Heifetz, Grashow and Linsky are some of the leading theorists of what they term “Adaptive Leadership.” They argue that workplaces encounter two types of challenges – technical (like a failing software) or adaptive whereby there are no known solutions or even too many solutions to the problem. In Chapter 11 of their book Adaptive Leadership …
Continue reading “Heroic Deed – Leaders Orchestrate Conflict (T-19)”
Collaborative leaders must be politically astute; and be able to rally support and negotiate conflict in the politically divisive and controversial world of health and health care. Conflict is inevitable in politics, and coalitions create many potential sources of conflict that need to be thought through and anticipated. On Chapter 6 of the Lead Text …
Continue reading “LEADS Link – Leaders Orchestrate Conflict”
As noted, leaders need to orchestrate healthy conflict. Indeed, some say that the only thing worse than open conflict is uneasy peace. The theory of dialectics shows us that conflict may not be bad, and the challenge for leaders is to ensure conflict happens in a way that supports progress. To learn more, please watch …
Continue reading “Dialectics: Conflict Engagement NOT Conflict Resolution”
An orchestra is a large ensemble of instrumentalists, especially one where the members play a variety of different instruments. Amazingly, an orchestra combines these multiple different instruments into a cohesive, pleasant listening experience (that is, if you appreciate classical music). Thus to “orchestrate” is to design or organize something, like a plan or a project, …
Trek Overview Domain: Develop CoalitionsCapability: Navigate Socio-Political Environments This Trek focuses on how leaders can engage with conflict to enhance organizational performance. By the end of this Trek the learner will be able to: Define what is meant by the term “orchestrate” Determine the difference between conflict resolution and conflict engagement Apply dialectical thinking to …
Continue reading “Trek Objectives – Leaders Orchestrate Conflict (T-19)”
Heifetz, Grashow and Linsky are some of the leading theorists of what they term “Adaptive Leadership.” They argue that workplaces encounter two types of challenges – technical (like a failing software) or adaptive whereby there are no known solutions or even too many solutions to the problem. In Chapter 11 of their book Adaptive Leadership …
Continue reading “Heroic Deed – Leaders Orchestrate Conflict”
Please watch the following video: Please take a moment to reflect on the following: How does the theory of dialectics apply to orchestrating conflict? What role does conflict play in allowing coalitions to progress? What are some of the benefits of conflict?
Collaborative leaders must be politically astute; and be able to rally support and negotiate conflict in the politically divisive and controversial world of health and health care. Conflict is inevitable in politics, and coalitions create many potential sources of conflict that need to be thought through and anticipated. Please read Bill’s story on pg. 161 …
Continue reading “LEADS Link – Leaders Orchestrate Conflict old hj”
An orchestra is a large ensemble of instrumentalists, especially one where the members play a variety of different instruments. Amazingly, an orchestra combines these multiple different instruments into a cohesive, pleasant listening experience (that is, if you appreciate classical music). Thus to “orchestrate” is to design or organize something, like a plan or a project, …
Continue reading “Orchestrate – Leaders Orchestrate Conflict old hj”
This Trek focuses on how leaders can engage with conflict to enhance organizational performance. By the end of this Trek the learner will be able to: Define what is meant by the term “orchestrate” Determine the difference between conflict resolution and conflict engagement Apply dialectical thinking to a workplace conflict Trek Overview This Trek will …
Continue reading “Trek Objectives – Leaders Orchestrate Conflict”
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