网络建立与领导力开发复杂环境中的领导者 Network Building and Leadership Development: Complexity in Practice

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网络建立与领导力开发复杂环境中的领导者

Network Building and Leadership Development: Complexity in Practice

Omicron Prime MSOD Students Pepperdine University

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DAY 1第一天

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Welcome!欢迎

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• Understand what a Network is and your place in i t

• Reach agreement on current state of col laboration within your network

• Identify major issues to work on• Create desired future state for the

system• Create roadmap to get there

Workshop Outcomes

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• 了解什么是网络识别自己在其中的位置• 就我们的相互合作（网络）现状达成共识• 选择我们开展合作的共同领域• 建立合作系统的理想愿景• 建立实现共同愿景的路线图

工作坊的目标

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• Create a safe space• Open dialogue• Share your stor ies• Respect each other• There are no mistakes here! • Think big!

How will we work together?

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• 创造一个安全的空间• 开放彼此对话• 分享自己的故事• 彼此尊敬• 没有说错话做错事• 展开我们的视野！ Think big

工作坊的方式与规则

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• D a y 1 :– L e a r n a b o u t n e t w o r k– L e a r n a b o u t l e a d e r s h i p– P r a c ti c e n e w l e a d e r s h i p c a p a b i l i ti e s– U n d e r s t a n d i n g a u t h e n ti c c o l l a b o r a ti o n

• D a y 2 : – C r e a t e a c u r r e n t s t a t e n e t w o r k m a p– U n d e r s t a n d h o w t h i s n e t w o r k c a m e t o b e– U n d e r s t a n d c u r r e n t c h a l l e n g e s i n t h e s y s t e m– B r a i n s t o r m a n d r o l e p l a y p o t e n ti a l s o l u ti o n s , u s i n g

L e a d e r s h i p t r a i n i n g• D a y 3 :

– W h a t h a v e y o u l e a r n e d s o f a r ?– C r e a t e a f u t u r e s t a t e n e t w o r k m a p– C r e a t e a n a c ti o n p l a n t o g e t t h e r e– I d e n ti f y a n d c o m m i t t o y o u r r o l e a s a l e a d e r i n t h i s n e t w o r k

Workshop Agenda

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• 第一天 :– 复杂环境中的领导力– 四种领导力的练习– 理解何为真诚合作

• 第二天 : – 绘制网络现状图– 理解网络的形成– 识别网络系统内的挑战– 运用四种领导力，集思广益创造可能性方案

• 第三天 :– 总结我们的学习– 绘制未来合作状态图– 制定实现愿景的路线图– 确定自己作为合作领导者位置

时间安排

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在一个群体里或者系统中相互关联的做着某件事的人或组织A group or system of interconnected people or organizations performing an activity.

网络关系永远在变化和发展中Networks are always changing and evolving.

什么是一个网络关系 network?

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节点Node

链接Links

集线器Hub

网络关系的要Network

Components

岛屿 Island

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网络结构影响个体行为Network Structure Affects Individual Behavior

集中型Centralized

松散型Decentralized

互联型Distributed

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网络关系的好处Benefits of Networks分享资源与人才

Shared resources, shared talents

更多信息来源More sources of information

解决大事的合作力 Collective power to solve bigproblems

相互学习Sociallearning

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复杂环境中的领导力把自己变成导航仪 - 最新脑科学应用Leading in Complex Environments: A Neuroscience

Informed Approach to Use of Self

Terri Egan and Suzanne Lahl

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• Understanding your brain can improve your thinking, performing and relating

• Developing your SPINE (Spiritual, Physical, Intellectual, iNtuitive and Emotional) capacity is linked to effectiveness, resilience and agility

• The promise of neuroplasticity for unlearning limits, habits and patterns

• Tapping into the social brain builds healthy and powerful relationships by balancing empathy with accountability

What is the Brain-Leadership Connection?

Lahl and Egan, LLC 2013

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• 了解大脑可以让我们改进思考能力，提升做事效果，创造更多关联• 调动全身心 (SPINE) 的能力 ( 精神，体力，智力，直觉和情感 ) 与我们做事的效果，稳定性和灵活性息息相关。• 运用脑神经可塑性能够让我们拆除思维局限，改变习惯和行为方式• 连接“社会大脑”（集体智慧）建立健康有效的人际关系，平衡理解与责任的关系。

大脑与领导力是什么关系 ?


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Sources: IBM study of more than 1,500 chief executive officers worldwide KPMG study of more than 1,400 senior executives in 22 countries globally

复杂性是当今的社会规律Complexity is the order of the day


面对复杂善用复杂

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*VUCA WORLD (US Army War College term – Coined weeks before 9/11)

VolatileUncertainComplexAmbiguous

Common Themes - • Globalization• Information

Technology• Economic and

Political Instability• Climate Change

It’s a VUCA World*


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*VUCA WORLD ( 美国军校的一个词汇 –产生于 9.11 时间前的几个星期 )

Volatile 无常性 Uncertain 不确定性 Complex 复杂性 Ambiguous 模糊性

共同课题 - • 全球化• 信息化• 经济与政治的不稳定性• 气候变化

这是一个无序 de(VUCA) 世界 *


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环境复杂乱如麻Complex Environments are Messy


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在你的现实世界里无序现象（ VUCA ）是怎么体现的？How does VUCA show up in

your World?


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全新意识：相互连接与相互依赖Recognition of interconnection

and interdependence

无序世界呼唤…A VUCA World calls for…


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更高境界更大视野A bigger mindset

无序世界呼唤…A VUCA World calls for….


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Vertical Leadership Development: Bridging The Mindset Gap

• Traditional (horizontal) leadership development programs focus on competencies and skill building – Inadequate for complex environments

• New (vertical) leadership development programs focus on growing the mind– Informed by neuroscience discoveries


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竖型领导力发展结构 : 弥合境界的差距• 传统的领导力培训 ( 横向 ) 专注能力和技能建设

– 不适应复杂的社会环境• 竖型领导力的开发着眼于内心的强大

– 基于脑神经科研究的基础之上


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• Ability to work in complex environment• Lead people with deep understanding for engagement,

empowerment, creativity/innovation• Lead company/organization well – triple bottom line • Lead networks• Mentor next generation of leaders

Vertical Development

Why?


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• 提升在复杂环境中工作的能力• 让大家对真正理解什么是参与，赋能，创新与变革• 领导更好地企业或组织 - 三重目标 triple bottom

line （经济回报，社会担当，生态环境）• 领导网络• 知道和提升下一代领导者

竖型发展Vertical Development为什么 ?


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脑神经学的发展促进了竖型领导力的发展

Neuroscience supports Vertical Leadership Development


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Hanson and Mendius (2009)Siegel (2013)

We have learned more about the brain in the last 20 years than in

the entire course of human history


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Hanson and Mendius (2009)Siegel (2013)

在过去的 20 年里人类大脑科学研究的成果超过了人类整个历史研究的总和We have learned more about

the brain in the last 20 years than in the entire course of human history


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1990’s --> Neuroplasticity Proven

Mindful awareness, the power ofattention and INSIGHT changes the brain.

The brain has the ability to constantly lay down new neural paths and rearrange existing ones.


脑通道重塑人的主动意识，注意力选择以及见解的改变可以改变整个大脑

32Lahl and Egan, LLC 2013

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休息BREAK

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动态注意力 : 我们有能力根据意愿调整注意力Dynamic Attention: Our ability to change our focus of attention at will

动态注意力Dynamic

Attention

调动全身心Integrated

Whole Person

Capacity

天然合作力Authentic

Collaboration

战略大局观Strategic

Clarity


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注意力像手电筒Your Attention is like a Flashlight


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The Monkey Mind meets the Fire Hose


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CPA – 注意力分散综合症CPA - continuous partial attention syndrome

CPA 让我们丧失应对复杂多变无确定的能力Undermines our ability to deal with the demands of complexity, volatility and uncertainty

我们生活在“大脑不友好”时代We live in “Brain Unfriendly” Times


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Twitter Curve from http://headrush.typepad.com


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动态注意力调查问卷Dynamic Attention Questionnaire and Activity


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• What are the biggest barriers to your focused attention?

• How often do you unplug? Can you put the brakes on constant activity?

• What would you change if you considered your focus to be a precious resource?

Questions


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• 对于你集中注意力的最大障碍是什么？• 多长时间你就会“拔掉电源”一次？ • 如果你认为自己是一个宝贵资源，你会对自己做出什么改变？

提问：


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使用全身心 SPINE 的能力 – 调动内资源应对外部的复杂局面Integrating SPINE Capacity – Using our Inner Resources to Deal with

External Complexity


Attention


Whole Person

Capacity


Collaboration


Clarity


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• 精神 Spiritual• 体力 Physical• 智力 Intellectual• 直觉 iNtuitive• 情感 Emotional

“ 脊梁” - 全身心的能力SPINE is the Backbone of Integrated Capacity


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SpiritualSense of meaning, purpose and community at work

PhysicalUnderstands how to manage well being and energy – uses body as

signaling systemIntellectual

Comfortable with complexity and ambiguity – thinks systemicallyiNtuitive

Able to see patterns in unrelated data – source of creativity and insightEmotional

Emotions have information; able to regulate emotions and attune to self and others

What is the Value Proposition of SPINE?


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精神 Spiritual做事的意义，目标与责任体力 Physical 调节体力与精力的能力，把身体当成一种信号系统智力 Intellectual– 在混乱和复杂的环境中不乱方寸，系统思考直觉 iNtuitive– 在不相关的信息中找出规律，产生创造力和洞察力情感 Emotional– 将情绪视为重要信息，适时调整自己的情绪频道以适应任务，适应他人。

“ 脊梁”的内涵What is the Value Proposition of SPINE?


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情感正向思维才能流畅, 情感成熟人才会有从聪明到智慧的飞跃

Because thinking serves at the pleasure of emotion, emotional maturation

provides the foundation for the quantum leap from intelligence to

wisdom.

Louis John "Lou" Cozolino, Ph.D. Professor of Psychology, Pepperdine University

Because thinking serves at the pleasure of emotion, emotional maturation provides the foundation for the quantum leap from intelligence to wisdom.

Emotions Drive Behavior


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关于 SPINE 的提问SPINE Questionnaire

and Activity

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• Do you pay attention to your internal signaling system?– Which signals are clear?– Which ones do you ignore?– How does this impact your performance?

• How much of your whole self (SPINE) do you bring to work?

Reflection Questions


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• 你会经常注意到自己身上的信号系统吗？–哪些信号特别清晰 ?–哪些信号你经常忽视 ?– 对你的工作影响是什么 ?

• 你工作时全身心的参与度是多少？ (SPINE)

思考题


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战略大局观– 以更加智慧的角度理解过去Strategic Clarity – Understanding our Past from a Wiser

Perspective


Attention

调动全身心Integrated Capacity


Collaboration


Clarity

经验，记忆，信念，价值观和假设构成了我们的思维和行为，如不加审视，会制约我们的行动能力Our experience, memories, beliefs, values, and assumptions create habits of thought and action that,if left unexamined, limit our ability to respond.


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ExperienceNeuralFirings

Unexamined Patterns

Ruts

Over Time

“What Fires Together Wires Together” (Hebbs)


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全新的大脑通道 New Neural Pathways

理解经验和记忆Understanding Experience & Memory


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关于规律 / 模式的问与答Patterns Questionnaire

and Trio Activity


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改写过去的经历Unlearning from Past Experiences

反思你过去的行为模式，问自己Reflect on one of your patterns. Ask yourself:

– 什么时候这种模式行之有效 When does it work well for you?

– 什么时候使用过度 What does it look like when it is overused?

– 更好的行为方式会是什么？会有什么样的感觉What would an insightful response look and feel like?


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LUNCH午餐

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天然合作力：工作中创造社区概念Authentic Collaboration ： Creating Community in the Workplace


Attention


Whole Person

Capacity


Collaboration


Clarity

人际关系的性质与质量控制人的学习，恐惧，焦虑和紧张The quality and nature of

our relationships regulate learning, fear, anxiety and stress.

Lou Cozolino


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• Relationships are our primary environment

• Neuroplasticity is enhanced in the presence of familiar and caring others.

• Your PRESENCE as a leader is your greatest asset

The Brain is a Social Organ


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• 人际关系是我们的基本环境• 大脑是否可以重塑取决与周围是否有熟悉我们和关爱我们的人存在• 你作为领导者的存在是你带给他人的最大财富

大脑是一个社会的器官


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• 通过对话建立互动关系Interconnection through dialogue

• 是增力还是减力？Multiplier or limiter?

• 能否在各个层面上连接与承诺？ Connect and engage at what level of consciousness?

网络关系的潜能The Potential of Networks


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为什么 WHY?


Attention


Whole Person

Capacity

真诚合作力Authentic

Collaboration


Clarity


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休息BREAK

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世界咖啡屋 World Café

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Why?• Sharing Knowledge• Creating Possibilities for Action• Sharing a Collective Vision Remember: • Listen to other perspectives! • Share your thoughts!• Draw/write whatever comes to mind as you are engaging in

conversation.

World Café

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作用 ?• 分享知识 • 创造行动可能性• 分享共同愿景记住 : • 倾听他人的见解 ! • 分享你的想法 !• 画出 /写出交流中你大脑闪现出的想法

世界咖啡屋 World Café

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• What topics would you like to explore further? • What blocks and supports the spirit of inquiry,

accountability and healthy challenge in your organization?

• What one action could you take (or stop taking) to increase authentic collaboration in your organization?

Reflection Questions


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• 哪些话题你愿意探索和解决？• 在你的组织中，什么要素会制约或者提升探寻精神，责任担当以及建设性质疑？• 为了在你的组织中提升你自己天然合作力，你会开始（或者停止）一项什么行动？

反思话题


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• 识别规律 / 模式，分享故事，共同体验 Identify patterns, shared stories, common experiences

• 与其他团队分享 Share with the other teams

你看到了什么 What Do You See?

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In your journal:• What do you notice

about your previous network experiences?

• How are people currently working together?

• What can you do going forward with your network?

Reflection

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在你的日志里写下 :• 关于网络关系你注意到了什么？• 现在大家如何在一起开展工作的？• 你可做什么事推动关系前进？

反思

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Pre-workTomorrow we will draw

our network maps.

Tonight, journal about these questions:

1. What individuals and organizations are important to my organization?

2. How are they connected to my organization and to each other?

3. How would I visually organize the relationships in my organization’s network?

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回家后明天我们要绘制网络关系图日志里回答以下问题

1. 那位个人或者是组织对我很重要 ?

2. 他们和我怎样关联的和相互关联的？3. 我平时是否能通过视觉梳理这些复杂的组织关系 ?

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总结 Wrap Up

在小组里交流At your table, discuss:

• 今天进行的怎样How did today go?

• 对你是否有所帮助 How is this working for you?

• 哪些方面你喜欢 What did you like?

• 哪些方面可以做的更好 What suggestions do you have for us?

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第二天 DAY 2

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• D a y 1 :– L e a r n a b o u t l e a d e r s h i p– P r a c ti c e n e w l e a d e r s h i p c a p a b i l i ti e s– U n d e r s t a n d i n g a u t h e n ti c c o l l a b o r a ti o n



– W h a t h a v e y o u l e a r n e d s o f a r ?– C r e a t e a f u t u r e s t a t e n e t w o r k m a p– C r e a t e a n a c ti o n p l a n t o g e t t h e r e– I d e n ti f y a n d c o m m i t t o y o u r r o l e a s a l e a d e r i n t h i s

n e t w o r k

Workshop Agenda

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时间安排

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热场Check-In

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在一个群体里或者系统中相互关联的做着某件事的人或组织A group or system of interconnected people or organizations performing an activity.

网络关系永远在变化和发展中Networks are always changing and evolving.

什么是一个网络关系 network?

节点Node

链接Links

集线器Hub

网络关系的要Network

Components

岛屿 Island

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网络结构影响个体行为Network Structure Affects Individual Behavior

集中型Centralized

松散型Decentralized

互联型Distributed

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网络关系的好处Benefits of Networks分享资源与人才

Shared resources, shared talents

更多信息来源More sources of information

解决大事的合作力 Collective power to solve bigproblems

相互学习Sociallearning

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Creating a Current State Network Map

With your table:• Draw the Current State of the CANGO

Network: Nodes, Hubs and Links

• Think about: Colleagues, Stakeholders, Suppliers, etc.

• Share your map with the room. What do you see?

• Create one Current State Network Map representing everyone in the room

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网络关系现状图在你的小组内 :• 绘制一张中国民促会网络关系现状图：包括节点，集线器，链接等•包括：同事，利益相关人，供应商等• 和其他组分享你们的绘图，你能看到什么 ?

•再绘制一张我们在座各位的彼此关系图

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LUNCH午餐

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How can I

inspire

my team?

I don’t know what other people are doing.

What tools/traini

ng do I need?

Resources are

limited.

识别当前大家的关注Identifying Current State Concerns

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讨论，使用即时贴 With your table, discuss and write on Post-Its:• 我们面对的最大问题是什么 What are the biggest PROBLEMS

you face?• 哪些事（我们关注）在阻碍这些问题得到解决？What are

the CONCERNS that keep these problems from being solved?

阻碍大家彼此合作的障碍是什么What Prevents you from Collaborating?

问题 Problems 关注 Concerns

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需找解决方案Identifying Solutions

• 小组里讨论解决我们关注问题的答案 In your teams, come up with SOLUTIONS to address concerns

• 方案写在即时贴上，粘贴到白板纸上 Write these solutions on stickies and add them to the flipcharts


方案 Solutions

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Role-Play• Identify a scenario and solution you would like to try out• Role-play the scenario with a table-mate while others observe• People can “tag in” if the conversation gets stuck• Everyone should be able to play at least one role

顾客经理

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角色扮演 Role-Play• 确定一个情境和方案，两个人进行角色扮演，第三个人观察• 他人可以“卷入”如果交谈陷入了僵局• 每个人至少担任一个角色

顾客经理

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• 在小组内讨论 With your table, discuss:• 什么有效 What worked?• 网络合作成功需要什么资源？What resources do you need

from the network to be successful?• 自己成为成功的领导者需要什么资源？Who do you need to be

as a leader to be successful?需要什么

你的需要是什么？What do you need?


需求 / 资源Needs/Resources

方案Solutions

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休息BREAK

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• 对你个人意味着什么？What does this mean for you?

• 你如何与他人共事获得他人的帮助 How can you work with others to get help?

• 你需要系统为你做些什么？What do you need from the system?

个人反思： Personal Reflection

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• 共同主题 Common themes?

• 相同或不同的思路Similar or different approaches?

• 任何沟壑 Any gaps?

分享我们的发现Present your findings to the group

At home:• 读一个关于中国女性领导者的案例（附录） Read the attached

case study about a Chinese leader

• 根据提问写出写出自己的心得 Journal on questions

回家后： Homework

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DAY 3 第三天

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• D a y 1 :– L e a r n a b o u t l e a d e r s h i p– P r a c ti c e n e w l e a d e r s h i p c a p a b i l i ti e s– U n d e r s t a n d i n g a u t h e n ti c c o l l a b o r a ti o n



– W h a t h a v e y o u l e a r n e d s o f a r ?– C r e a t e a f u t u r e s t a t e n e t w o r k m a p– C r e a t e a n a c ti o n p l a n t o g e t t h e r e– I d e n ti f y a n d c o m m i t t o y o u r r o l e a s a l e a d e r i n t h i s

n e t w o r k

Workshop Agenda

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时间安排

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和同伴讨论案例，在小组内分享 With a partner discuss the Case Study. Share with the Group:

反思： Opening Exercise – Reflection

你受到了哪些启发 What inspired you?

这个故事和领导力以及网络有什么关联 How does this story connect leadership and networks?

学会了哪些新“工具”？如何使用？What new “tools” will you use and how?

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绘制愿景，陈述可能性Create a visual image and

written “Possibility” statement

憧憬：共同绘制理想未来DREAM: Shared Images of a Preferred Future

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• 令人兴奋 Exciting• 表达最内心的心声 Represent

highest hopes• 积极正向 Positive • 描述生动 Descriptive• 现在时态 Present tense

可能性陈述Possibility Statements

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如果每个人都能成为理想领导者，我们这个网络将会变成什么样？If everyone were the best leader and

collaborator they could be, what would the network look like?

The Stated Question:

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创造理想未来的网络图Creating a Future State Network Map

• 共同理想 Create dream statements together

• 一项行动 Agree on one

• 绘大图 Create one image of Future State

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尾声： Closing Exercise

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Thank You!谢谢

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Appendix

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Resources– Begley, S. (2007) Train your mind change your brain: How a new science reveals our extraordinary

potential to transform ourselves, Ballantine Books– Cozolino, L. (2008) The healthy changing brain: Sustaining attachment, attaining wisdom, Norton

Press– Doige, N. (2007) The brain that changes Itself: Stories of personal triumph from the frontiers of brain

science, Viking Press – Egan, T. & Feyerherm, A. (2007) Emotional dynamism: Playing the music of leadership, Graziadio

Business Review, 10, 2.– Kegan, R. & Lahey, L. (2009) Immunity to change. Harvard Business School Press – Rock, D. (2009) Your brain at work. Harper Business– Lahl, S. & Egan, S. (2012) Bridging the complexity gap: Leading effectively in a VUCA world. Graziadio

Business Review, 15, 3.– Petrie, N. (2011) Future trends in leadership development, Center for Creative Leadership white

paper– Siegel, D. (2012) Pocket guide to interpersonal neurobiology, Norton– Siegel, D. (2010) Mindsight: The new science of personal transformation, Bantam– Siegel, D. (2007) The mindful brain: reflection and attunement in the cultivation of well-being, Norton

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Remark

• Participants are unconnected at all, the only bounding is they are members of CANGO

• They may not have the basic competence and skill of leadership

• Neuron can be a very abstract concept for them,

• They may expect something about dealing with external

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Suggestions

• Focus on process not on issues• Keep them grounded while introducing the

concepts• Avoid too much neuron science explanations• Start with big picture (network, VUCA world)

before linking the internal. • Do not try to be perfect and professional. Take

the event as a real life SPINE exercise, stay watchful and agile.

Documents

网络建立与领导力开发 复杂环境中的领导者 Network Building and Leadership Development: Complexity in Practice

网络建立与领导力开发复杂环境中的领导者 Network Building and Leadership Development: Complexity in Practice