A Way of Being.

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Nov 16, 2013 (3 years and 6 months ago)

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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

1

TGS
-
Question
MSc
Honors

Course


Develop
Change Leaders in the
Areas of

-
Research (
O
nderzoek
)

-
Design (
O
ntwerp
)

-
Entrepreneurship
/
O
rganizing 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

2


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

3









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

4

1. Design
of the
program’s

activities

Activities
:


Engaging

and

d
elivering

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

5


1. Design
of the
program’s

f
ormat


Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

6

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
L
eadership in the area of
research, design
& entrepreneurship/

management


Recruiting

&

Selecti
n
g


Project
-

management

Workshop I

Result
-


Way
-
of
-
being

-

Behaviour

Workshop II

Leading
,

Change

and

Productive

Team

Workshop III

Leading

and
create

Possibility

Workshop IV

Progress

in

project and

coaching

Workshop VI

Presenta
tion


of the ResultPlus

In the Project

2. Format
of the
workshop:

i
nquiry


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










7

2.
Leadership


D
ifferent
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

8


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

9


2.
Leadership

Exercise
:
w
here

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

10


2.
L
eadership



Where

to

look:
at
which

place
?


Content

Procedures

Process

One

s
belief system

Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

Levels of communication

11


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

12

2.
Leadership


One

s
belief system:
d
ifficult

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

13

2.
L
eadership


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








.

14

2.
Leadership


One

s
belief system:
inside

mirrors

outside

Situation


Result (content)


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

15

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

16

‘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

2.
Leadership


Way of
being

shows in

yes
-
but

-
conversation









.










17

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

18


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

19

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

20


2.

L
eadership


Way of
being

:
c
reating

a
possibility



Two

different
ways

of thinking:


Think

the present
from

the past


Create

the present
from

the
future


past


present



future

Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

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

(

N
egative

capability

, French)










Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

22

2.
Leadership

B
uilding
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

23


2.
Leadership


B
uilding
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












Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

24

(Karssiens, A. et al, 2009)

2.
Leadership

E
xamples

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

25

1. Design
of the
program’s

o
utcome

Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

26


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











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

27

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

28


1. Design
of the
program’s

f
ormat


Proposal Honors Course Master Talents: Change Leaders in Research, Design & Management 20120918

29

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
L
eadership in the area of
research, design
& entrepreneurship/
management


Recruiting

&

Selecti
n
g


Project
-

management

Workshop I

Result
-


Way
-
of
-
being

-

Behaviour

Workshop II

Leading,

Change

and

Productive Team

Workshop III

Leading

and
create

Possibility

Workshop IV

Progress

in

project and

coaching

Workshop VI

Presenta
tion


of the
ResultPlus

In the Project

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

30

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,

I
n:
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

31

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

32

Other

relevant
literature

(1)



Collins, J. (2010),
Good

to

Great,
Business Contact, 18
e

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

33

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

34


L
eadership



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

35