand." (nd) Byrum states that adaptive leaders are "catalysts for the journey, always moving with courage, generating trust, and instilling hope and promise. The Adaptive Leader will be the problem-solver - the solution finder - who will show the way." (Byrum, nd) DeGenring states that "addressing technical challenges yields standard, technical change. However, when applied to adaptive challenges - those that demand solutions not yet conceived of - these approaches and the leaders often fail. They run the risk of being spit out of the system in favor of the next leader who may be able to solve the problem. And the next leader. And so on." (DeGenring, 2005)
What's the Work? Who Does the Work?
Technical Change Apply current know-how the authorities
Adaptive Change Learn New Ways the people with the problem
Source DeGenring (2005)
DeGenring (2005) notes the work of Heifetz and Linksy who state: "In fact, there's a proportionate relationship between risk and adaptive change: The deeper the change and the greater the amount of new learning required, the more resistance there will be and thus, the greater the danger to those who lead. For this reason, people often try to avoid the dangers, either consciously or subconsciously, by treating an adaptive challenge as if it were a technical one. This is why we see so much more routine management than leadership in our society." (2002) Adaptive leaders use the following approaches: (1) Shift focus and reframe the leader's job from that of problem-solver, to that of developer of problem solvers. (2) Give the work back to the people; (3) Ask the important and sometimes, tough questions, and not giving all the answers; (4) Know how to help people learn, not by telling, but by understanding the perceptions, beliefs and values that drive their action, and helping them to plug into alternative, more agile ways of thinking; (5) Accept that heartache is inevitable and courage is essential.
Self-assessment by the Adaptive Leader, according to Heifetz and Linksy may be accomplished through "getting on the balcony'. (2002) This is a process in which one imagines that they are on a dance floor, or the soccer field, at any rate, they are in the action mix "responding to the advances and retreats" of their fellow employees and those they are leading "...feeling good...feeling effective. Things are going well, moves are being well executed." (DeGenring, 2005) Then the adaptive leader should "...imagine there is a balcony in the club or arena" and that they "leave the dance floor and view the whole action from this higher vantage point." Then the adaptive leader must ask themselves what they might see differently than they were able to see from the floor or field? Observed would be "patterns, relationships between things. You might also see what's happening in places you weren't directly connected to. You might see the consequences of actions you took, the reverberated somewhere else on the dance floor. You also might notice what's missing, or the spot in the whole system where there is a faltering. You conceivably could also see where people on the edges are acting in brilliantly innovative ways, bopping away with some perhaps unorthodox, but successful moves. In other words, you'd see the forest and the trees." (Daggering, 2005) Competency of a leader is likened to strategic thinking but there is more because too much critical analysis without becoming actively involved in the organization's experiences is not effective and in fact the adaptive leader is one who can be simultaneously on the floor and on the balcony.
The work of Heifetz and Linksy (2002) states: "Few practical ideas are more obvious or more critical than the need to get perspective in the midst of action. Any military officer, for example, knows the importance of maintaining the capacity for reflection, even in the 'fog of war.' Great athletes can at once play the game and observe it as a whole --...
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