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ADAPTIVE LEADERSHIP:
TOOLS AND TACTICS FOR CHANGING YOUR ORGANIZATION AND THE WORLD
E X E C U T I V E B O O K S U M M A R Y M A R C H 2 0 1 3
C O M I L E D B Y : A D E L P A N A H I
MICROSOFTEY
A
CONCEPTS: Brief summary
Get on the balcony to
observe patterns and Heifetz, Linsky and Grashow der to provoke change.
diagnose the problem
in The Practices of Adaptive
This interactive book consists
Interpret accurately Leadership: Tools and Tactics
through listening for of five sections with twenty-
for Changing Your Organiza-
the “song beneath the three chapters. Each section
words”. tion and the World ask read-
provides many practical steps
ers to act courageously and
Intervene up to the for practicing adaptive lead-
“zone of productive engage in continued reflec-
ership. Two common ele-
disequilibrium”. tion as they want to become
ments found of this book are
Change
agents of change. The au-
the “On the Balcony” and “In
thors explain leadership as
Thrive
the Practice Field” features.
“the practice of mobilizing
Throughout each section the
people to tackle tough chal-
authors provide these tools
INSIDE
lenges and thrive” (p. 14).
to enable readers to provide
THIS ISSUE: The main message of adap-
recommendations in rela- RONALD HEIFETZ,
tive leadership practice is the
tion to their own personal
Summary 1
idea that if a system is bro- ALEXANDER GRASHOW,
situations.
ken, it must be diagnosed and & MARTY LINSKY
Part One 2 fixed by taking risks and chal- Boston, Massachusetts: Harvard
lenging the status quo in or- Business Press (2009)
Part Two 3 Hardcover, 326 pages
ISBN #978-1-4221-5576-4
Part Three 5
Part Four 6
Adaptive Leadership’s basic assumptions:
Part Five 7 Adaptive leadership is Organizational change New adaptations have
about change that ena- happens through experi- the potential of signifi-
bles the capacity to mentation. cantly displacing, re-
Critique 8 thrive. regulating, and rearrang-
Adaptive leadership re-
ing old structure.
Adaptive change inter- lies on diversity and val-
ventions build on the past ues divers views Adaptive change takes
rather than jettison it. time.
The word leader comes from the Indo-European root word leit, the name for the person who carried
the flag in front of an army going into battle and usually died in the first enemy attack. His sacrifice
would alert the rest of the army to the location of the danger ahead (p.26)
PAGE 2
Adaptive leadership
is the practice of
Four tips before stepping in to the process
mobilizing people
1. Don’t do it alone, involve 3. Resist the leap of action
to tackle tough
others and distribute re- and stay reflective like
challenges and
sponsibilities. Mandela, Mother Teresa
thrive. (p. 14)
and Gandhi
2. The best leadership la-
boratory for learning adap- 4. Make hard choices and
tive leadership is life itself. enjoy it.
PAGE 3
organization’s
Understanding the political relationships in your organization is key to seeing how your organization
works as a system. To think politically, you have to look at your organization as a web of stakeholders.
For each stakeholder, you need to identify her:
Stake in the adaptive challenge at hand. How will she be affected by resolution of the challenge?
Desired outcomes. What would she like to see come out of a resolution of the issue?
Level of engagement. How much does the person care about the issue and the organization?
Degree of power and influence. What resources does the person control, and who wants those re-
sources?
Equally important, you must identify each stakeholder’s:
Values. What are the commitments and beliefs guiding the behaviors and decision-making processes?
Loyalties. What obligations does the person have to people outside his or her immediate group
Losses at risk. What does the person fear losing if things should change?
The politics of change Hidden alliances. What shared interests does the person have with people from other major stake-
holder groups that could lead the person to form an alliance that could build influence?
To mobilize stakeholders
Why resistance to change?
to engage with your
7 Steps of Effective
Interpretation:
of the issue
picture?”
framing
5. Hold steady
begin to emerge
to the stronger
pull of what
Five practices to keep your purposes alive while leading adaptive change
Part Five Negotiate the ethics Keep purposes alive: Integrate your ambi-
of leadership and pur- you can help maintain tions and aspira-
pose: calculate your this connection through tions: you can have
intervention's potential physical reminders and both ambitions and
damage to others, assess rituals. aspirations, and you can
the damage to your self- Negotiate your pur- actively serve both.
image and your espoused poses: you are not Avoid going blind
values and keep the abandoning your pur- and deaf, becoming
question itself alive in all poses when you take a martyr and being
its forms asking do the an angled step toward the self-appointed
means justify the ends? them rather than move chief purpose officer
Deploy Yourself
along a straight line.
constraint presented by
your loyalties?
Conversations
Refashioning Ancestor
Take care of yourself not as an indulgence, but to help ensure that the purposes you join have the
best chance of being achieved, and that you are still around to enjoy the fruits of your labors.
Discussion Questions:
1. Is it possible to apply adaptive leadership in changing policies rather
than changing organizations? What are the policy implications of adap-
tive leadership?
2. How ethical is the adaptive leadership?
3. In what ways does the adaptive leadership build trust in an organization?