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The issue is you, not us, because we hold the moral high ground! These three openings match the blind spots of most change efforts, which are often based on rigid assumptions and agendas and fail to see that transforming systems is ultimately about transforming relationships among people who shape those systems.


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Many otherwise well-intentioned change efforts fail because their leaders are unable or unwilling to embrace this simple truth. Today, this willingness to open the mind, heart, and will has extended far beyond the four walls of Roca as the organization has evolved into a critical interface between gangs, police, courts, parole boards, schools, and social service agencies.

It has been a long journey for former social activists who often saw the cops as the enemy. Re-orienting strategy: creating the space for change and enabling collective intelligence and wisdom to emerge Ineffective leaders try to make change happen.

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System leaders focus on creating the conditions that can produce change and that can eventually cause change to be self-sustaining. As we continue to unpack the prerequisites to success in complex collaborative efforts, we appreciate more and more this subtle shift in strategic focus and the distinctive powers of those who learn how to create the space for change.

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Our VP of product looked at the results—the known toxins embedded in our products and processes and the many chemicals that posed uncertain risks—and then surprised us, by asking what we thought he should do. We figured he was the head of this part of the business and would know.

But after some time, we understood.

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The stuff that was in our products was there because of cost, function, and our design and material choices. Over the ensuing weeks and months came an epiphany for Winslow. While Nike had about 25, employees at that time, there were only about designers. Five to 10 percent of our designers represented only 15 to 30 people. Suddenly, building an initial critical mass seemed far less daunting. So I went knocking on doors.


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  • With the report in hand, Winslow simply showed the results to designers and asked what they thought. If they were, I asked for a second meeting. Soon Winslow was bringing together groups of engaged designers and others in related product creation functions, and a new network started to emerge. It is the challenge that engages them.

    A movement was born within Nike. For example, the Joint Roadmap Towards Zero Discharge of Hazardous Chemicals, a joint initiative of Greenpeace, Nike, Puma, Adidas, New Balance, and others, aims to systematically identify major toxins and achieve zero discharge of hazardous chemicals in the entirety of the sport apparel manufacturing industry worldwide, starting in China. We are all on a steep learning curve in understanding this gateway of creating space for change, but it seems to be crucial not only in initiating collaborative efforts but in what ultimately can arise from them.

    Systemic change needs more than data and information; it needs real intelligence and wisdom. System leaders like Baldwin and Winslow understand that collective wisdom cannot be manufactured or built into a plan created in advance. Instead, system leaders work to create the space where people living with the problem can come together to tell the truth, think more deeply about what is really happening, explore options beyond popular thinking, and search for higher leverage changes through progressive cycles of action and reflection and learning over time.

    Knowing that there are no easy answers to truly complex problems, system leaders cultivate the conditions wherein collective wisdom emerges over time through a ripening process that gradually brings about new ways of thinking, acting, and being. For those new to system leadership, creating space can seem passive or even weak. For them, strong leadership is all about executing a plan.

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    Even more to the point, the conscious acts of creating space, of engaging people in genuine questions, and of convening around a clear intention with no hidden agenda, creates a very different type of energy from that which arises from seeking to get people committed to your plan. System leaders understand that plans and space are the yang and yin of leadership. Both are needed. But what is needed even more is balance between the two. Practice, practice, practice: all learning is doing, but the doing needed is inherently developmental Bringing together diverse stakeholders with little history of collaboration, different mental models, and different and even apparently competing aims is a high-risk undertaking.

    Good intentions are not enough. You need skills. But skills come only from practice. Everybody wants tools for systemic change. This is why system leaders like Baldwin and Winslow never stop practicing how to help people see the larger systems obscured by established mental models, how to foster different conversations that gradually build genuine engagement and trust, and how to sense emerging possibilities and help shift the collective focus from just reacting to problems to releasing collective creativity.

    The practice is internal and external, and it requires discipline. Fortunately, a rich set of tools has emerged from diverse fields over the past few decades for developing these core system leadership capabilities. The tools that matter have two functions: they produce practical benefits and they affect how people think and see the world. You cannot change how another thinks. Give them a tool the use of which will gradually cause them over time to think differently.

    What follows are examples of a few of these tools and how they can be applied to develop each of the core leadership capacities. Tools for seeing the larger system. Tools that help people see the larger system integrate the different mental models of multiple stakeholders to build a more comprehensive understanding.

    To see a copy of the illustration, go to www. This map especially helped clinical professionals to put in perspective the often-overlooked influence of family and community on asthma, not just clinical interventions.


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    • It also helped non-clinical actors, such as schools and public housing administrators, see more clearly how their actions linked to those within the medical community. Tools for fostering reflection and generative conversation. These tools enable organizations and individuals to question, revise, and in many cases release their embedded assumptions. Examples include the peacekeeping circles used by Roca and the dialogue interviews conducted by Winslow. Corporate executives visited farmer co-ops and social activists saw the operations of multi-national food companies.

      Gradually, as business and NGO partners got to understand one another better as people and as professionals, the cognitive dissonance between them became less, and the power of their differing views grew. Today the Lab has become a powerful incubator for collaborative projects, such as companies and NGOs learning together how to manage global supply chains for long-term reliability based on the health of farming communities and ecologies.

      Practices like Learning Journeys are regularly incorporated into projects and gatherings. The ladder also provides a reorientation path for shifting behavior, from asserting subjective assumptions as reality, to identifying what facts people actually have and the reasoning by which they interpret those facts. RFP Development and implementation of an online awareness raising campaign on engaging young women and men from different communities to work together on issues of shared interest and concerns and become active changemakers to promote trust-building effo.

      Renovation of Training Center in the Port of Hodeidah. ITB Request for Proposals for the provision of mobile telephony to UN staff located in Denmark. International Consultant Law Enforcement Expert. ETHTwo National Consultants to deliver trainings and create awareness for the formal and informal justice providers in Gambella regional Government. Supply of Alarm System; installation and maintenance,.

      Procurement and Supply of waste management heavy machineries, Trucks and equipment for Jordan. If a company is fortunate, a good product or service may help maintain the organizational status quo; if not, the organization will likely fail miserably.

      Prof. Desmond Chee Shiong LAM (藍志雄) - Faculty of Business Administration | University of Macau

      Jack Zenger, world expert in the field of leadership development. Highly regarded management thinker Judith M. Albert A. Finally, in this part, Dr.

      The 15 Commitments of Conscious Leadership

      Hersey outlines the skills, education, and expectations that Gen Yers bring to the workplace and identifies some leadership techniques for channeling these most effectively. Robert H. The final chapter in this part is by John Baldoni, internationally recognized leadership consultant, coach, speaker, and author.

      Baldoni emphasizes the need to engage with subordinates and the importance of values.