Comp 1 Assessment Part 2

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University of Phoenix *

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560

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Computer Science

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Jan 9, 2024

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Uploaded by CorporalOstrichMaster323

Comp 1 – Assessment Part 2 Complexity Leadership Presentation Abdul Sameer Shaik University Of Phoenix MHA: 542: Leading With Authenticity In The Health Sector 09/04/2021 Debi Williams

Current challenges in health care leadership. H ow complexity leadership strategies may be leveraged to resolve one or more of these challenges . Select 1 or 2 health care leadership challenges and map which leadership functions (e.g., operational, entrepreneurial, and enabling) can be used to address them . Create a 10-minute, 7- to 9-slide voice-over - share your proposed path to the solution using the leadership functions identified by Uhl-Bien and Arena. What is complexity? Complexity is transforming entire industries, with many organizations ill prepared to respond to these threats. Leaders, caught in the demands of the moment, drive efficiency and results in the core business, while at the same time new competitors are emerging that can threaten traditional core businesses. The result is that virtually every major industrial sector is facing some form of potential disruption, be it telecom with free calling from WhatsApp, automotive with ridesharing from Uber, or financial services with free trading from RobinHood. Perhaps no one is feeling complexity more strongly than healthcare, where volatile regulatory environments, evolving pay structures, changing patient relationships, and wearable technologies are combining to create tremendous uncertainty with respect to where healthcare will go. As one healthcare CEO describes it: Although we are performing well right now, the decisions I make today are going to affect what happens with our organization in the next few years. If I send us down one path and it doesn’t go that direction, I could be positioning my organization for a situation it can’t get out of. When faced with challenges and the need to make decisions, leaders are trained to jump into management mode and drive control. They are biased toward order. The problem with this is that order is the enemy of adaptability and ordered responses can stifle out the interactive dynamics needed by organizations to respond effectively to complexity. In complex environments, instead of order we need an adaptive response. Adaptive responses resist the pull to order and capitalize on the collective intelligence of groups and networks. Organizations that enable an adaptive response do not turn to a top-down approach. Instead they engage networks and emergence.

Leaders enable adaptive responses by engaging in and creating conditions that feed and fuel emergence. One such condition is information flows. Information flows allow agents to find each other and link up common need, purpose or perspectives around which they can cohere to identify an adaptive response. When information flows are obstructed, e.g., by silos or hierarchical decision-making processes, they inhibit the ability of the organization to be adaptive. This is why so many organizations today are turning to flexible and open office spaces that are designed to enable collaboration and learning by removing assigned desks, increasing traffic flows to promote interaction, and providing spaces and resources for people to come together and create. We need to think of organizations as comprised of two primary systems: an operational system and an entrepreneurial system . Operational systems are found in the formal, bureaucratic organizational structures that push for order, e.g., standardization, alignment, and control. They are responsible for productivity, efficiency, and results. Entrepreneurial systems occur in the informal structures and systems that push for change, e.g., new opportunities, different operating procedures, new products and services, or extension into different business areas. They are responsible for innovation, learning and growth. Nearly all organizations start out entrepreneurial. They use opportunity and innovation to create economic or social value, often by challenging conventional wisdom and practicing disruptive innovation. Consistent with complex adaptive systems, ones that survive have fluid, self-organizing structures that allow them to adapt and change in the face of pressures from their environments. As entrepreneurial startups grow, however, they take on an operational system to convert innovation into repeatable results. The operational system invokes rules and procedures that help them align the desire for innovation with the need for scalable business outcomes. Once operational systems come into play, the two systems go into battle: Operational pushes for rules, regulations, standardization and control, and entrepreneurial pushes for innovation, discovery, experimentation, play and flexibility. Managers are trained to use rules and standard operating procedures to make decisions in the face of conflicting or challenging perspectives, eliminating or reducing adaptive tension in the system. Employees are trained to push decision-making responsibility up, letting managers take care of problems and return the system to status quo. Entrepreneurs typically have a dislike or even disdain for the operational

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system; as a result, they are often ineffective at advocating successfully for advancing entrepreneurial interests. Entrepreneurial leadership is consistent with research showing that creativity is often a collective process. An example is the creation by a company called Design Continuum of the Reebok Pump shoe, which in its first year accounted for over $1 billion in revenue. As described by Andrew Hargadon and Beth Bechky, a few individuals with knowledge about client demands interacted in a brainstorming session with another person who had knowledge of inflatable splints. This group then linked their idea up with another person who had knowledge of IV bags that could be adapted to provide air bladders. These individuals subsequently connected with individuals with expertise in pumps. It was only through these unfolding interactions that they came to recognize how their disparate knowledge could be relevant to building a better basketball shoe. The linking up of diverse agents (e.g., individuals, information, technologies) resulted in an emergent outcome that none of them could have imagined or predicted. This example is even more interesting in that Reebok had to broker for new insights, i.e., they had to go outside for its entrepreneurial leadership. This is not an uncommon experience, as many organizations are not set up to support the entrepreneurial system. However, some level of brokerage with other groups can act as a spark for the local group to test out new ideas. The challenge for entrepreneurial leaders is to keep their energy and spirit alive in the face of operational systems that are not set up to accommodate novelty. Enabling Leadership Enabling leadership brings with it a unique set of skills. Enabling leaders must be personally adaptive to adjust their style and approach based on unfolding dynamics and their read of the situation. Understanding the nature of complexity and emergence, they must initiate the emergence process by mobilizing and energizing others to act and then, when the shift begins, be disciplined enough to step into the background so the movement can emerge. Enabling leaders know that the only way to build an adaptive organization that is sustainable over time is unleashing the capacity of many local agents to regularly see and enact adaptive responses. Enabling emergence and adaptive space is an active process of learning. It involves an ongoing balance of knowing when to be highly visible to catalyze others and when to be

invisible to enable others. Therefore, at times they need to act as the catalyst, standing up and challenging the organization to be bolder, and at other times they need to step away so that others can rise up. Being an extraordinary enabling leader requires a combination of deep conviction and humility. Enabling leaders must be convicted enough in what they are doing to take great risks in opening up adaptive space for others, and humble enough to step back so others can step forward. They have to be comfortable with tension and willing to engage in it, including putting others in tension in ways that may at times make them uncomfortable. Experimentation means they will have to take some risks and be able to cope with failures. Enabling leaders trust in emergence, and engage it using strategic thinking and a keen sense of timing. They are comfortable with uncertainty, confident that, even in ambiguity, information and patterns will provide clues for guiding action. Enabling leaders do all this because they know the cause is bigger than them. Their satisfaction comes from creating adaptive responses, not personal recognition. Seeing others engaged and systems that are innovating give them a sense of meaning, purpose and fulfillment. And for those motivated by creativity and the challenges of intellectual stimulation, enabling leadership is both rewarding, and fun. References

Peace and harmony in the workplace https://www.proquest.com/docview/1811323538/fulltext/209100981624191PQ/1? accountid=35812 What's your Leadership Signature? https://www.heidrick.com/en/insights/leadership-development/whats-your-leadership- signature What it takes to achieve managerial success https://www.proquest.com/docview/1643098923/fulltext/A0A3260BCA7E4A1FPQ/1? accountid=35812

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