General
Crisis = hierarchical authority + chaops threatens
Wicked = stakeholders are influencial without authority + contested understanding of goals
see p. 74
What is DAC and what does it mean?
DAC = direction, alignment, commitment
Meaning = stakeholders/actors agree on a common direction they want to go, align their recources and focus and commit to it (using time, energy, money, people etc... on it)
Name leadership practices for Connecting across time and space? (p. 70)
Accountability, Storytelling,
Community of practice, Train-the-trainer,
scaling-up, Diffusion,
Collective Impact and information campaigns
Riding elephants, Picking battles, Dont rely on facts, manage identity, Span boundaries and synergize differences, Trust and trust repair, Partnering
Name leadership practices for Adapting to uncertainty and change (p. 73)
sense making, learn by doing, innovation, be disruptive, reciliency, scenario planning, sharing lessons
Explain the attributes of tame, crisis, wicked and super-wicked problems
p 75, 76, 77, 77-78
Who practices leadership through DAC in wicked problems?
Everyone:
Wicked problems affect everyone and solutions to these problems can only be achieved when everyone works together
Define the different practices of "connecting across time and space"
Either figure at p. 70
Accountability = p. 82, Storytelling = p. 87, Community practice and learning = p. 89, train-the-trainer = p. 91, Scaling up = p. 92, Diffusion = 94, Colletive impact = 98, Social marketing = 100
Define different practices/aspects of "Collaborating across differences"
figure at p. 71
Psychological challenges/elephant riding = 104, Confirmation bias/filter bubbles/protecitve reasoning/ Echo chamber = 106/107, Pick your battles = 110, Network propaganda loops = 111, Use facts cautiously = 114, Polarizing/unifying frames (framing) = 120, Manage identity = 122, navigate differences = 129, Build and repair trust = 133, Form partnerships = 137
Define practices/aspects of "adapting to change, uncertainty, and failure"
Figure at p. 73
Sensemaking (3SO) = 140 - 148, learning by doing = 149, Single/double/triple loop learning = 151 Innovating = 152/154, Striving for reciliency = 155, anticipating the future = 156/158/159, Being disruptive = 160, Sharing lessons = 161, successful people have three attributes = 163
Explain the concept of tame problems, give example(s)
P. 75
The situation is familiar, has been solved previously and can be solved again. Clear lines of authority and responsibility already exist. Agreements on what to do already exist. Outcomes can be predicted from epxerience and science. The system is relatively stable and controllable.
Example: improving energy-efficiency of cars
Name three leadership PRACTICES that are appropriate to adressing wicked problems
1. Connect across time and space (chapter 5)
2. Collaborate across differences (chapter 6)
3. Adapt to uncertainty (chapter 7)
Look at page 70, 71, 73 for figures of practices related to each of these
Explain:
Storytelling: p. 87
Community of practice: p. 89
Train-the-trainer: p. 91
Scaling up: p. 92 - 94
ST = Stories change the world. Stories promote direction by explaining a goal. Aligning is promoted shen stories talk about the characters. Commitment occurs when readers understand the goal. Stories can connect people.
COP = similar tasks often creates similar challenges creates similar solutions. by having a community they avoid reinventing the wheel. Sharing learning and experience. Example = chapter 14: fire learning network.
TTT = Pass on knowledge to unknown individuals: "If you teach them to fish, they wont be hungry one day of their life". Example = rural women in India regarding sanitation. Chapter 10: Water in India
SU = is required for complex projects that need the knowledge and sharing of knowledge, but also partnerships. You have a good idea = increase it, bring in stakeholders
Explain:
Pschocological challenges: p. 104
Pick your battles:p. 110
Use facts cautiously: p. 114
Manage identity: p. 120
PC = Elephant riding = the elephant rider is our rational mind, the elephant is our assumptions, preconceptions and emotions. The elephant makes a move and the rider justifies it. Confirmation bias = cherrypicking the facts that support your idea and ignore the oposing facts. Filter bubbles = support confimation bias through feeding you information that support your position. Neglecting facts that can say otherwise. Identity protective reasoning = we identify and protect the group we belong to. Selecting facts and reasoning that agrees with the tribe. It can be more valuable to belong to somewhere rather than being right. Echo chambers=Destroying/undermining disagreeing facts + praising supporting facts and making it easier to find others that say the same thing
PYB = Focus ur energy on tasks/people that have a good chance of success. Target the elites - where the king goes, the rest and uncertain soldiers will follow.
UFC = agree on criteria - everyone must have the same idea of the limitations of the situation. Use joint fact finding - make actors figure out things together that everyone finds acceptable. Make conflict usual - intentionally create time and space for critiquing/questioning ideas so people can express feelings + identity. A diverse group can come up with higher quality decisions due to conflict and critics. Frame the facts - trigger unifying frames: Health, familiy, freedom, security (not religion, immigration, government regulation etc)
MI = trigger group identity - people adopt a groups logic when they feel they belong. Affirm self-worth - make them confident in their identity which is valuable to the collaboration. Play nice - get other elephants to like your elephant. Yes and - not yes but. Minimize identity conflict - no good for a diverse group to have someone being disrespected. Complicate the story - complicate it, make them think own thoughts.
Explain:
Sensemaking: p. 140
Learning by doing: p. 149
Innovating: p. 152
Striving for resiliency: 153
SM = 2 aspects - 1) mindset + 2) practice. 1) taking time to consult others and broaden your perspective. 2) 3SO - Stakeholder use Strategies to influence System Outcomes. Analyse the stakeholders involved, strategis that are being used, systems with a focus on the bigger picture, and the outcomes that are visible and measureable deliverables.
LBD = Success is not final, failure is not fatal: it is the courage to continue that counts > W.C. keep trying bitch! Single-loop learning - improving understanding of system functions and strategy effectiveness. You do something to get an outcome. Double-loop learning - goals attempted and questions asked. You analyse why you did what you did to get the outcome you did. Triple-loop learing - learning how to learn. You analyse what you need to learn to improve even more.
I = things or strategies that disrupts the status quo by coming up with something newSFR = seeking to maximize likelihood of one or more acceptable outcomes. You prepeare for mulitple scenarios where you wont fail. Resiliency = focus on stable yield in a changing situation. Efficiency = focus on maximizing yield in a stable situation. Resiliency is better in a world affected by climate change because the sitaution is not stable.
Explain the concept of crisis problems, give example(s)
P. 76
A crisis that threatens life and livelihood that stakeholders ignore differences and accept authority during the crisis. Uncertainty is super high, the system is not stable at all. Crisis leadership (CR) focuses on short-term, clear direction and problems. CR = command style and solving one problem at a time
Example: A major hurricane disrupts water, power and public safety in an area.
What is the two main things that make leadership happen?
+
2. When three sets of leadership practices is being practiced = connecting, collaborating, adapting
Explain:
Diffusion: p. 94
Collective Impact: p. 98
Social marketing: p. 100
D = when innovation and strategies must be adopted by many actors before meaningfull impact occurs. D = diffusion/distribution. Two parts: 1) the traits of the innovation that are being distributed through a network. 2) the traits of the people adopting/diffuse an innovation. 1) clear relative advantage. trialability, Compatability = needs the adopters to do something to get it working. Complexity = easy to understand/learn/use/do. Observability = the results can be seen. 2) Innovators: risk takers, they are secure enough to face a potential failure.
CI = set of best practices done by stakeholders in an area that exceeds the impact of the sum of their isolated efforts. Example: chapter 11 -> city using CI to reduce carbon footprint.
SM = information campaigns with tactics: targeting specific behavior + behavior that have a lasted impact = by an electric car. Make individuals believe they can make a change.
Explain:
Navigating differences: p. 129
Build and repair trust: p. 133
Form partnerships: p. 136
ND = Develop self-awareness - figure out how you are perceived. Learn how to explain yourself -useful. Respect differences - accept that people are different in how they see and interpret the world. Use active listening - good with empathy. Express interests not positions - ask: why do you care, what do you care about, what is important to you?
BRP = 4 dimensions: dispositional, rational, affinities and process. Disp: some people are more trusting than others. Rati: based on perceptions/ competance ... Affi: feelings of social connectedness, being liked. Proc: Confidence in the process is fair. Trust is something every collaboration needs. nuture it
FP = you cant achieve any meaningful change by yourself. Bring in actors that can do stuff you cant.
Explain:
Anticipating the Future with Scenario Planning: p. 156
Being Disruptive: p. 160
Sharing Lessons : p. 161
Successful People: p. 163
AFSP = Imagine different scenarios and prepeare for them. Use resilience
BD = disrupt the status quo to check if DAC is still intact and still propper for the task. The status quo might be wrong. Can create tension between the future and the reality of today
SL = share experience and innovations to avoid reinventing the wheel.
SP = 1) they made sense of and understood the challenges they faced. 2) they could assemble enough resources to respond. 3) They committed to make a difference
Explain the concept and difference between wicked problems (WP) and super-wicked problems (SUP), give example(s)
P. 77-78
Both: "problems without a passport" - Kofi Annan. Problems crossing geographical + political boundaries. They are unique = no one has experince solving them. Limited information available on it. Understanding and solution on the problem will change at the same time as they are trying to solve it. Often no win-win solution, someone looses. Who decides which solution is the best. WP/SUP are often unsolvable = failure is inevitable. It takes a long time to get it solved.
SUP: The people who caused the problem must solve it. Responsibility + impacts = unequal / unevenly distributed. Often slow and unseen/invisible impacts. How do you know you are involved? Worsened by waiting. Must tackle the problem, not the symptoms to get it solved. extreme sense of overwhelmness and uncertainty. Example of SUP: Climate change
Case:
explain the case of getting clean water in India and how "DAC" and "train-the trainer" are being used
Chapter 10:
JBF generated leadership in for improving water supply and sanitation that benefit local villages in India
+
train-the-trainer: training the locals
Case:
explain at least one of these:
Collective impact for climate mitigation - chapter 11
Accounting makes sustainability profitable/possible/boring - chapter 13
Chapter 11: Arlington = Community energy plans
Chapter 13: SASB = sustainable reporting system
Explain: Fire Learning network - chapter 14
Explain: Partnering for Clean water and community benefits - chapter 15
Fire: fighting skepticism and stigma around using fire as a socioecological method + many actors across many US states collaborating
Clean water: County (PGC) outside Maryland working with the private sector to make infrastructure to combat floods and storms + collaborating with many different actors and diverse local groups
Case:
Explain Innovating carbon Farming - chapter 12
Group of entrepreneurs making many measurements to store carbon through numerous ways in the soil to mitigate CO2 in the atmosphere (wants it down to 280 ppm within 2050)