PREVENTING CHAOS WITHIN
GROUPS WHILE MOVING TOWARD
CHANGE
HOW TO CONTROL & BALANCE CHANGES AT
TOLERABLE LEVELS WHILE BEING...
Applying Power
Formal Informal
 Position of authority
 Preset
 Protection
 Holding environment
 Derived from a person...
Steps to applying formal and informal leadership to mobilize adaptive
work:
1. Holding environment
2. Command and direct a...
Managing the Holding Environment
A holding environment:
• Contains and regulates
• Buffers distress
• Reduces social tensi...
Authority Relationships can provide a
holding environment with:
- Bonds of trust
- Bonds of fear
- Mutual needs
- Brute fo...
Coercive Holding Environments
How fast should adaptable
change be applied?
•What is the severity of the stress?
•What is the resiliency of the group?
•W...
Directing Attention
Managing Information
If people are diverting attention from the real
issue a leader can:
- Use their authority to force th...
Orchestrating Conflicting Perspectives
The Razor’s Edge
Some tools for walking the razor’s edge with more skills:
1. Identify the adaptive challenge
2. Keep the ...
Falling Off the Edge
Three strategies:
1. Circumvention
2. Frontal Challenge
3. Riding theWave
Placing Oneself
•For a ship to sail it needs wind.
•For a change to happen it needs challenge .
•Too much wind and you destroy the ship or...
When people in groups feel protected and
directed by a leader who maintains order within a
group, people feel safe enough ...
Works Cited
•Heifetz, R.A. (1994). Leadership without Easy Answers. Cambridge:
The Belknap Press of Harvard University Pre...
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Providing Tolerable Change

Preventing Chaos Within Groups Moving Toward Change: How to control & balance changes at tolerable levels while being in a position of authority
Published on: Mar 4, 2016
Published in: Business      Technology      
Source: www.slideshare.net


Transcripts - Providing Tolerable Change

  • 1. PREVENTING CHAOS WITHIN GROUPS WHILE MOVING TOWARD CHANGE HOW TO CONTROL & BALANCE CHANGES AT TOLERABLE LEVELS WHILE BEING IN A POSITION OF AUTHORITY Christine Parker
  • 2. Applying Power Formal Informal  Position of authority  Preset  Protection  Holding environment  Derived from a person’s actions  With or without authority  Extends beyond holding environment First, analyze the situation
  • 3. Steps to applying formal and informal leadership to mobilize adaptive work: 1. Holding environment 2. Command and direct attention 3. Know your groups resiliency 4. Control the flow of information 5. Frame the issues 6. Orchestrate levels of conflict 7. Decide on use of consultative, autocratic or consensual form of authority Authority as a Resource for Leadership
  • 4. Managing the Holding Environment A holding environment: • Contains and regulates • Buffers distress • Reduces social tension
  • 5. Authority Relationships can provide a holding environment with: - Bonds of trust - Bonds of fear - Mutual needs - Brute force or its threat
  • 6. Coercive Holding Environments
  • 7. How fast should adaptable change be applied? •What is the severity of the stress? •What is the resiliency of the group? •What is the strength of authority and the holding authority they can provide? If we put people in an emotional emergency room, we shouldn’t be surprised when they hand us the bill for damages and don’t trust us anymore.
  • 8. Directing Attention
  • 9. Managing Information If people are diverting attention from the real issue a leader can: - Use their authority to force the issue into view - Incrementally challenge people to face an issue
  • 10. Orchestrating Conflicting Perspectives
  • 11. The Razor’s Edge Some tools for walking the razor’s edge with more skills: 1. Identify the adaptive challenge 2. Keep the level of distress manageable 3. Focus attention on the right issue 4. Give the work back at a manageable rate 5. Protect voices of leadership without authority
  • 12. Falling Off the Edge
  • 13. Three strategies: 1. Circumvention 2. Frontal Challenge 3. Riding theWave Placing Oneself
  • 14. •For a ship to sail it needs wind. •For a change to happen it needs challenge . •Too much wind and you destroy the ship or take it off its course. •Too much challenge and you destroy all hope of improvement and positive change.
  • 15. When people in groups feel protected and directed by a leader who maintains order within a group, people feel safe enough and courageous enough to work together in finding solutions to tough challenges so that change is possible.
  • 16. Works Cited •Heifetz, R.A. (1994). Leadership without Easy Answers. Cambridge: The Belknap Press of Harvard University Press

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