Leading in complex systems:

Transcription

1 7 January 2016 Leading in complex systems: System leadership, unconscious processes and systems psychodynamics Anne Benson Aims for this webinar This webinar is divided into two distinct yet connected parts. The first part explores complexity and systems thinking, and the second unconscious group processes. In both we will be considering the implications of these ideas for your leadership practice. 1

2 By the end of the webinar you will have had the opportunity to: Consider the characteristics of complex systems Identify the leadership behaviours required to lead in contexts characterised by VACU Explore some of the unconscious processes that are frequently at play amongst groups of people in teams and organisations. Apply these ideas to your own leadership role within your organisation. Current contexts are: Volatile Ambiguous Complex Uncertain If we are to be successful in such contexts we need to think and do differently 2

3 The mechanical paradigm For many years, change management and leadership theory have been informed by the Newtonian or mechanical paradigm. In this way of viewing the world the assumption is that, if you understand the parts you ll understand the whole. Hence mechanical metaphors: step up a gear run like clockwork run like a well oiled machine the machinery of government policy instruments policy levers If you understand: Tasks Hierarchies Functions You can manage and discipline by replacing parts like worn out cogs. You can make plans with timetables and penalties for non compliance. Events follow a logical order if you do A then B will follow. 3

4 However people are not machines! People don t obey instructions they think, react, rebel, interpret! People make different assumptions and have conflicting views and perspectives. People have different ways of making sense of the world. People s values and belief systems are different. Context varies: culture, history, allegiance, ideology, aspiration. People outcomes can t be predicted, can t be guaranteed. Increased communication technologies means knowledge and communication is global, accessible and potentially infinite. Doesn t address the complexity of human life. Margaret Wheatley (amongst others) began looking elsewhere to find ways of helping human organizations change and develop. She observed the natural world and turned to different disciplines: Sub-atomic/quantum physics, Mathematics Chaos theory, Field theory, Systems theory. 4

5 The new science paradigm Human (social systems) are living systems, i.e. can t be controlled, measured or fixed as if they were machines. Living systems are complex, unpredictable, constantly evolving and adapting: new knowledge constantly has to be discovered. Different parts of the system are connected AND interdependent - relationships & connections matter: Guiding principles: what happens is not an accident but the repeated enactment of simple rules, patterns of order and behaviours which embody culture and values. Synergy - the sum of the parts is greater than the whole and is emergent - a new, integrated shape is created. Perturbance and energy pokes - A small action can release temporary change; repeated experiments create a tipping point. No right or wrong just hunches and intuition in relation to values and shared purpose. 5

6 hat_i_ve_got_your_attention_complexity_theory?language =en 6

7 So, what does this mean for Leaders? System leaders Broker relationships and connections -see difference, contradictions and multiple perspectives as helpful. Accept that there is no ultimate truth, -no single right solution; only multiple, possible next steps. Start anywhere but notice where they go e.g.- are interested in How do things get done around here? notice patterns. Search for hidden assumptions and meaning - not knowing is a capability- have curiosity and discovery mind-sets. Are defined by the questions they ask, not the answers they provide. Seek to understand the nature of the problem. 7

8 System leaders Are critically reflective about mental models and work with the connection between self and system. Can recognise and moderate the impact of their behaviour on groups and culture. Are experimental - see failure as an opportunity for discovery, create learning environments. Are connected to core purpose and guiding principles. Work at the level of system priorities rather than individual or organisational priorities. 8

9 Different types of problem Different type of approach Mechanistic (technical) Tame stable unambiguous predictable, linear change solutions/knowledge is known the parts matter Living (complex) Wicked unpredictable multiple perspectives Iterative innovation solutions/knowledge is discovered the relationships matter complicated complex It is often a mixed picture 2 different challenges Tame Issue: Wicked issue: Managing winter pressures? Short term pressure Major effort Known solution Predictable action Bias to command and rules Reducing obesity? Long-term purpose Shift in mindsets Many stakeholders, different solutions Innovation and boldness Local breakthroughs What change approach do you adopt? 9

10 AN ELEPHANT IS LIKE A BRUSH AN ELEPHANT IS LIKE A SNAKE AN ELEPHANT IS LIKE A ROPE AN ELEPHANT IS SOFT & MUSHY AN ELEPHANT IS LIKE A TREE TRUNK Is this man thinking systemically? 10

11 Maybe we should write that spot down. 11

12 I m sure glad the hole isn t in our end... 12

13 What questions do you have? Part 2 Unconscious processes 13

14 Above the surface: Behaviours, what we see / hear Below the surface The unconscious This is the part of our mind and self we don t know about. It contains our earliest experiences, and our most primitive impulses. Mostly there is no need to know about it. However, it is our unconscious which drives us and dictates how we feel, and if we have some internal conflict which troubles our unconscious, it will dictate how we behave- even though we might consciously wish to behave quite differently. Everyone has one, and has this experience from time to time. Our unconscious makes itself known through defence mechanisms. 14

15 Defence mechanisms Pioneering psychoanalysts first explored and named defence mechanisms. They focussed on our desire to relieve anxiety, internal pain and conflict via different unconscious means. Thus they are unconscious psychological strategies adopted in response to various triggers to: cope with reality, maintain self image and protect self esteem. Defence mechanisms are triggered when individuals or groups are: Anxious Uncertain Threatened Vulnerable (Here is the link to complexity and working in VACU contexts). Some of the most common are: Denial Splitting Projection 15

16 Denial The inability or refusal to see things as they apply to us. In spite of the criticism[s] the Trust had received recently, there is an unfortunate tendency for some staff and management to discount these by relying on the view that there is much good practice and that the reports are unfair (Francis 2010 p 16) Splitting The division of people or groups as all good or all bad 16

17 There is little doubt that hospice staff are caring and dedicated people, one of the dangers they face is one of chronic niceness. The individual and the organisation collude to split off and deny the negative aspects of caring daily for the dying. There is a collective fantasy that the staff are nice people, caring for nice dying people, who are going to have a nice death in a nice place. This protects everyone from facing the fact that the relationship between the carers and the dying can often arouse very primitive and powerful feelings which are disturbingly not nice. The danger is that the not so nice feelings get split off and displaced onto patients relatives, colleagues or managers. Ballatt & Campling 2011 Projection: The attribution of a feeling attitude or trait of oneself or one s group, onto another person or group. The projected attribute is usually disowned, unwanted, denied and or unrecognised or unaccepted in oneself or one s group. Commonly projected attributes: Anger Emotional pain Anxiety Competence Disapproval 17

18 Valence Our individual propensity to attract and be attracted to particular projections e.g. anger, dependence, fear, hurt. It accounts for why we find ourselves repeatedly adopting a similar role in groups. The Drama Triangle (Karpman 1968) 18

19 Bion and groups Bion s attention to emotions, covert and unconscious processes and the group as an organism, counterbalanced logical positivism and behaviourism dominant before his time. The concept of a group mentality as a pool for anonymous contributions gave new ways of thinking about group experience. Agency There is no way in which the individual can, in a group do nothing - not even by doing nothing. All members of a group are responsible for the behaviour of the group. 19

20 Primary Task Normative The task that people involved in the enterprise consciously and rationally know has to be performed if the enterprise is to survive. Existential The task that people believe they are doing. Phenomenal The unconscious task that is being pursued. (Lawrence 2000) Bion saw 2 main tendencies in group life: Work group mentality Behaviour is towards work on the primary task with the wish to face and work with reality. Members are able to manage the needs to belong, to express their group-ness, in ways that enable them also to advance the group s real task or work. Basic assumption mentality Behaviour is towards avoiding work on the primary task with the wish to evade reality when it is painful or causes psychological conflict within or between group members typically through: Dependency Fight-flight Pairing 20

21 The Work Group The group is overtly working to solve a problem or complete a task. Members know what the task is and can name it. Members respect and accept one another. Leadership and other roles shift depending upon the demands of the task. Members use dialogue and reflection to communicate and enhance learning. Group produces solutions and products of high quality and usefulness. Basic assumption behaviour When caught up in basic assumption behaviour, group members loose their critical faculties and individual abilities. Trivial matters are discussed endlessly, as if they were a matter of life or death. There is little capacity to bear frustration, and quick solutions are favoured. Group has lost its capacity to stay in touch with reality and its demands. 21

22 As if this is what we need to do Dependency Tell us what to do Pairing I know its difficult now but something will happen to make it ok in the future Fight/flight We must fight and defeat our common enemy We will avoid or deny the real issue One-ness This is lovely, we are at one Me-ness If we were to come together it will be really dangerous Implications for leadership Understand your own projections and be alert to those of others. Getting to know people reduces the possibility and likelihood of projections. Know your own valence. Consider unconscious processes when you are trying to make sense and understand what is going on between people. Think systems or group. E.g. what purpose might this behaviour be serving for the system or team as a whole? An individual may be doing something on behalf of the group. Seek ways of containing anxiety this will reduce the need for defense mechanisms to be triggered. 22

23 Key References Ballat J & Campling P (2011) Intelligent kindness: reforming the culture of healthcare. RCPsych: London. Fillingham D & Weir B (2014) System leadership Lessons and learning from AQuA's Integrated Care Discovery Communities. The Kings Fund: London Lyth I (1988) Containing anxiety in institutions: Selected Essays. Free Association Books: London Obhlozer A, Roberts V (1994) The Unconscious at Work Routledge: London Wheatley M (1999) Leadership and the New Science Berrett-Loehler: San Francisco Timmins N (2015) The practice of systems leadership: Being comfortable with chaos. The Kings Fund: London Thank you Anne Benson a.benson@tavinstitute.org.uk 23