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  • Heifetz Summary

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    kash1976123
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    This document outlines Ronald Heifetz's principles for leading adaptive change. It discusses that technical problems have easy solutions while adaptive challenges require changing values and behaviors. Leaders must avoid quick fixes and allow people to experience distress during adaptive change. The six principles are: 1) see problems from different perspectives; 2) identify if the challenge is adaptive or technical; 3) regulate distress at an appropriate level; 4) establish a holding environment to have open discussions; 5) maintain composure during uncertainty; 6) focus on core issues and not distractions; 7) give work back to people and support their decisions; and 8) protect voices that point out internal contradictions.

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    This document outlines Ronald Heifetz's principles for leading adaptive change. It discusses that technical problems have easy solutions while adaptive challenges require changing values and behaviors. Leaders must avoid quick fixes and allow people to experience distress during adaptive change. The six principles are: 1) see problems from different perspectives; 2) identify if the challenge is adaptive or technical; 3) regulate distress at an appropriate level; 4) establish a holding environment to have open discussions; 5) maintain composure during uncertainty; 6) focus on core issues and not distractions; 7) give work back to people and support their decisions; and 8) protect voices that point out internal contradictions.

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    Attribution Non-Commercial (BY-NC)
    Téléchargez comme PDF, TXT ou lisez en ligne sur Scribd
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    147 vues1 page

    Heifetz Summary

    Transféré par

    kash1976123
    This document outlines Ronald Heifetz's principles for leading adaptive change. It discusses that technical problems have easy solutions while adaptive challenges require changing values and behaviors. Leaders must avoid quick fixes and allow people to experience distress during adaptive change. The six principles are: 1) see problems from different perspectives; 2) identify if the challenge is adaptive or technical; 3) regulate distress at an appropriate level; 4) establish a holding environment to have open discussions; 5) maintain composure during uncertainty; 6) focus on core issues and not distractions; 7) give work back to people and support their decisions; and 8) protect voices that point out internal contradictions.

    Droits d'auteur :

    Attribution Non-Commercial (BY-NC)
    Téléchargez comme PDF, TXT ou lisez en ligne sur Scribd
    Signaler comme contenu inapproprié
    sur 1

    THE WORK OF LEADERSHIP

    RONALD HEIFETZ
    Technical problems are those that can be remedied by quick and easy solutions, such as replacing executives or implementing a new policy. Unfortunately, the most important and difficult problems organizations face cannot be solved with technical fixes. They are adaptive challenges, which require changing values, behaviors, beliefs, roles, relationships, and approaches to work. A different kind of leadership is needed to meet adaptive challenges. When facing adaptive challenges, leaders must avoid providing solutionsespecially if people are demanding quick action. Adaptive change is distressing, yet leaders must resist the urge to remove peoples distress. Heifetz and Laurie offer these six principles for leading adaptive work: 1 . G ET O N THE B A LCO NY Go back and forth between local and global views to see how organizational habits sabotage adaptive change; avoid becoming a prisoner of the system

    2 . IDEN TIFY TH E ADAPTIVE CHALLENGE Is this an adaptive challenge or merely a technical problem?

    3 . R E G U LA T E D I S T R ES S not too much or too little 1. 2. Establish a holding environment


    Temporary place where diverse groups can talk, frame debate and clarify assumptions

    Frame the key questions and issues


    Protect people by managing the rate of change Orient people to new roles and responsibilities Expose conflict; it is the engine of creativity Maintain necessary norms; challenge obsolete norms

    3.

    Maintain presence and poise


    Pressures to reestablish equilibrium are enormous Develop and maintain your own emotional capacity to tolerate uncertainty, frustration and pain

    4 . MA IN TA IN D ISCIP L IN ED A TTEN TION Counteract distractions from the adaptive issues (e.g., scapegoating, denial, turf battles) Deepen debate; unbundle polarized issues; focus people on what theyre responsible for

    5 . GIVE WORK BA CK TO TH E PEOPLE People tend to look up the chain of command for someone to take control Get people to assume responsibility; support them but dont control them Instill confidence in people back them up when they make mistakes

    6 . PRO TECT TH E VO ICES O F LEADERSH IP FROM BELO W Dont squash them; provide cover for the person pointing out internal contradictions

    Source: Ronald A. Heifetz & Donald L. Laurie, Harvard Business Review, January-February 1997, Reprint 97106.

    GROUPSMITH

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