Polyarchy Reflections

A633.9.3.RB – Polyarchy Reflections

The polyarchy concept was interesting for me in the beginning.  It took me a few weeks to completely understand this concept.  Under this concept there are a few ideas which if used could provide benefits to organizations and leaders.  Under traditional oligarchy there is an emphasis on leadership from the top.  Most organizations under this concept are structured like a pyramid with one person on top who is in control and makes decisions for the many (Obolensky, 2014).  This leadership structure is the same as the pharaohs in Egypt, emperors of China or Kings who ruled England.  Most organizations are similar in that they only have one CEO.  So as you can see this is structured the same as organizations were structured thousands of years ago.  The polyarchy approach looks to change this top down, the buck stops here, ruler says all mentality and shift it to focus on everyone in the organization contributing. 

Some concepts under the polyarchy approach which have implications on leaders and organization include the bottoms up leadership approach.  The Obolensky text (2014) discusses the idea that in a normal organization 90% of all solutions to any issues come from the middle and bottom levels within the organization (pg 37, figure 4.2).  If this is true then why do organizations feel that 100% of the leadership and decisions should come from one leader?  The bottoms up approach to leadership looks to incorporate all levels of the organization into the strategy development, decision making and overall running of the organization.  This idea makes people feel more involved, creates a strong team atmosphere, increases innovation and overall morale of the organization.  Incorporating aspects of this approach would be very beneficial to the success of your organization and would have great impacts throughout.

          Another aspect of polyarchy is the development of followers (Obolensky, 2014).  Developing followers is essential to the polyarchy structure and also beneficial.  By developing followers within your organization you are increasing their confidence and motivation.  If you have followers who do not fear initiative but rather take challenges head on and run with them you are helping develop their leadership potential.  This is in essence grooming them to maybe one day step up into actual leadership roles or positions.  Any time you can increase motivation and innovation it is a recipe for success.  As a leader if you can develop your followers you will have big impacts on your organization.

For future development the use of the 70-20-10 model would be very beneficial.  This is a model in which 70% of your time should be devoted to mastering you core competency, 20% on related projects and the final 10% devoted to side projects and learning new skills (Groth, 2012).  Most organizations pay their individuals to perform a task or produce something.  With this in mind why would you not focus much of your time on master the thing you are being paid to do?  This in turn will help you focus on the bigger picture and help in the development, implementation and adaptation of strategy within your organization. By mastering you skill you can focus on things that are going well and things which may need improvements.  However, by not focusing only on those aspect you still allow yourself opportunities to grow and learn new things which will also help you while developing strategy because you have a broader sense of what’s going on.     By splitting up your time you can attempt to make a more well-rounded assessment when dealing with the strategy within your organization. 

 

Groth, A. (2012). Everyone Should use Google’s Original ‘70-20-10 Model’ to Map out Their

Career. Business Insider.  Retrieved from: http://www.businessinsider.com/kyle-westaway-how-to-manage-your-career-2012-11

Obolensky, N. (2014). Complex Adaptive Leadership Embracing Paradox and Uncertainty (2^nd

ed). New York, NY. Taylor & Francis Group.

 

How do Coaches Help?

A633.8.3.RB – How do Coaches Help?

Coaching is a vital and important part of leadership.  While many feel that coaching is not a definable concept.  Cathy Joy however, feels different.  She is a coach and product designer for Interaction Associates (von Hoffman, 1999).  She feels that coaching means helping people define clear goals and setting specific time frame in which to achieve them.  These goals can be a wide variety of goals which all require some form of help to achieve.  When a leader calls on the needs of a coach they are looking for some specific help.  A coach will help personnel with identifying their unique strengths and weaknesses (Goleman, 2000).  If the leader or client is looking to a coach they have already taken into account their own personal and professional issues as well as the possible options.  They have in essence taken an inventory of these and then tried to work out and solve these issues with little to no success.  The coach will come in and help to identify their where they are falling short and take these weaknesses and tie them to their personal goals and career aspirations. Coaches will help in establishing long term development as well as ways to conceptualize plans for completing their goals.  Coaches also are excellent at providing feedback and dialogue.  When a coach challenges personnel with tasks they allow them to complete them no matter what the outcome will be.  Coaching in this manner helps ensure people know what is expected of them and how they fit into the organization.  The dialogue also helps show how personnel fit into the larger vision and strategy within the organization.  In the end coaches are normally brought into a situation when there are issues within the organization.  Coaches bring in new ideas and concepts to help people when they are stuck or having difficulties with certain aspects.  Coaches will bring in new ideas and thought processes which will help motivate and inspire personnel toward common goals.

How does coaching impact both leadership and strategy?  Coaching affects these two areas quite often.  As mentioned prior a good coach will maintain a constant dialogue with their personnel.  This constant dialogue will ensure those within the organization know what is expected of them and how they fit into the organization vision and strategy.  According to the Obolensky text (2014) coaching is a good technique to bridge the divide between the S1/2 (sell-tell) and S3/4 (involve-devolve) styles.  Coaching also helps move individuals toward level 5 followership.  The GROW model of coaching is a question based technique that uses a variety of open and closed ended questions which can all be used to help develop and implement strategy within an organization.  The GROW model stands for Goal, Reality, Options, Will.  Some questions within this concept could be what would you like to achieve?  What would happen if we fail?  How far are we from the goal?  How could we achieve our goal?  What is the very first step in the process?  As you can see these questions all come into play when developing a strategy within an organization.

Coaching within an organization can make a difference in many ways.   First off coaching can promote confidence as well as motivation for those being coached (GROW, 2016).  Coaching also has positive impacts on productivity and satisfaction of members with the organization.  Coaching also improves communication witch is key to success within organizations.  Coaching can improve interpersonal relationships as well helping people and organization achieve their short and long term goals.

My organization uses coaching every day.  We are always teaching others how to improve their process and procedure to try to increase productivity and keep morale high.  When people are happy to come to work they normally will be better workers and help make the organization a better place.  By using coaching in my organization we ensure everyone knows enough about each other’s job so that if one person is out for any reason than the rest of us can step up and fill in.  We all have the confidence and motivation and understanding to do this and it helps my organization run very smoothly and effectively.

 

Goleman, D. (2000). Leadership that Gets Results. Harvard Business Review, 78(2), 78-90.

The GROW Model. (2016). Performance Consultants International. Retrieved from:

http://www.performanceconsultants.com/grow-model

Obolensky, N. (2014). Complex Adaptive Leadership Embracing Paradox and Uncertainty. New

York, NY. Taylor & Francis Group.

von Hoffman, C. (1999). Coaching: The ten killer myths. Harvard Management Update, 4(1), 4.

 

Leader Follower Relationship

A633.7.3.RB – Leader Follower Relationship

After taking the test at the beginning of chapter 10 in the Obolensky text (2014) I scored highest in strategy 2.  This strategy is the “selling” strategy which consists of high people and high goals.  This strategy is based on the concept that personnel own the solution to the problem or challenges at hand.  The leader in this idea wants more than just acceptance and compliance from followers.  He or she wants those who are on the team to be a part of the solution and understand the reasons why they are being tasked to do what they have been tasked with.  The leader needs to ensure the followers know and understand the benefits of the situation and how to get these benefits match the follower’s needs.  This style of leadership requires “buy in” from followers and not just blind following because they feel they have to due to authority or need for a job.  When working as a team this approach enables the most cohesive and collaborative efforts to achieve the goal at hand.  This is done by a questioning approach which asks a series of which work to uncover the situation.  This is followed by questions which lead to matching the problem then the implications of the problem.  This leads the group to work toward solving the problem which goes to identifying the underlying need and how what is being sold can meet those needs. 

I think after the last six weeks in this course I feel that if I was placed back in a unit where I was leading large teams or many personnel my approach toward leading and followers would be different.  Even though I am a senior non-commissioned officer in the military I believe that upward leadership approach has many benefits.  First off I have mentioned several times before that people are entering the military now much more educated than they were 15 or 20 years ago.  So while the military is a rank based hierarchal system those with lower ranks still have much to contribute.  These lower ranking personnel can help develop and implement strategy, lead smaller teams of people in accomplishing goals and tasks and training and motivating others within the organization.  I also think I will utilize more of an empowering approach with my followers.  CEO Ralph Stayer of Johnsonville Sausage took the empowering approach to new levels within his organization (Stayer, 1990).  He took an approach were he actually was trying to make his job not needed within the organization.  He put all of the power in the people’s hands who worked for them and made them not only feel valued within the organization but they were key to the success of the company.  When there were issues with taste testing he made those who made the sausage do the taste testing.  If concerns rose dealing with training he created coordinators and coaches.  All personnel within the organization were called members and not employee or subordinate.  This might be one of the best examples of an empowering leader for any company there is.  These changes brought in massive benefits for Johnsonville and this type of mentality is still practiced in the organization today.

For future goals and objectives in leadership this changing mentality can only in my mind help my leadership potential.  According to Dr. Warren Bennis “Management is getting people to do what needs to be done.  Leadership is getting people to want to do what needs to be done.” (Handbook, 2015).  I believe as a leader if you can create this type of atmosphere within your organization there should not be much that can stand in your way.  People with authority can tell people what to do and for them ost part people will do it (as long as they want a job).  However, when followers know their leader trust them and has their back and will empower them to make decisions and complete tasks without fear of losing their job more should get accomplished.  These followers are the ones who will have the dedication and motivation to accomplish any mission and no matter what change or situation comes up will meet the challenge head on.  As a leader my goals are to succeed at whatever task I am charged with.  I think by using this empowering, bottoms up approach to leadership achieving these goals can be attainable.     

The Airman Handbook. (2015). Department of the Air Force Publication. Retrieved from:

http://static.epublishing.af.mil/production/1/af_a1/publication/afhandbook1/afhandbook1.pdf

Obolensky, N. (2014). Complex Adaptive Leadership Embracing Paradox and Uncertainty. New

York, NY. Taylor & Francis Group.

Stayer, R. (1990). How I Learned to Let My Workers Lead. Harvard Business Review, 68(6),

66-83.

 

Circle of Leadership

A633.6.4.RB – Circle of Leadership

 In my current section we have a very strong level of followership and upward leadership.  Figure 9.5 in the Obolensky text (2014) shows the “vicious circle for leadership”.  Within this circle the following happens: 1. Follower asks for advice – this demonstrates low skill to the leader. 2. The leader then gets concerned. 3. The leader now feels he or she must take a more hands on approach. 4. This then leads to the follower having lower confidence. 5. This lower confidence makes the follower think they need to defer more.  This situation is partly to blame on both the leader and the follower.  The leader should take a more active role in training and mentoring their individuals so that the follower has the confidence and skills required to make the right decisions when faced with a situation.  In my current organization we are not only encouraged to make decisions at the appropriate level we are expected to.  My supervisor briefs all personnel when they enter the section that we have all been selected to be in the office because we have proven ourselves and we are trusted.  This initial feedback automatically sets new personnel in our office up with a boost of confidence.  The article Managing Your Boss discusses developing and managing relationships with your boss (1993).  The article states that a good working relationship with your boss can help accommodate differences in work styles.  I think this is key to helping with this cycle as well.  If you can develop a good relationship with your boss you will know the times you need to seek their approval or advice.  A good tip would be to simply ask your boss what they would like to be informed of.  I think this would surprise some leaders and managers however, it would help you establish a framework of things which need the bosses’ approval and things you could handle at your level.  This thought would also help the boss to empower and delegate.  If you show the initiative and your boss notices this he or she may be more inclined to delegate the decision making down to your level.  According to the Obolensky text (2014) behavior breeds behavior and this give and take relationship between leader and follower will grow and the follower should be able to move to a more level 4 or even 5 follower.  Once you can learn the leader’s preferences the vicious circle should be drastically reduced.  Not saying that all leadership involvement should go away.  The leader of any organization should have a good understanding of what is going on at any given time however, does not need to be in every minute detail of the way things are going.  I think a better circle that a leader can develop is: 1. Establish a relationship with those you expect to be followers in the unit. 2. Set clear ground rules for the things you want your people to approach you with. 3. Empower your personnel to make decisions at their level within the organization. 4. Mentor your personnel and train them so they clearly understand the goals and objectives within the organization. 5. Reap the benefits of a workforce who are all level 4 or 5 followers. 

Within my current organization we do not have different departments such as finance, accounting, and operations we have separate functions.  We deal with unit inspections, wing wide exercises and complain resolution.  We all report to one individual who manages all three functions.  This is the type of circle he instilled when he took over.  He met with all personnel in the section (10 others) in a group and individually.  He went over his goals and how he liked things, he discussed each individuals responsibilities and set clear objectives for all of us.  He let us all know what he needed to know about and this was pretty much just for his situational awareness.  He does not get down in the weeds and if one of the people on the team makes a decision he will stand behind us and support us.  This attitude toward leadership and his ability to embrace upward leaders helped our office win the best Inspector General office within our Major Command.  This was out of 20 other Inspector General offices. 

 

Gabarro, J. J., & Kotter, J. P. (1993). Managing Your Boss. Harvard Business Review, 71(3),

150-157.

Obolensky, N. (2014). Complex Adaptive Leadership (2nd ed).  New York, NY: Taylor &

Francis Group.           

Reflections on Chaos

A633.5.3.RB – Reflections on Chaos

•Play the chaos game with a group of people (see Complex Adaptive Leadership (Obolensky, 2010) Chapter 6, or watch the above video.)

•Create a reflection blog on what this exercise meant to you and how it impacts your understanding of chaos theory, include the implications that this has on strategy.

The chaos game is devised to show how randomness and that the more complex things are the less traditional leadership is required.  Once the leader puts in place defined principles and established parameters the group can become self-leading (Obolensky, 2014).  After discussing the rules of the chaos game with the subjects involved many felt this was going to take an extreme amount of time to complete if it could be completed at all.  The chaos game is a great example of the ideas within the four + four concept.  As the leader you must establish a set of clear individual objectives, followed with a few simple rules and finally establish a clear boundary.  After conducting this experiment I feel that the ideas and principles behind chaos theory are relevant and true.  I would like to see this tried with the variations of adding a “leader” to the game.  I assume that the addition of a chosen leader to direct the group could add layers of bureaucracy and in the end would create tension and add difficulty to the test.  I think it would be interesting if the group however, did not know that person had been chose to be the “leader” and during the test just began to direct and make comments on how the group should complete the task.  I think this “go-getter” would create unease and then the rest of the group members would begin to speak their minds and next thing you know you simulation is out of hand and you will not accomplish the objective.    While I do not think the results prove in any way the traditional oligarchic approach to be wrong it is fascinating to see how a leadership role can hinder what was originally viewed as a very complex task.  I think the idea of addressing complex issues in this fashion is interesting however, not the answer all the time.  In the right circumstances and if the right criteria are met however, the use of this idea and principle could be used most effectively by leadership.   

Obolensky, N. (2014). Complex Adaptive Leadership (2nd ed).  New York, NY: Taylor & Francis Group.

Changing Dynamic of Leadership

A633.4.3.RB – Changing Dynamics of Leadership

The exercise in the Obolensky text (2014) discusses how solutions to issues which actually made change within the organization.  The research looked into specific areas where “step-change” had occurred.  This change was a sweeping change throughout the organization which included areas such as strategy, culture, and re-organization.  All of the changes looked into delivered great results into the organizations they affected.  I have discusses during this module a lot of how I think this approach to ward leadership works within the military rank structure.  I think this shift in leadership and the results of the study conducted in chapter four have to deal at lengths with what I have stated in other posts.  I believe the shift in leadership is due to the increase in education that all personnel are entering the workforce.  I also feel that there has been a tremendous shift in the way leaders are empowering and providing feedback to those who they lead.  The text discusses how more dynamic approach to leadership is not for the leader to just stand in front of their personnel and answer questions but to have an in depth discussion and have questions and answers flow both ways.  I think this is one way good leaders can empower those to think outside the box and feel comfortable questioning their leaders on thing they do not think are going well.  This dynamic approach also empowers the work force because if they see the things they discuss with their leaders come to fruition then they will feel as if they have a voice and that their leaders genuinely care for them and their concerns. 

Another way I think this change in leadership is happening is because of the amount of feedback personnel receive.  The Kelley article In Praise of Followers (1988) discusses the importance of performance evaluations and feedback for followers.  I believe this stressed importance of these items shows those who are not in leadership positions what it takes to be a leader.  I also believe that through evaluation and feedback you are mentoring and growing your replacement.  As a 17 year member of the United States Air Force I always used to hate when those who out ranked me would say “you just don’t see the whole picture”.  I felt this statement was not what a good leader should be telling those below.  My view was always well what will happen the day you are not here?  Who will know the whole picture then?  If you are not growing and mentoring your replacement than you are failing as a leader.  The Kelley article discusses rating personnel on both their ability to lead and to follow on the same scale (1988).  By doing this you can show those who are receiving the feedback how they shift between roles and the importance of the ability to do so.  Once again the levels of education plays an important role in this empowerment of individuals.  Due to higher levels of education and understanding personnel have when they enter the job the leader can levy much more on their followers than previously.    

If a truly bottom-up style of leadership was to be successful within the military the whole concept of rank and precedence would have to be altered.  When one enters the military they go in knowing that it is a highly structured hierarchy which authority stems from the rank and position one holds.  The military would have to adjust to a more corporate style of operating and not base all decisions on strictly rank and position. 

If this style system was incorporated there would be some changes in the way strategy is developed.  For one the use of the more dynamic question and answer sessions between leaders and followers discussed in the Obolensky text would help the thoughts and ideas of those who are on the ground doing the work have some say in the development of strategy.  It would not just be forced from the senior leaders down the chain.  This style of leadership would also warrant a more emergent strategy development process.  The emergent development process is one which is the cumulative effect of the day to day decisions made by middle managers, engineers, salespeople, as well as other lower level staff personnel (Christensen &Donovan, n.d.).  By basing the decision on strategy by what those within the workforce want or see you are using a bottom-up approach to leadership.

Within many organizations there is a shift in the style and approach to leadership that is taking place.  This shift has the leader of the organization using a bottom-up approach.  They are using this approach to engage those who work for them and having them be part of the decision making process.  There are a few reasons why this shift is transpiring one of which is the amount of education people are entering organizations with now.  People are more educated and smarter than ever before and these people bring with them a wealth of knowledge and ideas.  This new knowledge base is giving leaders the ability to empower their personnel to do much more than leaders used to be able to.  With this new empowerment personnel within the organization are much more apt question leaders and bring new ideas and issues to the forefront.  Another link to this new leadership approach is the amount of feedback and personal evaluations that take place within organizations.  People are grooming their replacements much more than what used to happen.  Training those they work with to do their job and mentoring them which builds their confidence and leads to more productive and innovative workers.  This new motivation and innovation will also help with the development and implementation of strategy within the organization.  Leaders who utilize this approach have more options and inputs to help them with the development of strategy.  This also helps by giving the workers by in because they feel they are part of the organization and more apt to help carry out the strategy. 

Christensen, C. M., & Donovan, T. (n.d.). The Process of Strategy Development and

Implementation. Innosight. Retrieved from:  http://www.innosight.com/documents/The%20Processes%20of%20Strategy%20Development%20and%20%20Implementation.pdf

Kelley, R. (1988). In Praise of Followers. Harvard Business Review, 66(6), 142-148

Obolensky, N. (2014). Complex Adaptive Leadership Embracing Paradox and Uncertainty. New

York, NY. Taylor & Francis Group.

Complex Adaptive Systems

At Johnsonville Food Inc. they have a very interesting way of doing business.  They have created a culture within their organization that makes people want to be there.  They call this the “The Johnsonville Way” (Johnsonville, 2014).  Within this culture they treat their employees as members of a team and not as just an employee.  They also put their members first.  Within Johnsonville they work toward using the business to build employees and not using employees to build the company.  Within the organization they base their culture on five guiding principles.  These principles help them create this team environment.  The five guiding principles are: We work as a team, we win as a team, we coach because we care, we live up to our promises, we learn for life, and we help our customers become great.  They are striving to become the best company in the world.  They hope to achieve this excelling in defining and then serving the best interests of those who have a stake in the company.  A complex adaptive system (CAS) is a system which develops teams who perform tasks as there is a need (Obolensky, 2014). The main cornerstone of this type system are clear people processes and policies, sound flexible information and communication system as well as a transparent, inclusive or flexible strategy development process.   These types of systems share information openly, have very informal hierarchy, if there is a formal hierarchy it is quite flat, and focuses more on meeting the needs and expectations of external stakeholders than actually running the company.  In the Johnsonville culture statement it states that they actually recognize that their culture is not the right fit for everyone, but the members truly see the value and benefit it provides (Johnsonville, 2014).  Sometimes a CAS is not the nicest place to work (Obolensky, 2014).  These types of business may contain a greater emphasis on personal responsibility while not tolerating underperformance.  These types of organizations may contain stricter policies or processes. 

            Within the United States Air Force (USAF) this type of CAS would not work.  The USAF has a long standing tradition of rank and hierarchy.  Along with this there is a no fail mission.  The USAF may meet some concepts of the CAS but not all.  There is a strong team formation concept within the USAF.  Within many different career fields throughout the USAF this team concept is key.  However, within this concept there is still ranks and with these ranks comes leadership.  The top down hierarchical approach is what suits the USAF.  While encouraging better communication from the lower ranks is becoming more prevalent within the USAF have a CAS approach would not work.  With the way the younger generation is today however, the USAF should move to a more open organization with communication.  While within the military there is a very rigid rank structure this does not mean that someone with low rank cannot contribute to the unit.  People are more educated and are coming up with innovative and improved ways to accomplish things.  As higher level leaders within the military you need to be more willing to listen to those who are younger and junior in rank because the next big idea just might be that idea from the young airman or solider.  While a completely CAS organization would be detrimental to the mission of the military certain aspects of it could be incorporated which would help with adapting and evolving with the changes in environments.

Obolensky, N. (2014). Complex Adaptive Leadership (2nd ed).  New York, NY: Taylor &

Francis Group.

Johnsonville.com. (2014). Our Culture. Retrieved from:

            http://jobs.johnsonville.com/why-johnsonville/our-culture.html