Onderwijsdag UTwente
MSc Honours Course Master Talents, Change Leaders:
Creating Outstanding Results and Meaningfulness through Authentic Leadership
September 18th 2012
Amaranta Karssiens MSc, R.A.A.K. Consultancy BV
&
Prof.Dr. Celeste Wilderom, UTwente
We can’t solve problems by using the same kind of thinking we used when we
created them’ (Einstein)
‘Move one stone in the river and the whole riverbed changes’ (Jewish saying)
Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918
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TGS-Question MSc Honors Course
Develop Change Leaders in the Areas of
-
Research (Onderzoek)
Design (Ontwerp)
Entrepreneurship / Organizing Work Settings (Management)
Target Group
- 20 highly talented students, High Tech, Human Touch, UT-wide
Location: on-campus, UT
Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918
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Flow of the workshop
1.
Design of the Change Leadership program
2.
Together explore the essence of our vision on
leadership. Leadership as a‘way of being’(open
mind, open heart, open will)
3.
PhD research on this honorsprogram
4.
Futher co-development on the proposal of this
Change Leadership program
Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918
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1. Design of the program’s outcome
1.
One can lead a project and produce results
2.
Having skills concerning leadership
2a. One can act in the 4 attitudinal aspects of Leadership;
2b. One can take on coaching and one can give coaching;
2c. One can create leaders by guidance on the 4 attitudinal aspects of
Leadership.
3.
One can think conceptually and imaginatively: in possibilities from the future
Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918
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1. Design of the program’s activities
Activities:
• Engaging and delivering in a project
•
Monthly multi-day training: on campus UT
•
Weekly ½ hour Skype-coaching on the progress in the project
•
Lectures on Change Leadership in the areas: Research, Design and
Entrepreneurship/Organizing/Managing
•
Writing a final paper (incl. academic and experiential knowledge/insights)
Format:
Offering knowledge and insights about Change Leadership:
both experientially (learning by doing) and academically
Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918
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1. Design of the program’s format
Leading a project
- Being possibility, Creating possibility and Producing ResultPlus with the team
- ½ hour a week individual Skype-coaching on progress in the project
- Lectures in Change Leadership in the area of research, design & entrepreneurship/
management
Recruiting
Project-
Workshop I
Workshop II
Workshop III
&
management
Result-
Leading,
Leading and create Progress in
’Way-of-being’-
Change and
Possibility
Behaviour
Productive Team
Selecting
Workshop VI
Presentation
of the ResultPlus
In the Project
Workshop IV
project and
coaching
Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918
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2. Format of the workshop: inquiry
A professional inquiry,
exercises, explore together,
think together, talk together, self exploration
and share what you have discovered.
Inquiry without immediate judgments: good or bad!
Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918
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2. Leadership
Different ways of learning
- Learning by doing, experience and inquiry. Develop
wisdom.
- Learning by cognition, lectures and books. Develop
things to know.
Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918
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2. Leadership
Our vision: Building learning organizations/work
settings, based on values
1. From management (blue-print,
top down) to leadership and
building learning organizations/
work settings, based on values
2. Leadership from a ‘way of
being’ and creating a
productive team
3. Co-creating from the future
Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918
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2. Leadership
Exercise: where to look, at which place?
Spot connection, speech, thoughts and emotions:
1. How do I receive difficult messages?
2. How are difficult messages given by me received by the
other person?
Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918
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2. Leadership
Where to look: at which place?
Levels of communication
Content
Procedures
Process
One’s belief system
Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918
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2. Leadership
Exercise: Content, procedure, proces, one’s
belief system
Picture in your mind a meeting and watch the
content, the procedures and the process.
- How effective was this meeting?
- Decisionmaking with commitment?
- What doesn’t work? What is in the way?
Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918
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2. Leadership
One’s belief system: difficult to see
• ‘Fish, tell me what is the
colour of the water you’re
swimming in?’
• The fish may well answer:
‘Water? What’s water?’
• Your watercolours are as it
were a Blind Spot
(Scharmer, 2009)
Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918
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2. Leadership
One’s belief system: how to hit your blind spot?
How to hit your blind spot?
• Make a commitment to a measurable,
visible result
•
Inquiry and Coaching on the progress on
this result: inquiry without judgement
good / bad
•
This produces insight in behavioural
patterns and your ‘way-of-being’: acting
‘more of the same’
•
Opens the possibility of acting differently,
adequate to a given situation
.
Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918
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2. Leadership
One’s belief system: inside mirrors outside
Result (content)
Situation
‘Way-of-Being’
Behaviour
Rogers, C, 1980, Way of Being,
Pentland, S, 2008 Honest Signals,
Norbu, N, 1983, The Mirror
Karssiens, A. et al., 2012
Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918
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2. Leadership
‘Way of being: two different‘ways of being’
– Based on righteousness, judgements and opinions
• Looking for a dual perspective good-bad
• Skilled incompetence (model 1 Argyris)
• ‘Powergame’ based on being right: ‘yes-but’-conversations
– Based on‘being possibility
• Feeling free
• Acting adequately in a given situation
(Collin, J., 2010)
(Karssiens, A. et al, 2009)
Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918
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2. Leadership
‘Way of being’shows in‘yes-but’-conversation
‘Yes-but’-conversation costs:
• Relation
• Freedom of speech is small
• Energy, stress, health
• Vitality
Yes-but-conversations credits:
• Dominating, “don’t you tell me what
to do”
• Rightness: I am good, you are bad
• Justify: ‘yes-but’-conversation
• Take no responsibility for
unconscious drives (success formula
– stoprule)
• Not recognising differences
.
Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918
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2. Leadership
‘Way of being’exercise:‘yes-but’-conversation
3 persons:
Together find your own example of a‘yes-but’
-conversation that took place last week.
Work or private.
Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918
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2. Leadership
‘Way of being’pattern:
One’s belief system pattern success formula – stoprule
• Basic assumptions success formula:
• ‘I always want to win’
• ‘I always know the details’
• ‘I always have everything under control’
• ‘I am always enthusiastic’
• Basic assumptions that stop you (‘stoprule’):
• ‘I am not respected’
• ‘I feel unheard’
• ‘I don’t belong to them’
• ‘I am not accepted’
• ‘I am not recognized’
Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918
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2. Leadership
‘Way of being’exercise: succesformula - stoprule
3 persons
• What are your 2 best talents?
• How is it connected to a ‘stoprule’?
• What would it look like if not connected to a‘stoprule’?
Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918
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2. Leadership
‘Way of being’: creating a possibility
Two different ways of thinking:
• Think the present from the past
• Create the present from the future
past
present
Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918
future
21
2. Leadership
‘Way of being’: creating posibility
– Create the future as a possibility (Jaworski, J. et al, 1996)
– Space for not-knowing (Taleb, N, 2008)
– Space for trust beside working in coalitions (Jansen, W. et al,
2007)
– One can see and accept differences (‘Negative capability’, French)
Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918
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2. Leadership
Building learning organizations/work settings,
based on values
1. Leadership from a‘way of being’: open heart,
open mind, open will
2. Co-creating with a team from the future
3. Building learning organizations/work settings,
based on values
Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918
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2. Leadership
Building learning organizations/work settings,
based on values
Work definitions of leadership:
– Being possibility
– Creating possibility for a team and produce ResultPlus
– Creating leaders by guidance on the 4 attitudinal aspects of leadership:
commitment, responsibility, being in relation and integrity;
– Being agile in behaviour
– Having freedom with discipline
(Karssiens, A. et al, 2009)
Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918
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2. Leadership
Examples of themes of the lectures
• Etics, values & wellbeing, and desirable results
• Mind, voice, body: Meditation
• Life-long learning and improving the processes of
producing
• Building Network organizations in context: Social
media
• Innovation that travels.
Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918
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1. Design of the program’s outcome
1.
Lead a project and produce results
1.
Have skills concerning leadership
2a. One can act in the 4 attitudinal aspects of Leadership
2b. One can take on coaching and one can give coaching
2.c One can create leaders by guidance on the 4 attitudinal aspects of
Leadership
2d. One can think in possibilities from the future
3.
One can think conceptually and imaginatively
Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918
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1. Design of the program’s activities
•
Offering knowledge and insights about Leadership and Change: both experientially
(learning by doing) and academically
•
Delivering of a project
•
Monthly multi-day training, location: campus UT
•
Weekly ½ hour Skype-coaching on the progress in the project
•
Workshop coaching for the Peer coaches
•
Lectures on Change Leadership in the area of Research, Design and
Entrepreneurship/Management
•
Writing a final paper: academic and experiential reporting
Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918
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1. Design of the program’s timing
•
Duration: 3 Quartiles
(mid November 2013 – mid June 2014: effectively 25 weeks)
•
Time consumption:
-
•
Delivering a project
In total: 11 multi-days training
Workshop coaching for the Peer coaches
Weekly ½ hours Skype coaching by professionals (12 weeks) and peer coaching (13 weeks)
Lecture
Writing a paper
Coaching structure:
13 weeks Peer coaching
Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918
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1. Design of the program’s format
Leading a project
- Being possibility, Creating possibility and Producing ResultPlus with the team
- ½ hour a week individual Skype-coaching on progress in the project
- Lectures in Change Leadership in the area of research, design & entrepreneurship/
management
Recruiting
Project-
Workshop I
Workshop II
Workshop III
Workshop IV
&
management
Result-
Leading,
Progress in
’Way-of-being’-
Change and
Leading and
create
Selecting
Behaviour
Productive Team
Possibility
Workshop VI
Presentation
of the ResultPlus
In the Project
project and
coaching
Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918
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3. PhD research
Longitudinal Research
Research questions
What are the working ingrediënts of this leadership program?
–
–
–
–
–
The effect of the used leadership concepts: 2 years later?
The results in the projects: 2 years later?
The role of Skype & Peer coaching?
The design of the Change Leadership program: experiential learning and lectures?
The way of being of the trainers and coaches?
Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918
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3. PhD research
Articles written
1. Karssiens, Amaranta et al (2012) a. Feeling Responsible versus Acting Responsibly: A
Contribution of a Leadership Program Journal of Management Development
Winner of the Copenhagen Business School Award for the outstanding field report paper on
Management Consulting, Academy of Management (AoM) 2010
b. ‘Verantwoordelijkheid Voelen versus Verantwoordelijkheid Nemen: De Bijdrage van een
Leiderschapstraject in een penitentiaire organisatie,’In: Cultuurverandering: Mythe of
Realiteit, blz 154-161, Kluwer 2009
2. Karssiens, Amaranta et al (2009) a. Results-orienterd Leadership: Leading from Images and
Abundance for Results Under review
b. Leidinggeven vanuit verbeelding en overvloed: Een perspectief op resultaatgericht
leiderschap. M&O, Tijdschrift voor Management & Organisatie, 63(5): blz 58-76
3
Karssiens, Amaranta et al (2012): Leading with Sensory, Emotional and Cognitive Intelligence:
Creating Space in Patterned Thoughts and Behaviours Under review
see www.raakconsultancy.nl
Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918
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3. Publications of prof.dr.C.Wilderom (UT-MB)
on Leadership
•
A longitudinal study of the effects of charismatic leadership and organizational culture on objective and
perceived corporate performance Leadership Quarterly 23, 835-848, with Peter van den Berg & Uco
Wiersma, 2012
•
Human dynamics and enablers of effective Lean team cultures and climates. Invited, reviewed chapter for
the prestigious Annual (Wiley-Blackwell) Book series: International Review of Industrial and Organizational
Psychology, with Desiree van Dun, 27, 115-152, 2012
•
Failed culture change aimed at more service provision: A test of three agentic factors Journal of
Organizational Change Management 25, 3, 364-391 with Petra Jorritsma, 2012
•
Transformational leadership as a mediator between emotional intelligence and team outcomes Leadership
Quarterly 22, 4, 591-603, with Sylvia Hur & Peter van den Berg, 2012
•
Leren van presteren op de werkvloer via zelfontwikkelde prestatie-indicatoren M&O Tijdschrift voor
Management en Organisatie vol. 65, no. 5 sept/okt p. 60-79, with Marianne Gravesteijn, Frank Evers &
Martijn Molenveld, 2011
•
Gegeven de duale loyaliteit van wetenschappers aan universiteiten: Combineer professiegebonden en
institutionele ethiek Tijdschrift voor Hoger Onderwijs 28 (2) 62-82 with Andre Nijhof & Marlies Oost, 2010
•
Cultural and leadership predictors of corporate social responsibility values of top management: A GLOBE
study of 15 countries, Journal of International Business Studies 37 (6), 823-837, with Waldman, D.A De
Luque, M.S., Washburn, N., House, R.J., Adetoun, B., Barrasa, A., Bobina, M. and others
c.p.m.wilderom@utwente.nl http://www.utwente.nl/mb/ba/staff
Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918
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Other relevant literature (1)
•
•
•
•
•
•
•
•
Collins, J. (2010), Good to Great, Business Contact, 18e druk, Harper Collins
Jaworski, J. et al, (2011) Synchronicity, the inner path of leadership, Berret Koehler
French, R. “Negative capability”: Managing the confusing uncertainties of change. In: Journal
of Organizational Change Management 14 (2001), No. 5. p. 480-492
Hargadon, A. (2003), How Breakthroughs Happen: The Surprising Truth about How
Companies Innovate (Harvard Business School Press, 2003).
Kahane, A. (2010): Power en Love, a theory and practic of social change, Berret Koehler
Karssiens, Amaranta et al (2012): Feeling Responsible versus Acting Responsibly, to be
published in Journal of Management Development, Emerald. Winner of the Copenhagen
Business School Award for outstanding fieldreport paper on Management Consulting,
Academy of Management (AoM)2010
Karssiens, Amaranta et al (2009): Leidinggeven vanuit verbeelding en overvloed: Een
perspectief op resultaatgericht leiderschap. M&O, Tijdschrift voor management &
organisatie, 63(5): 58-76. ’Result-oriented leadership, a perspective from imagination and
abundunce’, Under review in English Journal, see www.raakconsultancy.nl.
Karssiens, Amaranta et al (2012): Leading with Sensory, Emotional and Cognitive Intelligence:
Creating Space in Patterned Thoughts and Behaviours, Under review
Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918
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Other literature (2)
•
•
•
•
•
•
•
•
Norbu, C. N. (1983) The Mirror: Advice on the Presence of Awareness. New York: Barrytown
Limited
Pentland , S. (2008) Honest Signals, MIT Press
Rogers, C. R. (1980) A Way of Being. Boston: Houghton Mifflin
Scharmer, C. O. (2009) Theory U: Leading from the Future as it Emerges: The Social
Technology of Presencing, Berrett Koehler
Scharmer, O. (2009) The Blind Spot of Economic Thought: Seven Acupuncture Points for
Shifting to Capitalism 3.0. Paper prepared for presentation at the Roundtable on
Transforming Capitalism to Create a Regenerative Economy, MIT, June 8-9
Senge, P. et al (2010) The Necessary Revolution, Nicolas Brealey
Senge, P. (1990) Leaders new Work: Building learning organizations, In: Sloan Management
Review, Fall, MIT Press
Varela, F.J. (1999): Ethical Know-how: Action, wisdom, and cognition. Stanford, California:
Stanford University Press
Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918
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Leadership
‘Way of being’ exercise: one creates
1.
Take a person in front of your eyes which
you don’t like so much.
2.
What are the judgment you have about this
person?
3.
In a minute you have a conversation with
this person. You have the door latch in your
hand, you open the door, you see the
person sitting around the table.
4.
What is happening in the conversation?
Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918
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