META-LEADERSHIP PRACTICE FOR THE ON-SCENE COORDINATOR Vegas EPA Present.pdf · Focus Distractions...

© 2012 The President and Fellows of Harvard University

15th Annual OSC Readiness Training ProgramFebruary 8, 2012

META-LEADERSHIP PRACTICEFOR THE

ON-SCENE COORDINATOR

FacultyLEONARD J. MARCUS, Ph.D. BARRY C. DORN, M.D., M.H.C.M.

National Preparedness Leadership InitiativeA Joint Program of the Harvard School of Public Health and the Harvard Kennedy School of Government


ON-SCENECOORDINATORS

1. Take what appears impossible to many…… and make it possible.

2. Grasp the complexity

3. Know the Law

THE QUESTION OF LEADERSHIP


COURSE OBJECTIVES

Apply tools to assist in effectively assessing a complex situation and charting a course of action.

By the end of the course, you will have increased knowledge to:

Move beyond the silo mentality to build connectivity across organizations and sectors.

Collaborate to negotiate problem solving using a systematic method.

Explore how to confront your fears and lead yourself and others out of the emotional basement.

Examine the behaviors and methods needed to effectively lead your organizational unit as well as lead up and across traditional silos.


What is yourdefinition

of leadership?

ON-SCENECOORDINATORS


LEADERSHIP

“People Follow You”


META-LEADERSHIPFROM RESEARCH TO PRACTICE

PROBLEM SETSilo, Segmented

Thinking & Practice

JurisdictionalComplexities

Lack of Knowledge &Lack of Experience

Government Focus

Distractions ofMoney and Fear

IN PRACTICEA Drive to a

Connectivity of Effort

Influence That ExtendsWell Beyond Authority

Build a Wide Basefor Learning & Exchange

Engage Multi-SectorsCorporate, Govt, Non-Profit

Theme: Mission, Methodand Purpose Resilience

“META-LEADERSHIP”


THE FIVE DIMENSIONS OF META-LEADERSHIP

1. The Personof the

Meta-Leader

3. Lead Down

4. Lead Up

5. LeadAcross

2.TheSituation


ZONE ONE

VISIONDIRECTION

ZONE TWO

PLANNING EXECUTION

ZONE THREE

ACTIONRESULTS

Effective Meta-Leaders

Simultaneously

THREE ZONE “META-LEADERSHIP”

PAYATTENTION

TO

AllThree

Strategic Zones


THREE ZONE META-LEADERSHIP

FOR THE ON-SCENE COORDINATOR

ZONE ONE

ASSESSTHE SITE

ZONE TWO

PLAN OF ACTION

ZONE THREE

GET THE JOB DONE

Effective Meta-Leaders

PAYATTENTION

TO

AllThreeZones

Simultaneously


HOW CAN YOU GET INTO ALL THE ZONES?

The Person of the Meta-Leader: Focus & Discipline

The Picture of the Problem: Clear and Communicated

Lead your silo: Get Everyone on Board

Lead up: Understand the Options and Reach Good Choices

Lead Across the Silo: Generate Connectivity

ZONE ONE

ASSESSTHE SITE

ZONE TWO

PLAN OF ACTION

ZONE THREE

GET THEJOB DONE




PERCEIVEInformation In – Wide Scope

Assess Filters – See More

UNDERSTANDLink Info Bits – Analyze

Comprehend – See Patterns

PREDICTProject Patterns into Future

Assess Implications

DECIDEInterrupt/Intervene on Patterns

Assess Future Consequences

THE FIVE DIMENSIONS AND THE THREE ZONES

OF META-LEADERSHIPIN PRAGMATIC PRACTICE

PU DP“ ”


EVERY “EVENT” IS “MANY” EVENTS:“GULF OIL SPILL”

1) An Environmental Impact Event

2) A Large Global Corporate Event

3) A Small Business Event

4) A Legal Event

5) A Political Event

6) An Engineering Event

7) A Media Event

8) A Public Relations Event

9) A Federal Event

10) A State Event

11) A Local or “Parish” Event

12) A Policy Event

…And More…


LINING UP THE MANY STAKEHOLDERS IN A

COMPLEX CATASTROPHIC EVENT

General Michael Hayden

“Autonomy of action for the parts…

…Unity of action for the whole”


LEADERSHIPANALYSIS

You

Consider yourselfand your leadership

Consider a greatleader you’ve known

Consider a less than greatleader you’ve known

Great Lousy

LEARNING PARTNER


ATTRIBUTES OF GREAT LEADERS

(and the flip side)

Surround themselves with “great” people

Consistently curious about improvingtheir capacity to lead

Cope well with uncertainty:Understand there is a limit to

what they can control and what they can know


ON THE JOB

Individual Level of Authority

0 1 2 3 4 5 6 7 8 9 10None Absolute

INFLUENCE AND AUTHORITY

AUTHORITY


Individual Level of Influence

0 1 2 3 4 5 6 7 8 9 10None Absolute


INFLUENCE



AUTHORITY

INFLUENCE

BEYOND YOUR

What would it mean to have

?


COLLABORATION

“WHOLE IMAGE NEGOTIATION”Interdependence - Fit - Collaboration

Imagination

Interest based - Mutual benefits

“W.I.N.”


Complete the taskas best as you can

NEGOTIATION ASSIGNMENT


What happened?

NEGOTIATION ASSIGNMENT


TALK THE TALK & WALK THE WALK:PROBLEM SOLVING FOR

OSC READINESS

“You know, we’ve been doing a lot of talking.Why don’t we get a bit of physical exercise.

I’d like you to link up with the person sitting next to you in an arm wrestling position.

Your task, in thirty seconds, is to get the back of thehand of the other person down as many times as possible.

Count how many times you get it down.Wait until I say go.”

“GO!”


COLLABORATION

“WHOLE IMAGE NEGOTIATION”Interdependence - Fit - Collaboration

Imagination

Interest based - Mutual benefits

A “W.I.N.” the parties can share


Information Actions Outcomes

The Frame Outlined What You . . .Heard

Understood

Did

How did you interpret (frame) the instructions?

COLLABORATIONFraming


DIS-CONNECTIVITY:THE DILEMMA OF THE CUBE

Peep hole

A

Peep hole

B Peep hole A

Peep hole B


CONCEPTUAL FRAMEWORK FOR

PROBLEM SOLVINGMULTI-DIMENSIONAL

PROBLEM SOLVING

Uni-dimensionalproblem solving

Two-dimensionalproblem solving

CLASSICADVERSARIAL

CONFLICT

COLLABORATION

“Me For Me” “Me Against You”

“US TOGETHER”


PROBLEM SOLVING

MULTI-DIMENSIONALPROBLEM SOLVING

Systematically integrate the perspectives of many different people


PROBLEM SOLVING

Multi-dimensional problem solving

ISSUES? IMPORTANCE?

WHAT ARE YOU NEGOTIATING ABOUT?

NEGOTIATION DIMENSIONS?

SIDES?How many? Major/minor?? Relative influence?


?

QUESTION


HOW MANYSQUARES ARE THERE?


?

ANSWER


16

ANSWER


17

ANSWER


18

ANSWER


ANSWER

19


20

ANSWER


21

ANSWER


22

ANSWER


23

ANSWER


24

ANSWER


25

ANSWER


26

ANSWER


27

ANSWER


28

ANSWER


29

ANSWER


30

ANSWER


DIS-CONNECTIVITYThe “Silo” Mentality


FINDING THE MULTIPLE DIMENSIONS

OF A PROBLEM


720

ANSWER


“UNLEARNING” AND “NEW LEARNING”

Difficulty Of“UNLEARNING”

Something InWhich We Have

Invested

We Get “INVESTED”

In A Particular Solution

RESISTANCE TO CHANGE:Difficulty of Incorporating Something New

NEW “PATTERNS” TO DEPLOY IN AN EMERGENCY


Claimers

Creators

COLLABORATION

xx xx


Tom

Bill

XO

X

ParetoOptimum

OO

XX

Pareto Crummy

O

COLLABORATION


ON-SCENE COORDINATION

Zero Sum

Negative Sum

Positive Sum

Assess and motivate potential gains and losses


CONNECTIVITYBeyond The “Silo” Mentality

CROSS-ORGANIZATIONAL LEADERSHIP

META – LEADERSHIPL

EA

DE

RSH

IP

BuildingConnectivity


META – LEADERSHIP

COMPLEX ADAPTIVE SYSTEMS

More than the sum of the individual parts

NEWTONIANSYSTEMS

The sum of the individual parts

LE

AD

ER

SHIP

CONNECTIVITYCROSS-ORGANIZATIONAL LEADERSHIP

On-Scene Coordination is part of a Complex Adaptive System in which key elements are integrated INTENTIONALLY


WHAT IS THE MOST IMPORTANT BENEFIT

OF CONNECTIVITY?

Given the breadthof knowledge, expertise

and capacity to integrate,no one agency or

person can know or doeverything.

By intentionally connecting assets,

we enhance the likelihoodof successful resolutionof the environmental problem in the field.

ON-SCENE COORDINATOR

CREATE LEVERAGE


THE FIVE DIMENSIONS OF META-LEADERSHIP

1. The Personof the

Meta-Leader

3. Lead Down

4. Lead Up

5. LeadAcross

2.TheSituation


1

The Person

2

The Situation

3

Lead Down

4

Lead Up

5

Lead Across

Hold a mirror toyourself

as a leader

Your picture ofthe problem must constantly adjust

Commit-ment

Support your staff so they will

support you

Priorities

Know yourboss’s priorities

and deliver

Connect

ivity

Createleverage by

building links

META- LEADERSHIP IN PRACTICEFIVE DIMENSIONS

Organizational Aspects of LeadershipPersonal Aspects of Leadership


1

The Person

2

The Situation

3

Lead Down

4

Lead Up

5

Lead Across

GENERATE CONNECTIVITY AND INFLUENCE

AWARENESS AND ASSESSMENT

BUILD RELATIONSHIPS & LEVERAGEEMPOWER

PRIORITIESSTRATEGY

Organizational Aspects of LeadershipPersonal Aspects of Leadership

META- LEADERSHIP IN PRACTICEFIVE DIMENSIONS


1The

Person

Hold a mirror to yourself as a leader

• Emotional intelligence

YOUR STRENGTHS & WEAKNESSES

Self-awarenessSelf-regulationEmpathyMotivationSocial skills

Daniel Goleman

DIMENSION ONE

META-LEADERSHIP IN PRACTICE


• Courage

• Curiosity

• Imagination

PERSONAL ATTRIBUTES

• Passion

• Integrity

DIMENSION ONE


1The

Person



AcquiredPatterns

“The Tool Box”

Primitive SurvivalPatterns

“The Basement”

New PatternsFactory

“The Laboratory”Creative, Abstract

ThinkingEmotional Intelligence

Upper Brain

TRIPLE “F”Fight

Flight, Freeze

THE BRAIN EVOLUTION & DESIGN


DRIVING A CAR

Driving: Routine, Box Activity

Traffic Jam

Near Miss Accident

Creative Navigating

Categorizeupon past

TRIPLE “F” Freeze,

Fight, Flight


Go to the“BASEMENT”

Triple “F”FREEZEFLIGHTFIGHT

YOUR BRAIN IN CONFLICT: AMYGDALA HIJACK

AmFAMILIARPATTERNS

AmSHOCK


YOUR BRAIN IN TRAINED RESPONSE TO A CRISIS

Go to your“TOOL BOX”

ACTIVATEwhat you

have prepared

FAMILIARACTION

PATTERNS

Learning Exercises Training

Connectivity Mindfullness


In Preparedness

Practice &Build Your

Strategies &Methods

EMBED THEPATTERNS

In Response

CLOSEGAPS

Observe

Decide

Act Orient

WORKING WITH YOUR BRAIN

“OODA”LOOP

YOUR BRAIN: THE THINKING META-LEADER


META-LEADERSHIPDISCIPLINE

The speech/decision you make when you areIN THE BASEMENT

is the one you are most likely to regret.

Never lead/negotiate when you areIN THE BASEMENT…

The problem is NOT in going to the BASEMENT…

The problem is HOW DEEP into the BASEMENT you go...

how long you stay there AND what you do while there.


TIME &TIMING

In Preparedness In Response

…TIME is your ALLY.

…TIME is your

ENEMY.


• Discuss a time you went to the Basement

• What did you do in the Basement?

• How did you get out of the Basement – or not?

STRENGTHS AND WEAKNESSES

• What is or could be in your Tool Box?

• What can you do to build M-L self-discipline?

1The

Person


META-LEADERSHIP DIMENSION ONEAssess


2The

Situation


• PICTURE of a Problem/Clarity

• Information: Incomplete & changing

• Observe – Orient – Decide - ACT

SITUATIONAL AWARENESS

DIMENSION TWO


• Problem & PICTURE develop in stages: Anticipate & Meta-Lead

• PRO-Active versus RE-Active?


CLARITY OF YOUR PICTURE

SCOPE OF THESITUATION

Limited perspective on

what is happeningor what could happen

DIMENSION TWO


2The

Situation



SITUATIONAL AWARENESS: FILTERS

Which door do you choose?

Perceptions of risks?

Perceptions of rewards?

Decision analysis: What criteria influence your decisions?

A BDoor

ADoor

B

Pay $$$ Get $$$

Same INFORMATION – Different interpretations & actions


• Problem that required your timely assessment?

• What was your initial assessment, PICTURE?

• How would you assess PICTURE CLARITY?

SITUATION PERSONAL EXERCISE

• How did your RISK profile affect you?

• What impact did your assessment or actions have?

2The

Situation


META-LEADERSHIP DIMENSION TWOAssess


META- LEADERSHIP IN PRACTICETHE PERSONAL DIMENSIONS

1

The Person

2

The Situation

AWARENESS AND ASSESSMENT

PRIORITIESSTRATEGY

• Manage basement behavior

• Know risk tolerance

• Work with change & evolution

EMOTIONAL INTELLIGENCE

• Proactive and Intentional

• You will make mistakes


DIMENSIONS THREE, FOUR, AND FIVE


“PROFILES” How you are perceived by other people

How you perceive other people

Personal attributes, characteristics, etc.

Professional/Organizational qualities & authorities


3LeadDown

Commit-ment

Support your staff so they

will support you

• Loyalty & recognition goes both ways

• Manage conflict fromtop to bottom

• Build leadershipcapacity throughout

LEADING YOURSUBORDINATES

DIMENSION THREE



3Lead Down

Commit-ment


will support you

• “What can I do to make you a success?”

• “Dogs that hunt”

VERTICAL CONNECTIVITY

DIMENSION THREE


• Your “Leadership Profile” – Craft it and Model it


THE SHADOW OF EFFECTOF

CONFLICT


FocusedIssue specific

People - Leadership

Diffuse

ImpedimentsProcedural


CONFLICT



COLLABORATION


Meta-Leadership

Ops-Implementation

Impact - CQI

CollaborationClarity - FitCorrection


COLLABORATION


• How do subordinates describe your “profile”?

• What would you change in your leader profile?

• Do you effectively manage conflict in your silo?

LEAD DOWN PERSONAL EXERCISE

• What is the competence of your subordinates?

• Do you encourage leadership development?

3LeadDown

Commit-ment


will support you

META-LEADERSHIP DIMENSION THREEAssess


4Lead

Up

Priorities


and deliver

• The power/authority equation

• Communicate/educate

• Prioritize problems anddecisions

LEADING YOUR BOSS

DIMENSION FOUR



4Lead

Up

Priorities


and deliver

• Your “Leadership Profile” of your boss

• Lead up – influence beyondyour silo

• “Truth to power”

VERTICAL CONNECTIVITY

DIMENSION FOUR



VERTICAL CONNECTIVITYLEADING YOUR BOSS

ORGANIZATIONAL META-LEADERSHIP

Help your boss make good DECISIONS

Help your boss manage TIME

Help your boss DISTINGUISH data from information

Come with SOLUTIONS not problems

Manage ASSUMPTIONS

DO NOT PROMISE what you cannot deliver

Prevent your boss from being SURPRISED


THE SPECTRUM OFHIERARCHICAL - VERTICAL CONNECTIVITY IN ORGANIZATIONS

Meta-Leadership

Meta-Followership

Your Boss

Your Staff

DIMENSIONS 3 & 4



• What is the “profile” of your boss?

• Is that everyone’s profile of your boss?

• Given that profile, what do you do?

LEAD UP PERSONAL EXERCISE

• How can you influence and leverage your boss?

• What does your boss want of you?

4Lead

Up

Priorities


and deliver

META-LEADERSHIP DIMENSION FOURAssess


• Integrate mission and operations across the spectrum

• Leverage capacity

• Think beyond your sector

CROSS-SILO INFLUENCE 5Lead Across

Connect

ivity

Createleverage by

building links

DIMENSION FIVE


• “Partner” and “Competitor” profiles?


DIS-CONNECTIVITYThe “Silo” Mentality


CONNECTIVITYBeyond The “Silo” Mentality

CROSS-ORGANIZATIONAL LEADERSHIP

META – LEADERSHIPL

EA

DE

RSH

IP

BuildingConnectivity


HORIZONTAL CONNECTIVITYLEADING ACROSS THE SILOS

ORGANIZATIONAL META-LEADERSHIP

Decision Authority

Decision Criteria

Strategy: Define Success and Move Backwards

“SUCCESS”

“Profiles” of Other Silos


THE WALK IN THE WOODS

THIS ISWHATI DO

(and youdon’t)

THIS ISWHAT

I DON’TDO

(and youdo)

THIS ISWHATWE DO

TOGETHER(and how do

we do it?)

THREE BUCKETS TO REDUCE CONFLICT(and reduce many of the obstacles)

“HOW CAN I MAKE YOU A SUCCESS?”or

“HOW CAN WE SUCCEED TOGETHER?”

IN PRACTICE


PUTTING META-LEADERSHIP CONNECTIVITY INTO PRACTICE:

LINKING ORGANIZATIONS & SECTORS

“GAPS” Overall system deficiencies during a large scale event

“GIVES” Contributions to the response bydifferent organizations and sectors

“GETS” What you need to expand your impact during the event


• What are the “profiles” of your partners?

• What are the “profiles” of your competitors?

• Given those profiles, what do you do?

LEAD ACROSS PERSONAL EXERCISE

• How can you influence and leverage other silos?

• Other silos: their profile and leverage of you?

5Lead Across

Connect

ivity

Createleverage by

building links

META-LEADERSHIP DIMENSION FIVEAssess


META- LEADERSHIP IN PRACTICETHE ORGANIZATIONAL DIMENSIONS

3

Lead Down

4

Lead Up

5

Lead Across

GENERATE CONNECTIVITY AND INFLUENCE

BUILD RELATIONSHIPS & LEVERAGEYOUR profile & OTHERS

• Dynamic Connectivity

• Create/Model your profile

• Adjust your profiles

PROFILES:

• Know profiles of others

• Observe profile fluidity


1

The Person

2

The Situation

3

Lead Down

4

Lead Up

5

Lead Across

Commit-ment

Priorities

Connect

ivity

META- LEADERSHIP IN PRACTICETOOL BOX

“BASEMENT”Emotional Intel

“PICTURE”Clarity & Fit

YOUR profileIntentional

BOSS profileYour Champion

MANY profilesCross Silo Leverage

ALL FIVE DIMENSIONS SIMULTANEOUSLY


LUNCH


META-LEADERSHIPPRACTICE FOR THEON SCENE COORDINATOR


CONFLICT DE-ESCALATORS

HumanizePerspective

PolarizationEmotions

InvestmentsThe Obsession to Win

Humiliation


RESEARCH ON VARIABLES ASSOCIATED WITH THE

EMERGENCE OF CONFLICT

Ambiguity

Uncertainty

Competition

Stress and Pressure

CONFLICTChange


CONFLICT ESCALATORS

Enemy ImageSimplification



Humiliation



HumanizeSimplification



Humiliation



HumanizePerspective

ApologyEmotions


Humiliation



HumanizePerspective

ApologyTime/Cooling off


Humiliation



HumanizePerspective



Save face



HumanizePerspective


Share savingsThe Obsession to Win

Save face



HumanizePerspective


Share savingsThe desire to settle

Save face


THE PROFESSIONALAND THE PERSONAL:

SOURCES OF CONFLICT

PERSONALITYISSUES

1 2

2 3

PROFESSIONAL/WORKISSUES

LIKE

DISLIKE

MINOR MAJOR


BARRIERS TO NEGOTIATING TEAMWORK

Perceptions

What you “work” for?What you get “easily”?

The value of the OUTCOME is linked to the PROCESS

How do you value what you “get”?


WALK THE WALK

Problem SolutionTYPICAL PROBLEM SOLVING

WALK IN THE WOODS

Contest “solutions” based on:Power – linkages, influence

Ethics – interpretations of what is “correct”Resources – capacity to “force” the issue


WALK IN THE WOODS:A PROCESS OF CHANGE

Problem SolutionProcess

Foster problem-solving by working with the multi-dimensional interests and motivations of the stakeholders.

A SERIES OF STEPS TO MOTIVATE AND GUIDEINTEREST-BASED NEGOTIATION


WALK IN THE WOODS

Problem Solution

SELFINTEREST

ENLARGEDINTERESTS

ENLIGHTENEDINTERESTS

ALIGNEDINTERESTS


WALK IN THE WOODS

SeparateMotives

SharedMotives

INDIVIDUALMOTIVATION?

OVERLAPPINGMOTIVATION?

NEWMOTIVATION?

COMBINEDMOTIVATION?

Dynamicsof the

process


WALK IN THE WOODS:A PROCESS OF CHANGE

Problem SolutionProcess

PROBLEM STATEMENT:

What is the Problem?

Who is Taking the Walk?

CLASS DISCUSSION


WALK IN THE WOODS

SELFINTEREST

SELF INTERESTWho are the STAKEHOLDERS?

What are their INTERESTS?

Among stakeholders, what are LINKAGES & FRICTIONS? Questions:


SELFINTEREST

SELF INTERESTYOUR self interests

HEAR others’ self interests

Encourage ACTIVE listening –DIALOGUE

DISTINGUISH legitimate self interests from the “selfish”

Under-standing

WALK IN THE WOODS


THE VALUE ADDED OF STEP ONE:

You better recognize who are the key stakeholders

You better understand the differing interests around the table

People recognize the complexity of thismulti-dimensional problem

You have opened a constructive conversation

UNDERSTANDINGSELF INTERESTS


WALK IN THE WOODS

SELFINTEREST

SELF INTEREST

Who are the STAKEHOLDERS?

What are their SELF-INTERESTS?Questions:

CLASS DISCUSSION


ENLARGEDINTERESTS

ENLARGED INTERESTSWhat are the themes of:

AGREEMENT?DISAGREEMENT?

How might issues be

Questions:REFRAMED

to create

NEW OPTIONS & SOLUTIONS?

WALK IN THE WOODS


DistinguishCHOICES

andCONSEQUENCES

ENLARGED INTERESTS:TECHNIQUE

Identify and integrate each choice, good and bad:

Seek common ground


NoControl

CompleteControlNegotiable

NEGOTIATINGDECISIONS


NoControl

CompleteControl

Negotiable

NEGOTIATINGDECISIONS


You have developed a deeper understanding of overlapping and distinct view points

You have cleared up misunderstandings

People recognize the multi-dimensionality of the problem

You have built a wider platform of common ground

THE VALUE ADDED OF STEP TWO:

DISCOVERINGENLARGED INTERESTS


SELFINTEREST

SELF INTERESTand

ENLARGED INTERESTS

ENLARGEDINTERESTS

Problem

WALK IN THE WOODS

LEARNINGSTEPS


ENLARGEDINTERESTS

ENLARGED INTERESTS

What are the themes of:

AGREEMENT?DISAGREEMENT?

How might the issues be

Questions:

REFRAMED?

WALK IN THE WOODSCLASS DISCUSSION



ENLIGHTENED INTEREST

What

How would you

BRAINSTORM? Questions:

CATEGORIZE

these ideas into

“LISTS?”

NEW IDEASIMAGINE?

can you

WALK IN THE WOODS




Questions:“LISTS?”

What is FEASIBLE?

1

2

3What do we

AGREE UPON?

What can we do this…?

WEEK? MONTH? YEAR?

WALK IN THE WOODS


WALK IN THE WOODSIN PRACTICE


ENLIGHTENED INTERESTS – NEW MOTIVES

Mutually rejected options

PRACTICE ACHIEVING mini-agreements:

GENERATES NEW FOCUS on what is achievable

New Hope &

New Momentum

Mutually beneficial options

LIST EXERCISE exposes the range of options


You have generated a new set of possibilities

You have a better appreciation for what could and could not work

THE VALUE ADDED OF STEP THREE:

People have created new dimensions for problem solving

You have a wider set of options for building agreement

EXPLORINGENLIGHTENED INTERESTS




What

How would you

BRAINSTORM? Questions:

CATEGORIZE

these ideas into your

“LISTS?”

NEW IDEASIMAGINE?

can you



TRANSITIONING FROM

ENLIGHTENED… 1

2

3Deal Breakers

Deal Makers

… TO ALIGNED INTERESTS

WALK IN THE WOODS


ALIGNEDINTERESTS

ALIGNED INTEREST

What are possible

What does each stakeholder

How might you redefine Questions:

want to

What is each stakeholder willing to

MUTUAL

“SUCCESS”?

“GET”?

“GIVE”?

GAIN OPTIONS?

WALK IN THE WOODS


ALIGNEDINTERESTS

ALIGNED INTEREST“SUCCESS”

you succeed

“How do you define success?”

When I succeed, I succeedWhen you succeed,

The Aligned Interests Formula:For Multiple Stakeholders

WALK IN THE WOODS


Appropriately memorialize or record

the agreement

ALIGNED INTERESTS:TECHNIQUE

“Celebrate”the accomplishment


The agreement meets the test of fairness.

There is buy-in to collaborative solutions.

THE VALUE ADDED OF STEP FOUR:

People have generated a multi-dimensional solution

You have generated a new set of dimensions.

The agreement meets the test of time.

ACHIEVINGALIGNED INTERESTS


ALIGNEDINTERESTS

ENLIGHTENED INTERESTSand

ALIGNED INTERESTS


Solution

WALK IN THE WOODS

ACTIONSTEPS


ALIGNEDINTERESTS

ALIGNED INTEREST

Points of Agreement

Questions:

Steps or ActionsTo Implementation




LEADING A “WALK”Explain the purpose

Create the background: the “Geneva” story

Describe the process, step by step

Create a picture for the outcome



Problem Solution

SELFINTEREST

ENLARGEDINTERESTS


ALIGNEDINTERESTS

GENERATINGMOMENTUM



Problem Solution

BUILDCONFIDENCE

ENLARGEDINTERESTS


ALIGNEDINTERESTS

GENERATINGMOMENTUM



Problem Solution

BUILDCONFIDENCE

REFRAMEPROBLEM


ALIGNEDINTERESTS

GENERATINGMOMENTUM



Problem Solution

BUILDCONFIDENCE

REFRAMEPROBLEM

EXPANDOPTIONS

ALIGNEDINTERESTS

GENERATINGMOMENTUM



Problem Solution

BUILDCONFIDENCE

REFRAMEPROBLEM

EXPANDOPTIONS

GENERATEAGREEMENT

GENERATINGMOMENTUM


WHY “THE WALK IN THE WOODS?”

Negotiators focus on solutions:

The “Walk” serves as systematic guide

The “Walk” metaphor focuses attention on perspective& multi-dimensional aspects of the problem.

The “Walk” focuses on process toward solutions

…for both leader (mediator) and participants

“Leave the conflict; go someplace else”


WALK IN THE WOODS

SeparateMotives

SharedMotives

INDIVIDUALMOTIVATION?

OVERLAPPINGMOTIVATION?

NEWMOTIVATION?

COMBINEDMOTIVATION?

Dynamicsof the

process

What you seek to discover as the guide to process

UNI-DIMENSIONAL

TWODIMENSIONAL

MULTI-DIMENSIONALPERSPECTIVES

NEWDIMENSIONS

MULTI-DIMENSIONAL

SOLUTIONS


MOVE FROM STEP TO STEP AFTER MAKING REAL

PROGRESS

Problem Solution

SELFINTEREST

ENLARGEDINTERESTS


ALIGNEDINTERESTS

Be flexible


USE THE “WALK”TO PLAN NEGOTIATION STRATEGY

OR TO FRAME YOUR STORY

• Define the problem in multi-dimensional terms

• Describe the distinct interests of stakeholders

• Note agreement, disagreement and the “reframe”

• List new options and why acceptable or not

• Provide the rationale for agreement

• Characterize the “solution:” integrated interests & buy-in


THE WALK IN THE WOODS&

META-LEADERSHIP

GET THE RIGHTPEOPLETO THE TABLE

INVOLVE THEM IN CREATING SOLUTIONS

GAIN THEIR COMMITMENT TO

MAKE THE AGREEMENT

SUCCEED

A TOOL FOR YOURMETA-LEADERSHIP

PRACTICE


BREAK


META-LEADERSHIPPRACTICE FOR THEON SCENE COORDINATOR


SIMPLE NEGOTIATION


REPRESENTATIONAL NEGOTIATION

THE LEADERSHIP CHALLENGERepresenting your siloEngaging others silos


TheNegotiation

YOURSILO

THEOTHER

SILO

REPRESENTATIONAL NEGOTIATION

Your leadership Map

Create Connectivity


SYMBOLIC NEGOTIATION

What do you signify for them?

YOU


SYMBOLIC NEGOTIATION

What do THEY signify TO YOU?

YOU

Male * Female

Black White

Doctor * NurseAdministration

Inspiration Ineffectual


NEGOTIATION JUJITSU

Absorb

AND

Reframe

BUT


META-LEADERSHIPMOTIVATION & DRIVE

OUR SHAREDMISSION

MY “SILO”MY CAREER


META-LEADERSHIP PRACTICEFOR OSC READINESS

MISSION:

METHOD:

PURPOSE:

Integrate Efforts Beyond Silo Thinking

Five Dimensions of Meta-Leader Practice

Connected & ResilientSystems to Intentionally Prepare for andRespond to Environmental Challenges

Influence beyond authority

A Healthy and Safe Public

Social/Societal Cohesion

Discipline in face of challenge


JOURNALING


ON-SCENE COORDINATORLeonard J. Marcus, Ph.D. & Barry C. Dorn, M.D., M.H.C.M.


ON-SCENE COORDINATORREADINESS

META-LEADERSHIP WISDOMThe Art and Practice of

Multi-Dimensional Problem Solving


Thank you




BARRY C. DORN, M.D., M.H.C.M.LEONARD J. MARCUS, Ph.D.

National Preparedness Leadership Initiative8 Story StreetPO Box 381488Cambridge, MA 02238

617-496-0867

[email protected]@hsph.harvard.edu




TIME DIMENSIONS

SETTLEMENT

RIPE

Too Soon

Too Late


Be clear on objectives

Develop a strategy to achieve those objectives

Assess relationships short term & long

POSITIONALBARGAINING


Create leverage

HOW?

Choices & Consequences

Create ChoicesLousy Consequences



Understand their interests

HOW DO YOU CREATE LOUSY CONSEQUENCES?

What do they want to avoid?What do they value?What do they fear?



Fight “fair”

STICK WITH THE RULES OF ENGAGEMENT

Media?Law suit?

Professional embarrassment?



Know “their” strategy

BE CLEVER

Recruit alliesAccumulate resources

Generate leverage



TROMPING THROUGH THE WOODS

Problem Solution

I.D. THEIRINTERESTS

DETERMINEVULNERABILITIES

ENGAGE MAXIMUMIMPACT

ACHIEVE VICTORY


Vision - Direction Assess

ZoneOne

ZoneTwo

ZoneThree

Plan ofAction to

Execute

ActionsResultsImpact



THREE ZONES META-LEADERSHIP


ZONE ONE

ASSESS:VISION

DIRECTION

ZONE TWO ZONE THREE

IF YOU ARE LOOKING ONLY AT…

THEN… The Vision will not have traction

You may find intentions distorted

The Direction will be questioned

“Dreamer”



ZONE ONE ZONE TWO

PLAN OF ACTIONEXECUTION

ZONE THREE

THEN… High activity/low productivity

Others won’t know direction & intent

Could do more damage than good

“Charger”




ZONE ONE ZONE TWO ZONE THREE

ACTION RESULTSIMPACT

THEN… Follow “rules” & frustrate mission

Distort the work–“keep out of trouble”

The vision/goal will be suspect

“Bean Counter”




EFFECTIVE META-LEADERS DRIVE THE LEARNING CURVE

Understanding

Action

Accountability


ZONE ONE

ASSESSTHE SITE

ZONE TWO

PLAN OF ACTION

ZONE THREE

GET THEJOB DONE


THE DANGERS OF LEADERSHIP DISTRACTION

What are leadershipdistractions?

How do you maintainyour leadership focus?

PUSH-BACK, CONFLICT, RESOURCES

ANTICIPATE, LISTEN, FLEXIBILITY


PERCEIVEInformation In – Wide Scope

Assess Filters – See More

UNDERSTANDLink Info Bits – Analyze

Comprehend – See Patterns

PREDICTProject Patterns into Future

Assess Implications

DECIDEInterrupt/Intervene on Patterns

Assess Future Consequences

THE FIVE DIMENSIONS AND THE THREE ZONES

OF META-LEADERSHIPIN PRAGMATIC PRACTICE

PU DP“ ”

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