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Leadership, Innovation, and Creativity
Complexity, chaos, and ambiguity are aspects of leadership and learning. Without those we cannot innovate and create.
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Rescooped by Ivon Prefontaine from Supports for Leadership
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Handling Complexity in Decision-Making: Avoiding The Bike Rack Effect in Meetings

Handling Complexity in Decision-Making:  Avoiding The Bike Rack Effect in Meetings | Leadership, Innovation, and Creativity | Scoop.it

Why would a $100M power plant zoning approval take 3 minutes and a request to build a $10,000 bike rack for city sidewalks take hours?

 

It's easy to be swept up in the trivial and fun stuff, starving the big issues for the time and consideration they merit.  Cyril Northcote Parkinson, a British historian and operations researcher, penned this extreme example of decision-making in meetings in his book Parkinson's Law. Paraphrasing the Wikipedia entry, the powerplant is so expensive, the sums of money are hard to frame.

 


Via Deb Nystrom, REVELN, Mark E. Deschaine, PhD
Ivon Prefontaine's insight:

Most humans have no comprehension of $100 million, but understand $10, 000.

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Deb Nystrom, REVELN's curator insight, March 24, 12:27 PM

This is a post useful for anyone connected to public sector meetings, or any meeting with complex topics.  I've posted this in change leadership watch for the reasons of asking you, the reader the question, have you ever helped a decision making body avoid the The Abilene Paradox, a classic management film about avoiding mismanaged agreement?

This post also illustrates the power of Parkinson's Law where board members lazily skip over the seemingly impenetrable problem in the meeting, deferring to the team managing the project. There will be implications for years of this city council meeting's decisions, and yet it is decided in three minutes.  It's astounding, assuming we haven't been excluded from a long list of previous meeting discussions.   ~ D

Tom Russell's curator insight, March 27, 7:00 AM

I'm sure we can all identify with this scenario. It reminds me of a school football game when everybody is running after the ball regardless of their agreed position on the pitch. Clearly where there is passion there is engagement, so focussing on, and agreeing, clear outcomes is a key starting point if one is going to avoid everyone being kicked in the shins.

Rescooped by Ivon Prefontaine from Leadership, Strategy & Management
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Why Good Leaders Don't Always Negotiate

Why Good Leaders Don't Always Negotiate | Leadership, Innovation, and Creativity | Scoop.it

With this erosion of strict authority structures in organisations, the question then becomes: If leaders and managers are no longer in the comfortable position of dictating policy, products or direction, how can they make effective change?

 

They have to win people over, that's how. They have to constantly persuade others to go along with their ideas. In short, leaders have to negotiate with practically everyone.

 

While negotiation may be the best way to work out differences, there may be times when you’re better off simply making a decision and acting on it. If you’re in a leadership position, this may mean doing things your way regardless of the concerns or interests of the other party or parties.


Via Vicki Kossoff @ The Learning Factor, Christine Heine, Emeric Nectoux
Ivon Prefontaine's insight:

Hopefully, this flatter structure will move into public education.

 

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Vicki Kossoff @ The Learning Factor's curator insight, January 7, 5:39 PM

As companies look to level their organisational structures, negotiating will be key but it's not always recommended.

Marcellus Maxximus's curator insight, January 13, 2:32 AM

I scooped this because I think of myself as a good leader and I wanted to see what some good leaders do. And to be honest I thought in business you always had to negotiate at some time or another.