Managers & the Adaptive Cycle
description
Transcript of Managers & the Adaptive Cycle
MANAGERS & THE ADAPTIVE CYCLE
Group 5Information Management & Organizational Change
Alfred BaarsValeria PogadajevaRoelof Reinders Tobias van Oerle
Agenda Introduction The four phases of the Adaptive Cycle
Equilibrium Crisis New combinations Business
Conclusions Discussion
Adaptive Cycle
Equilibrium Desired state
Upon reaching, this state must be maintained
Managers: Mintzberg’s basic roles Traditional management skills
Equilibrium (2) Basic roles:
Informational Monitor, disseminator, spokesperson
Interpersonal Figurehead, leader, liaison
Decisional Entrepreneur, disturbance handler, resource
allocator, negotiator
Equilibrium (3) Management skills:
Political
Conceptual
Interpersonal
Diagnostic
Equilibrium (4) What makes a good manager?
Positive environment Succession and long term sense of reward Willing to fight, but knows which battles to
pick Effectiveness and efficiency
Effectiveness and efficiency
Equilibrium (5) But.. what makes a bad manager?
Insecurity Personal dissatisfaction Superman
Superman
Equilibrium (6) But.. what makes a bad manager?
Equilibrium statements1. A good manager can prevent an
organization from going from equilibrium into crisis.
2. A manager can only really prove himself by performing well in a crisis situation/out of the ordinary-situation.
3. When the company is transitioning into a crisis, managers should back off in order not to make it worse.
Adaptive cycle
Crisis and Reorganization“The old and familiar no longer applies and the future is uncertain and precarious.”
A.W. Abcouwer, B.G. Parson
Desired state:• Understanding the current situation• Number of alternatives for future
Crisis and Reorganization (2)
Who is needed to reach “new combinations”?
Managers and leaders
Crisis and Reorganization (3)Crisis leadership:
1. Emergency phase Stabilize situation Buy time
2. Adaptive phase Understand the causes/trends Build capacity to thrive
Crisis and Reorganization (4)Risk:
Hunker down or press “Reset” Short-term fixes Tighten controls Restructure plans Etc.
Crisis and Reorganization (5)Leader’s tasks:
1. Foster adaptation Excel existing and develop new
2. Embrace disequilibrium Orchestrate conflict
3. Generate leadership Distribute leadership responsibly
Responsible leadership
Crisis and Reorganization statements
4. In the crisis situation it is safer for an organization to stabilize the existing business rather than work on new combinations.
5. The success of the company transitioning from crisis to new combinations is more dependent on employees than on a manager.
6. Inviting external personnel in the reorganization process is the most effective way of looking for new combinations.
Adaptive cycle
New combinations: introduction
Innovation: a magical process? Don’t believe this commercial!! Creativity is weird and cannot be forced But it can be encouraged How can management help?
… also, their coffee is terrible.
New combinations Climbing out of a crisis situation “Don’t think in problems, think in
oppurtunities” Start of a creative process
New combinations (2) Part 1: coming up with ideas Starting point:
The market Also take into account:
The current product Competitor’s products
Role of the manager: Remove protocol, create a free
environment, include people from different areas
New combinations (3) Part 2: enhancing ideas Determine which ideas are promising
Make sure all stakeholders are involved If necessary, do research
Encourage good ideas Cut off bad ones
Role of the manager: Guide the creative process, plan resources,
increase effectiveness
New combinations (4) Part 3: finalizing the process Form small team Evaluate ideas up to this point Select one for extensive
prototyping/development Hopefully climb into business phase
Role of the manager: Make decisions, allocate resources
New combinations: summary The ideal innovative manager would look
something like this:• Not afraid to skip protocol if needed• Can start up multiple ideas• Allocates resources by cutting off unpromising ideas, thus granting room for promising ones• Not afraid to make tough decisions
• Note: the manager does not have to be creative, but just able to guide the process!
New combinations statements7. Looking for innovation should be part of
the daily business process, even in an equilibrium
8. It is best to focus on producing one new thoroughly developed product, rather than creating multiple less-developed prototypes
9. A ‘standard’ day-to-day manager is uncapable of guiding a creative process
Adaptive cycle
Business Focus on the desired improvement/new
development. Priority is reaching the goal Development is slowed by anything
outside the focus Strong management
required
Business (2) Dynamic and fast growth, requires a
stable strategy in order to be successful Start Standardisation Optimise and maintain efficiency To grow: Focus on the future not on the
past.
Lifting your standards
Business (3) Goal is to return to the equilibrium
quadrant Not the same as the old equilibrium Maintain standards and efficiency
once equilibrium is reached
Business Statements10. For companies in very dynamic environments it
is interesting to stay in the business part of the cycle. Because being in an equilibrium phase (which is standardized and bound by a lot of rules) does not benefit them.
11. Though looking forward is important, past practices should be a focus of the business part of the cycle.
12. Traditional management skills should not be the focus when looking for a new manager that has to guide your company back in to the equilibrium.
Conclusions
Mintzberg’s basic rolesTraditional management skills
Be a leaderFoster adaptation
Embrace disequilibrium
Generate leadership
No protocolsEncourage divergent
thinkingCut off bad ideas quicklyFocus on promising ones
StandardizeMaintain efficiencyFocus on the future
BREAK Coffee (no Senseo) Afterwards: discussion
Discussion
Equilibrium statements1. A good manager can prevent an
organization from going from equilibrium into crisis.
2. A manager can only really prove himself by performing well in a crisis situation/out of the ordinary-situation.
3. When the company is transitioning into a crisis, managers should back off in order not to make it worse.
Crisis and Reorganization statements
4. In the crisis situation it is safer for an organization to stabilize the existing business rather than work on new combinations.
5. The success of the company transitioning from crisis to new combinations is more dependent on employees than on a manager.
6. Inviting external personnel in the reorganization process is the most effective way of looking for new combinations.
New combinations statements7. Looking for innovation should be part of
the daily business process, even in an equilibrium
8. It is best to focus on producing one new thoroughly developed product, rather than creating multiple less-developed prototypes
9. A ‘standard’ day-to-day manager is uncapable of guiding a creative process
Business Statements10. For companies in very dynamic environments it
is interesting to stay in the business part of the cycle. Because being in an equilibrium phase (which is standardized and bound by a lot of rules) does not benefit them.
11. Though looking forward is important, past practices should be a focus of the business part of the cycle.
12. Traditional management skills should not be the focus when looking for a new manager that has to guide your company back in to the equilibrium.
Any further questions? Thank you for your attention!