| A | B |
|---|
| Identify the 4 KLC competencies | Diagnose the Situation, Manage Self, Act Experimentally, Energize others |
| Identify main components of KLC Competencies: Diagnose the Situation | Test multiple stories/interpretations, -push against default interpretations (tend to be technical and individual rather than adaptive and systemic), -push against default interpretations (tend to be technical and individual rather than adaptive and systemic)-push against default interpretations (tend to be technical and individual rather than adaptive and systemic)look for data regarding temperature in system and assess/diagnose degree of disequilibrium, look for data regarding temperature in system and assess/diagnose degree of disequilibrium, distinguish technical vs. adaptive work |
| Identify main components of KLC competencies: manage self | -identify your capabilities, vulnerabilities and triggers -distinguish self from role -understand the role you play in the system -choose among competing values -do what is needed, not what is comfortable |
| Identify main components of KLC competencies: intervene skillfully | -capture attention -engage unusual voices -work across factions -raise or lower the heat; orchestrate conflict -give the work back -make conscious choices about intervention -create conditions for collaboration |
| Identify main components of KLC competencies: energize others | -pace the work -speak to loss -speak from the heart -orient to purpose -empowerment (engage others in designing intervention) -start where they are, not where you are |
| What is the definition of adaptive leadership? | The practice of mobilizing people to tackle tough challenges and thrive |
| What are the key words in the adaptive leadership definition, and why are they important? | Mobilizing: activity, motivation, energy, excitement, engagement Thrive: sustainability, willpower, dedication, ups and downs, experimentation Tackling: group is trying to move forward in a positive way to make progress Practice: leadership is a process Tough: adaptive challenges aren't easy to deal with Challenges: don't know how to deal with or move forward; a lot of learning |
| What are the characteristics of an adaptive challenge? | -Do not follow standard operating procedure -Authoritative expertise unable to address -Requires experiments and new knowledge -Innovation, creativity, experiments with new ideas and gaining new knowledge in order to make progress |
| What are the characteristics of a technical challenge? | -Problems with standard operating procedure -Rely on authoritative expertise -Takes less time than adaptive challenges |
| What does it mean to "raise the heat?" | Purposefully orchestrating a situation that keeps a group working on difficult issues that are critical to effectively addressing adaptive challenges. Working hypothesis is that groups most effectively address critical issues when in an optimal zone of productive work, characterized by disequilibrium that is not high enough to cause unproductive chaos, but not so low as to avoid productive work on real issues. Why would you want to "raise the heat?" What is the benefit? Are there any costs? Raising the heat to the disequilibrium that causes increased productivity can help a group with adaptive challenges. A cost is that if the disequilibrium becomes too high, the group may get chaotic or even fall apart because of high tensions. Productive Zone of Disequilibrium (PZD) Enough heat generated by your intervention to gain attention, engagement and forward motion, but not so much that the organization explodes |
| What is the difference between observing, interpreting and intervening? | Observing: getting onto the balcony is the best way to observe objectively in adaptive leadership; just the facts (as if a group were watching a basketball game with no commentary) Interpretation: underlying sensory information, like body language and emotion, underlying values and loyalties Intervention: take into account resources available in your org; reflect hypothesis about the problem; connect interpretation to the purpose or task on the table so people can see that your perspective is relevant to collective efforts Be able to recognize a scenario where distinguishing between roles is helpful for someone engaging in adaptive leadership. What is the benefit of such a distinction? Each person has relationships, allegiances, and political capital w/people in other factions whose support you may need to progress Making a distinction between the roles you play and yourself, you gain the emotional strength to ignore person attacks your opponents hope will stymie your initiative. |
| What does it mean to get on the balcony vs. interpreting from the dance floor? Why is this metaphor useful? | The dance floor is a place where you are actively engaged in leadership and may not see beyond your place in the group. It doesn't provide very much clarity or perspective. Getting on the balcony allows you to see an expanded view of the situation, your place in the situation and the views that others have about the situation. It also helps a group diagnose the situation. It is not an excuse for not participating; diagnosing from the balcony requires active engagement. |
| Listening and speaking from the Heart is critical to energizing others? | True |
| People are energized by ambiguity around purpose? | False |
| Facts and figures and rational arguments are ultimately more inspiring than speaking from the heart and connecting with peoples values and emotions? | False |
| In some cases its important to sugar coat change and potential loss? | False |
| Speaking to loss is an aspect of energizing others? | True |
| When a community is facing a difficult issue, there is almost always tremendous pressure, especially on those in authority, to act, to do something quickly; thus because of the pressure it is difficult to spend the time necessary for a diagnosis. You have to stay true to your commitment to diagnose the situation. | True |
| Being able to identify your own capabilities, vulnerabilities and triggers is a critical aspect of which KLC competency | Manage Self |
| If a community tries to keep open interpretations that are adaptive, systemic and conflictual rather than technical, individual, and benign, we would say they are expressing which KLC competency? | Diagnose the Situation |
| Managing self in adaptive challenges requires a person to be careful and conservative and not take risks in interventions | False |
| Pushback is often about the _____ you are engaged in | role |
| Often we are afraid to intervene for fear we will not be | liked |
| If one is practicing adaptive leadership it is more important to keep people comfortable | False |
| KLC stands for... | Kansas Leadership Center |
| Energizing others requires starting where they are not where you are | True |
| Intervening is an ongoing process that requires skill. | True |
| According to the KLC interventions that are skillful are made by conscious choices. | True |
| Skillful intervention requires interventions that always raise the heat. | True |
| Once intervention has begun, the time to interpret is over. | False |
