Leadership, Innovation, and Creativity
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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 "employee engagement enhancement"
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VUCA Times Call for DURT Leaders

VUCA Times Call for DURT Leaders | Leadership, Innovation, and Creativity | Scoop.it
VUCA times call on leaders to raise their game, plant the seeds for a better future ahead. VUCA requires strong leadership.

Via ThinDifference, Philippe Vallat, Jean-Philippe D'HALLUIN
Ivon Prefontaine's insight:

When we are direct, are understood, are reliable, and trustworthy, we send signals about being responsible. The era of accountability and transparency are not about responsibility. We can still hide necessary information in being transparent. We cannot when we are responsible.

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ThinDifference's curator insight, May 28, 2014 8:03 AM

VUCA times require more of leaders not less. Leaders need to be a Direct, Understandable, Reliable, and Trustworthy leader.

Frank J. Papotto, Ph.D.'s curator insight, June 4, 2014 12:29 PM

Volatility, Uncertainty, Complexity and Ambiguity (aka VUCA)  does require good leadership. But all of the DURT behaviors are important and should be practiced regardless of conditions. Trust as we know is important for robust engagement, clarity is important for  broad alignment, directness is important for superb execution and reliability is important in sustainable adaptation.  Leadership's purpose in VUCA situations and, in general, is to maintain and build effectiveness in achieving results; the DURT behaviors and other Purposeful Leadership  behaviors is at the heart of organizational success regardless of circumstances. 

Anne-Laure Delpech's curator insight, June 5, 2014 2:54 AM

intéressant : les caractéristiques du leader dans un monde VUCA (volatile, incertain, complexe et ambiguë)

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Student Motivation: It’s More Complicated Than We Think

Student Motivation: It’s More Complicated Than We Think | Leadership, Innovation, and Creativity | Scoop.it
Motivation—there are two kinds: intrinsic, which involves doing something because we want to do it, and extrinsic, which is doing something because we have to do it. A negative relationship exists between the two.

Via Sharrock
Ivon Prefontaine's insight:

Motivation is complex and very individual.

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Sharrock's curator insight, January 15, 2014 12:24 PM

excerpt: "In his research he identified 16 distinct universal reinforcements that he developed into an assessment tool called the Reiss Motivation Profile. “Everybody is motivated by the 16 universal reinforcements, but not in the same way. Individuals show reliable individual differences in how they prioritize these 16 reinforcements.” (pp. 154-155) These 16 reinforcements are listed in the article and they include the following motivations (among others): eating, the desire for food; curiosity, the desire for understanding; independence, the desire for self-reliance; social contact, the desire for peer companionship; and vengeance, the desire to confront those who offend."

- See more at: http://www.facultyfocus.com/articles/teaching-and-learning/student-motivation-its-more-complicated-than-we-think/#!

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, 2014 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, 2014 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.