Running head: QUANTUM LEADERSHIP: SHORT PAPER 2
Quantum Leadership: Short Paper 2
Patricia L. Garansuay
Wayland Baptist University
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QUANTUM LEADERSHIP: SHORT PAPER 2
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Quantum Leadership: Short Paper 1
Having previously addressed the challenges that quantum leaders now face in the areas of
technology, innovation, and the changing landscape of leadership techniques and styles, it is now
necessary to focus in on the “human” element. That is the complexities associated with conflict
management, crisis and change, and the idea of “living” leadership: vulnerability and risk taking.
Successful quantum leaders must understand the basic elements of conflict management and
learn the essential skills associated with resolution processes. Additionally, those in leadership
positions must also understand the requirement to be prepared for the unexpected (PorterO’Grady & Malloch, 2011.) Predicting and adapting to the crisis associated with change is
unavoidable during these challenging and rapidly evolving times. Lastly, and a recurring theme,
managers and leaders today must become comfortable with the fact that there are no longer
“subject-matter-experts” in today’s world. As discussed by the authors of Quantum Leadership,
the new challenge if that leaders become comfortable with “information management…to
become competent as information access finders and relationship makers” (Porter-O’Grady &
Malloch, 2011.) To be successful in this endeavor will require a certain level of risk-taking and,
ultimately, open vulnerability.
Conflict is, simply put, unavoidable. It is one of those fundamental key components of
the human experience. Avoiding conflict is not possible so finding ways to properly manage it is
a key skill and task that must be developed by today’s leaders. Looking at conflict as a way to
make progress towards positive change is necessary. Conflicts provide opportunity for growth
and transformation and should be viewed as yet another tool for the quantum leader (Edersheim
& Drucker, 2007.) As noted by our authors, conflict is simply the “indication of the presence of
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differences” (Porter-O’Grady & Malloch, 2011.) It is those differences that can exploited to
reveal new ideas and innovative creativeness.
However, in order for this to occur there must be an environment that openly embraces
and facilitates honest and open discussions. Additionally, there should be the establishment of
congruence between organizational and professional work goals. When there is an alignment
between personal and corporate goals, people feel more open, cooperative, engaged and
supportive with far less frustration and anger (Porter-O’Grady & Malloch, 2011.) The healthcare
environment is particularly frustrating and difficult to work within. With so many influencing
factors, both within and outside of the organizational structures, behaviors and characteristics of
people can lead to conflict, in spite of our very best efforts (Behfar, Peterson, Mannix, &
Trochim, 2008.) When conflicts do arise, and they will, an effective leader must be able to get to
the root of the problem and decide what type of conflict is at hand in order to best assist in its
resolution.
Conflicts typically will fall into one of two categories: interest-based or identity-based
(Porter-O’Grady & Malloch, 2011.) Identity based conflicts in the work place can be
particularly challenging because they stem from an individual’s core need for self-determination,
dignity, and purpose. These needs are influenced by a variety of factors such as culture and
beliefs, sense of self, and values. Each human being has their own unique history and set of life
experiences that make them who they are. It is this vast variance between individuals that make
these types of conflicts more difficult to resolve. Interest-based conflicts on the other hand tend
to take on the form of conflicting or competing ideas and plans. In these situations, leaders
become mediators who strive to get the parties to come to a mutual agreement through
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mediation. Shifting the focus of the parties from a need to “win” to reaching a place of mutually
beneficial understanding is the primary objective.
Successful conflict management is a fundamental part of managing human relationships
in the workplace (Porter-O’Grady & Malloch, 2011.) Today’s leaders must continuously strive
to avoid unnecessary conflict while understanding and embracing the differences unique to each
of their employees. Using unavoidable conflicts as springboards towards positive change by
nurturing and facilitating open and honest communication is critical. Understanding that it is the
unique contributions of the individuals that oftentimes create opportunities for conflict (Tojo &
Dilpreet, 2007) healthcare leaders can responsibly supervise in today’s truly diverse and dynamic
work environment.
What instigates conflict more rapidly perhaps than anything else is the never ending
prospect and reality of change in today’s healthcare environment? It is a well-known
phenomenon that most people simply do not like change. Yet, the one thing that leaders can be
assured of as the normative experience is that change is inevitable. As noted by our authors “all
of the planning in the world and all of the anticipation that accompanies it cannot change the fact
that contingencies are a fundamental part of the human experience” (Porter-O’Grady & Mallock,
2011.) Once we have openly accepted the fact that not all change can be anticipated, it is then
that we are better able to place more attention on developing adaptation and coping techniques to
deal with the consequent crisis that will arise. Crisis can come in many forms, ranging from
natural disasters to war. Humans have formed complex organizational systems and, the more
complex the system, the more likely the onset of a crisis (Porter-O’Grady & Malloch, 2011.)
It is absolutely vital that health care leaders are prepared to confront the unexpected on a
daily basis. The best approach is the development of systematic and integrated plans at the
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behavioral and operational levels within their organizations. The diversity, breadth, and
complexion of the human species have become so complex that it can be both difficult to
understand and manage (Zimmerman, Lindberg, & Plsek, 1998.) This concept is further
elaborated upon by our authors who state that, furthermore, organizations have to be able to
adapt to their changing realities. First and foremost, senior management and leadership must ne
wholeheartedly committed to and invested in the change dynamic (Leban, 2007.) Secondly,
there must be organizational buy-in for both the design of the infrastructure and the processes
associated with the undertaking of work (Porter-O’Grady, 2011.) Lastly, there needs to be efforts
made to understand and convey the importance of a coherent and organized response to change
by everyone within the organization. The introduction of a crisis into an already over-burdened
and stressed healthcare infrastructure creates additional demands that may make balancing the
day-to-day requirements with a crisis impossible (Hamlin, Keep, & Ash, 2001.) A key skill for
today’s quantum leader is the requisite for balancing the long term needs of the organization
against the inevitable event of a crisis.
This task for the quantum leader, the ability to balance the long term needs of the
organization against the ever impending crisis’ that loom overhead seems like an impossible
assignment. This is when “Living Leadership: Vulnerability, Risk taking, and Stretching,”
suddenly, becomes a little more understandable. Often times, the word vulnerability conjures up
negative connotations of weakness or inability. With the previous discussion and
acknowledgment that change is inevitable and the seemingly overwhelming concept that today’s
quantum leaders of health care organizations must be prepared for unavoidable crises, it stands to
reason that leaders must not only know, but show their limitations. This type of vulnerability is
not about weakness of incompetence. It is about transparency and the willingness to employ the
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giftings and talents of other members within the organization to achieve its common goals and
vision. No longer do we live in the days that one person can know and do it all. It is this simple
acknowledgement and the quantum leaders willingness to “give up the quest for certainty to
discover the benefits of fallibility” (Porter-O’Grady & Malloch, 2011) that will, in fact, drive
organizations towards success.
The second step in this process of living leadership is the notion of risk-taking. Like
change, people are not big fans of risk-taking. Why? Because it can produce change! Risktaking involves the element of the unknown and is therefore, consequently, viewed as a negative
and undesirable trait in a leader. However, it is important to note that the role of the leader is to
inspire creativity and to challenge the old ways of doing things. As a result, risk-taking and
calculated change is an integral part of an evolving and dynamic leadership style. Risk taking
doesn’t and shouldn’t be reckless. Small, calculated, and deliberate changes to current systems
processes, also known as “tinkering,” is a great way to learn to take risks because it involves
reconfiguring current practices instead of developing entirely new ones (Porter-O’Grady &
Malloch, 2011.)
Lastly, living leadership is demonstrated by the leader’s willingness to stretch their own
as well as their organizations capacity. Within any organization there can usually be found new
and untapped potential. Learning to mitigate and overcome reluctances to the implementation of
new processes in the face of financial concerns, perceived dangers, and the threat of failure are
hallmark signs of the quantum leader. Stretching and seeking new and dynamic ways of moving
forward requires sharing in the uncertainties of the future, active reciprocity, collaborative team
work, and the strengthening of social connections. Kellner-Rogers (1999) states that a complex
web of relationships characterizes all living systems, to include organizations. Throughout this
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stretching process a lot of knowledge and experience is obtained. The challenge is identifying
what is valuable and what was problematic and then putting this new information to work
towards the common good of the organization (Porter-O’Grady & Malloch, 2011.)
In summary, understanding the human element of Quantum Leadership and exploring the
complexities associated with conflict management, crisis and change, and the idea of “living”
leadership: vulnerability and risk taking are crucial in gaining an invaluable perspective. Dealing
with conflict and being an effective resolution mediator increases the overall effectiveness of any
organization. Understanding the vital importance of “expecting the unexpected” by developing
systematic processes for dealing with change and subsequent crisis’ is a critical variable that
ensures ability to survive over the long run. Finally, being a “vulnerable risk-taking” leader
sometimes means that the challenge now comes in accepting our inability to know it all and
embracing the fact that the best we can hope for as leaders is to become “competent in managing
uncertainty” (Porter-O’Grady & Malloch, 2011.) If able to understand and grasp this new
perspective, one can fully expect to be both a successful and inspiring Quantum Leader.
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References
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