Fundamental concepts slides1
- 1. Slide 1 A product of Turning Point Fundamental Concepts
- 2. #4 Slide 2 A product of Turning Point Networking – Exchanging information for mutual benefit. Coordinating – Networking and altering activities to achieve a common purpose. Cooperating – Coordinating and sharing or pooling resources. Collaborating – Cooperating and enhancing the capacity of another for mutual benefit to achieve a common purpose. (Himmelman) Competing – Exchanging some amount of information, but not “proprietary” information; altering activities to meet own needs; sharing resources minimally or with a “hidden agenda.”
- 3. #11 Slide 3 A product of Turning Point TEAM #1
- 4. #12 Slide 4 A product of Turning Point COALITION #2
- 5. #13 Slide 5 A product of Turning Point COLLABORATIV E #3
- 6. #14 Slide 6 A product of Turning Point PARTNERSHIP #4
- 7. #5 Slide 7 A product of Turning Point Collaborating Cooperating Coordinating Networking Group RelationshipsGroup Relationships Involvement Commitment Resources (e.g., time, money) (Himmelman)
- 8. #6 Slide 8 A product of Turning Point Problem TypesProblem Types • Type I: A broken leg • Type II: Air pollution • Type III: Problem drug use
- 9. #7 Slide 9 A product of Turning Point InstructionsInstructions 1. Which leadership style is appropriate for this problem? 2. What leadership behaviors and skills do you want to see in a leader? Why? 3. Are typical problems in public health similar to the one you are discussing? How are they similar? Different?
- 10. #8 Slide 10 A product of Turning Point Problem Types and Leadership RolesProblem Types and Leadership Roles Type Problem Solution Locus of Work Leadership Role I Clear Clear Expert- Leader Expert - Leader Solves the problem II Clear Unclear Expert- Leader Expert diagnosis: Group or Multiple Leader helps group Stakeholders problem solve III Unclear Unclear Group or Multiple Leader helps group Stakeholders problem solve
- 11. Slide 11 A product of Turning Point What is Leadership?What is Leadership?
- 12. Slide 12 A product of Turning Point Leadership is…..Leadership is….. • A TRAIT and a PROCESS Trait - the ability to exert influence and have others accept that influence producing change or performance » Chrislip, Sweeny Chritian, Olsen, 2002 – Process – A process whereby an individual or small group influences others to achieve a common goal » Northouse, 1997
- 13. Slide 13 A product of Turning Point Authority is……..Authority is…….. • The power to determine, adjudicate, or otherwise settle issues or disputes, jurisdiction, the right to control, command, or determine – Webster’s New Universal Unabridged Dictionary
- 14. Slide 14 A product of Turning Point LEADERSHIPLEADERSHIP vs.vs. AUTHORITYAUTHORITY
- 15. Slide 15 A product of Turning Point The Class of 80 LeadersThe Class of 80 Leaders Talking PointsTalking Points • Leadership versus Authority • All Leaders and No Followers
- 16. Slide 16 A product of Turning Point Who is a leader?Who is a leader?
- 17. Slide 17 A product of Turning Point Leadership TraitsLeadership Traits • Intelligence – ability to understand and reason through problems • Knowledge – of regional problems, their causes, and potential solutions • Respect – the extent to which an individual or group can win the community’s estimation or admiration » Sorenson and Epps,1996
- 18. Slide 18 A product of Turning Point Leadership TraitsLeadership Traits • Resources – sufficient finances and time to perform a leadership role • Energy – ability to expend considerable (necessary) efforts on the leadership tasks • Originality – ability to bring new perspectives to bear on local problems » Sorenson and Epps, 1996
- 19. Slide 19 A product of Turning Point Leadership TraitsLeadership Traits • Persuasiveness – may result from some combination of position, eloquence, fear, inducement, or ability to simplify arguments for the general consumption • Synoptic thinking – ability to see the big picture » Sorenson and Epps, 1996
- 20. Slide 20 A product of Turning Point Temple TexasTemple Texas Talking PointsTalking Points • What causes people to act? Dissatisfaction with status quo – Dr. King “All change comes from maladjusted people”
- 21. Slide 21 A product of Turning Point What are some differentWhat are some different Leadership Styles?Leadership Styles?
- 22. Slide 22 A product of Turning Point Leadership StylesLeadership Styles • Directing – Focuses communication on goal achievement – Gives instructions (what goals to achieve and how) – Limited time on supportive behaviors » Northouse, 1997
- 23. Slide 23 A product of Turning Point Leadership StylesLeadership Styles • Coaching – Focuses communication on both goal achievement and people’s needs – Gives encouragement – Asks for input – Ultimately, leader still makes final decision » Northouse, 1997
- 24. Slide 24 A product of Turning Point Leadership StylesLeadership Styles • Supporting – Does not focus just on goals – Focuses on tasks to be accomplished – Uses supportive behaviors to bring out others skills • Listening • Praising • Asking for input • Giving feedback » Northouse, 1997
- 25. Slide 25 A product of Turning Point Leadership StylesLeadership Styles • Delegating – Offers less input and social support – Facilitates others’ confidence and motivation to do tasks – Leader not as involved in planning, details, or goal clarification » Northouse, 1997
- 26. Slide 26 A product of Turning Point The Four Leadership StylesThe Four Leadership Styles Supporting High supportive & Low directive Coaching High supportive & High directive Delegating Low supportive & Low directive Directing Low supportive & High directive SupportiveBehav Directive Behavior
- 27. Slide 27 A product of Turning Point Federico PeFederico Peññaa Talking PointsTalking Points • Ego • Deference • Giving up control/power • Courage • Not a “traditional leadership” tactic
- 28. Slide 28 A product of Turning Point Quotes on CollaborationQuotes on Collaboration • None of us is as smart as all of us » Edward C. Register, 1915 • Cooperation! What a word! Each working with all, and all working with each. » Warren Bennis, 1996 • Collaboration is damn tough » Focus group participants, 1997 » All quotes from Medicine and Public Health: The power of collaboration, Lasker, et al.
- 29. Slide 29 A product of Turning Point CollaborationCollaboration A mutually beneficial and well-defined relationship entered into by two or more organizations to achieve common goals Amerst H. Wilder Foundation
- 30. Slide 30 A product of Turning Point Why CollaborateWhy Collaborate • Shared Concern • Pool Power • Overcome Gridlock (“get unstuck”) • Add Diversity • Increase Ability to Handle Complex Issues
- 31. Slide 31 A product of Turning Point Context for CollaborationContext for Collaboration • Identify the problem • Understand what makes leadership difficult • Identify stakeholders • Assess extent of stakeholder agreement • Evaluate community’s capacity for change • Identify where the problem/issue can be most effectively addressed » Chrislip and Larson
- 32. Slide 32 A product of Turning Point Guinea Worm Project andGuinea Worm Project and Atlanta ProjectAtlanta Project Talking PointsTalking Points • Problem Type • Consensus on Problem • Top Down / Bottom Up or Both
- 33. Slide 33 A product of Turning Point What Makes LeadershipWhat Makes Leadership DifficultDifficult • Many people with the power to say “NO,” yet no one person or group has power to act alone • Lack of trust • Hidden agendas • No larger vision • Lack of credibility to provide leadership • Not willing to take on leadership role
- 34. Slide 34 A product of Turning Point What Makes LeadershipWhat Makes Leadership DifficultDifficult • Apathy • Avoidance of risk • Fear of being attacked • Problems are complex and interdependent • Don’t know what the “real” problem is • Information about problem distorts understanding of problem(s) » Chrislip and Larson
- 35. Slide 35 A product of Turning Point Identifying StakeholdersIdentifying Stakeholders • Perspective –What perspectives are needed to credibly and effectively define the problems/issues and create solutions? –Who can speak for these perspectives? » Chrislip and Larson
- 36. Slide 36 A product of Turning Point Identifying StakeholdersIdentifying Stakeholders • Interests –What interests must be represented for reaching an agreement that can be implemented? –Who can speak for these interests? » Chrislip and Larson
- 37. Slide 37 A product of Turning Point Identifying StakeholdersIdentifying Stakeholders • Implementation –Who are the people, interest groups, organizations who: • are necessary to implement solutions • can block action • control resources » Chrislip and Larson
- 38. Slide 38 A product of Turning Point Identifying StakeholdersIdentifying Stakeholders • Cause and/or Effect –Who are the people who: • cause the problems/issues • are affected by the problems/issues • will be affected by the solutions » Chrislip and Larson
- 39. Slide 39 A product of Turning Point Identifying StakeholdersIdentifying Stakeholders • Creating Change –Who are the people, if they could reach agreement about the problem and solution, who could generate the political and institutional will to create significant change? » Chrislip and Larson
- 40. Slide 40 A product of Turning Point Assessing StakeholderAssessing Stakeholder AgreementAgreement • Have stakeholders agreed…. – there is a problem that needs attention? – to work together on the problem/issue? – how to work together on the problem/issue? – on the definition of the problem/issue? – on the solution(s) to the problem/issue? – on an implementation plan and action steps? » Chrislip and Larson
- 41. Slide 41 A product of Turning Point Evaluating Community’sEvaluating Community’s Capacity for ChangeCapacity for Change • To what degree is there conflict, mistrust, and disunity among stakeholders? • Do the skills necessary for collaboration exist in the community? If yes, to what degree? • Are there leaders with credibility and respect to bring together stakeholders to address the problem/issue? • Who are they? Will they get involved? » Chrislip and Larson
- 42. Slide 42 A product of Turning Point Evaluating Community’sEvaluating Community’s Capacity for ChangeCapacity for Change • Are there community members with the leadership skills necessary to start and sustain a collaboration process? • Who are they? • Are there people or groups in the community that are able and willing to design and facilitate a collaborative process? • Who are they? » Chrislip and Larson
- 43. Slide 43 A product of Turning Point Evaluating Community’sEvaluating Community’s Capacity for ChangeCapacity for Change • Can you access the information necessary to make a good decision? – How? Where? In what format? • What are other sources of information that may be useful/helpful? » Chrislip and Larson
- 44. Slide 44 A product of Turning Point Where Key Issues Can BeWhere Key Issues Can Be Addressed Most EffectivelyAddressed Most Effectively • Neighborhood • Community • City • Region • State » Chrislip and Larson
- 45. Slide 45 A product of Turning Point Keys to SuccessfulKeys to Successful CollaborationCollaboration • Good Timing • Strong Stakeholder Group • Broad-based Involvement • Overcoming Mistrust • Clear Need • Credibility • Open process » Chrislip and Larson
- 46. Slide 46 A product of Turning Point Keys to SuccessfulKeys to Successful CollaborationCollaboration • Commitment/involvement of high-level, visible leaders • Support or acquiescence of “established” authorities • Strong leaders of the process • A shift to broader concerns • Interim success » Chrislip and Larson
- 47. Slide 47 A product of Turning Point Characteristics ofCharacteristics of Successful CollaborationSuccessful Collaboration • Opportunity to participate in decision making • Quantity of information exchanged • Quality of information exchanged • Handling of conflict • Shared vision and values • Satisfaction with the project • Commitment to the project » Mizrahi and Rosenthal, 2001; Larson, 2002
- 48. Slide 48 A product of Turning Point Characteristics ofCharacteristics of Successful CollaborationSuccessful Collaboration • Achieves the goal • Gains recognition from (social change) target • Gains community support • Creates lasting network • Attains longevity • Acquires new skills » Mizrahi and Rosenthal, 2001; Larson, 2002
- 49. Slide 49 A product of Turning Point Characteristics ofCharacteristics of Successful CollaborationSuccessful Collaboration • Commitment to goal/cause/issue • Competent leadership • Commitment to coalition unity/work • Equitable decision-making structure/process • Mutual respect/tolerance » Mizrahi and Rosenthal, 2001; Larson, 2002
- 50. Slide 50 A product of Turning Point Collaborative LeadershipCollaborative Leadership • Leadership shown by a group that is acting collaboratively to solve agreed upon issues • Leaders use supportive and inclusive methods to ensure that those they represent are part of the change process • Requires new notion of power…the more power we share, the more we have to use » http://eric-web.tc.columbia.edu/families/TWC
- 51. Slide 51 A product of Turning Point Common Issues inCommon Issues in Collaborative LeadershipCollaborative Leadership • Power • Sharing Information and Expertise • Conflict Management • Supportive Environment • Valuing and Incorporating Diversity »Turning Point Expert Panel Stories video series
- 52. Slide 52 A product of Turning Point Qualities of CollaborativeQualities of Collaborative LeadersLeaders • Capacity for maturity • Capacity for patience • Ego control • Capacity for self reflection • Capacity to handle uncertainty • Tolerance for uncertainty
- 53. Slide 53 A product of Turning Point Qualities of CollaborativeQualities of Collaborative LeadersLeaders • Capacity to see problems from others’ point of view • Capacity for respectful assessment • Capacity to respect others’ experience or point of view • Capacity to create a safe, open, supportive environment
- 54. Slide 54 A product of Turning Point Qualities of CollaborativeQualities of Collaborative LeadersLeaders • Capacity to communicate across organizational boundaries and with every part of community • Capacity to create a shared vision • Capacity for creativity • Constructive conflict management » Turning Point Collaborative Leadership video series » http://eric-web.tc.columbia.edu/families/TWC
- 55. #2 Slide 55 A product of Turning Point Traditional-Collaborative LeadershipTraditional-Collaborative Leadership Traditional Collaborative Top down Self-governing Few make decisions Broad participation Unilateral action Guide & coordinate process Win or shift power Build relationships Linear thinking Systems thinking Programs & products Process Charisma Vision Persuasive Empathetic Group falls apart if leader Group continues when leader leaves leaves
- 56. Slide 56 A product of Turning Point Six Practices of Collaborative LeadershipSix Practices of Collaborative Leadership Complex Problem Effective Solution SR CC AE DP BT SP
- 57. Slide 57 A product of Turning Point Six Practices: DefinitionsSix Practices: Definitions • Assessing the Environment: Understanding the context for change before you act. • Creating Clarity: Defining shared values and engaging people in positive action. • Building Trust: Creating safe places for developing shared purpose and action. • Sharing Power and Influence: Developing synergy of people, organizations, and communities to accomplish a shared vision. • Developing People: Committing to people as a key asset through coaching and mentoring. • Self-Reflection: Understanding your own values, attitudes, and behaviors as they relate to your leadership style and its impact on others.
- 58. Slide 58 A product of Turning Point Why Six Practices ?Why Six Practices ? • Identified by the Turning Point Leadership Development National Excellence Collaborative • Research included: – Literature reviews – Individual interviews – Focus groups – Expert panel debates – Attendance at leadership development training programs
- 59. #9 Slide 59 A product of Turning Point Six Practices of Collaborative LeadershipSix Practices of Collaborative Leadership Leader Qualities/SkillsLeader Qualities/Skills Assessing the Environment Creating Clarity Sharing Power Self-Reflection Building Trust Developing People
- 60. Slide 60 A product of Turning Point Faith and Health LetterFaith and Health Letter Talking PointsTalking Points • Shared vision • Public statement of commitment • Vulnerability
- 61. Slide 61 A product of Turning Point Army, Mojave DesertArmy, Mojave Desert Talking PointsTalking Points • Continually assess progress • Feedback results to collaborative participants • Feedback results to community • Use results to improve efforts
- 62. Slide 62 A product of Turning Point Northern IrelandNorthern Ireland Talking PointsTalking Points • Agree to disagree • Ground rules • Tape recorded meetings
- 63. Slide 63 A product of Turning Point GuatemalaGuatemala Talking PointsTalking Points • See through eyes of others • Storytelling
- 64. Slide 64 A product of Turning Point The Kitchen TableThe Kitchen Table Talking PointsTalking Points • Creating a safe place • Trust • Open communication
- 65. Slide 65 A product of Turning Point Erase the HateErase the Hate Talking PointsTalking Points • Make the most of opportunity • Students became the leaders
- 66. Slide 66 A product of Turning Point Kids Can’t FlyKids Can’t Fly Talking PointsTalking Points • Agreement on Problem/Issue • Trust • Opportunity • Showing Results
- 67. Slide 67 A product of Turning Point ChallengesChallenges • Doing more with less • Mandates from “above” • Rapid change • Complexity of issue » Turning Point Expert Panel Stories video series
- 68. Slide 68 A product of Turning Point ChallengesChallenges • Economic realities • Social and cultural unrest • Loss of confidence in institutions • No time for critical reflection »Turning Point Collaborative Leadership video series
- 69. Slide 69 A product of Turning Point Assessment Tools andAssessment Tools and MethodsMethods • 360-Degree Feedback • Leadership Practices Inventory • Myers-Briggs Type Indicator • Blanchard’s Leader Behavior Analysis
- 70. Slide 70 A product of Turning Point Methods for BuildingMethods for Building Collaborative Leadership SkillsCollaborative Leadership Skills • Exposure to different ideas • Exposure to different cultures • Critical Reflection • Experience / Practice
- 71. Slide 71 A product of Turning Point Methods for BuildingMethods for Building Collaborative Leadership SkillsCollaborative Leadership Skills • Mentoring • Coaching – Shadow coaching – Feedback-based coaching – Just in time personal coaching – Peer coaching • Rewards
- 72. Slide 72 A product of Turning Point Hand WashingHand Washing Talking PointsTalking Points • Learn by Hearing it • Learn by Watching it • Learn by Doing it
Editor's Notes
- #11: Type 1: Clearly defined; known solutions; routine challenges. Find an expert who knows how to fix them. Type 2: Clearly defined; solution requires action/thought on the part of those affected; cannot be fixed entirely by expert. Type 3: Neither problem nor solution definable by expert; complex, interdependent, messy, dynamic, systemic, and open-ended; need diverse input and perspectives.; many sectors need to “own” the problem.