Systemic Leadership

Chapter 1:

Dawning of the Networked Knowledge Era

1. Knowledge is infinite (fundamental shift)

2. The increase in the amount of information is accelerating

3. There are expanding vehicles by which information flows through and into organizations in a knowledge era.

4. Systemic knowledge is more valued and critical

5. Ongoing learning for both individuals and organizations is crucial.

How does all of this apply to student affairs?

Connectivity feeds dynamic movement



which feeds complexity 

which feeds the need for learning on both an individual and organizational level 

which is necessary in order for the organization to continually evolve and thrive within the turbulent environment 

which requires greater connectivity

The Spiral Effect of Connectivity

Re-imagine what you know

&

implement change.

1. Measuring ourselves and others on the standard of perfection

2. The development of goals

3. The ability to control

4. Efficiency

5. Predictability vs. Probability

Possible points of tension include:

Expectations vs. Realities

• We are moving away from mechanistic images of reductionism and adopting the organic images of connectivism.
• Therefore, we must be aware of the contrasts between what is expected and the realities we experience.

The Evolving Organization

A shift in organizational structure

Systemic Leadership

1. Explosion of information and knowledge

2. Accelerating advancements in intellectual technology

3. New modes of communication

4. Extension of our cognitive powers

5. A resulting new world view that included systems thinking and leveraging intellectual capital within an organization

Shapes the future of our organizations and institutions.

The Knowledge Era

Networked

worldview

Fragmented worldview

How is the value and use of information shifted from era to era?

1. "Whole System" Perspective

2. Blurred Boundaries

3. Non-linear causality

4. Dynamic flux

5. Complex complexity

6. Can be influenced

How do organizations work with the connectivist's approach?

1. All resources are seen as finite

2. The amount of information available is perceived as knowable

3. Information is seen as controllable

4. Information and knowledge are applied in specific situations

5. Learning is sequential and task specific

Shaped how our perspective on organizations and institutions today.

The Industrial Era

The Connectivist's Ways of Working

1. New Ways of Relating

2. New Ways of Influencing Change

3. New Ways of Learning

4. New Ways of Leading

The Reductionist Paradigm

A Fragmented/Hierarchical Worldview

These behaviors drive many people working with/within organizations today.

1. "Independent Parts" Perspective

2. Boundary maintenance

3. Linear chains of causality = Understanding

4. Incremental change

5. Simple Complexity

6. Organizational control

• Has a simple, flexible and constantly evolving structure.
• Active participants can initiate change within the system.
• New information spreads rapidly.
• Constant creativity and innovation.

A Network Worldview

The Connectivist's Paradigm

How do organizations work with the reductionist's approach?

• The whole is a sum of its parts.
• It can be taken apart and put back together again.
• Boundaries are distinct.
• Accesses and contributes to the resources of its environment.

References

Allen, K. E., & Cherrey, C. (2000). Systemic Leadership. Lanham, Maryland: University Press of America, Inc.

Taylor, C. (2011, January 12). Systemic Leadership - Part 1. Retrieved February 12, 2012, from theknowledgebiz's blog: http://theknowledgebiz.wordpress.com/2011/01/12/systemic-leadership-part-1/

Taylor, C. (2011, January 22). Systemic Leadership - Part 2. Retrieved February 12, 2012, from theknowledgebiz's blog: http://theknowledgebiz.wordpress.com/2011/01/22/systemic-leadership-part-2/

WestWindEd. (2010, February 11). Taking On the Urgent Need for Change [video file]. Retrieved from http://www.youtube.com/watch?v=EZ3DAl6cEVU