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Modeling Leadership
    @SemanticWill
1.  Problem statement
2.  Domain awareness
3.  Context of leadership & management
4.  Power, Authority, Influence
5.  Orga...
@SemanticWill | Will Evans
Let’s start with a little Frederick Taylor
                          and management science




@SemanticWill | Will Evans
His ideas about management were informed by
                        the Prussian Military




@SemanticWill | Will Evans
His ideas of control were also shaped by
            the penal system of discipline & punish




@SemanticWill | Will Evans
Taylor’s ideas about human nature were
                           informed by Freud…




@SemanticWill | Will Evans
Who did an epic amount of coke.




@SemanticWill | Will Evans
But also the more sober ideas of Kurt Lewin –
                      the founder of social psych....




                  ...
Three forms of authority distinguished by
                              Max Weber




@SemanticWill | Will Evans
the ability of one agent within a social
              relationship to carry out her own will despite
                    ...
the probability that a command within a
                       specific context will be obeyed




@SemanticWill | Will Ev...
legitimate domination

@SemanticWill | Will Evans
Authority is more enduring than non-
       legitimate forms of domination




                               Authority is...
Foucault and Power

@SemanticWill | Will Evans
Authority is predicated on power



                                                            Power is not a substance.
...
structuring the field of action of others.




@SemanticWill | Will Evans
Power and Knowledge




                                Power and Knowledge are intertwingled
                            ...
Power is created through 3 axes of
               subjectivity




      Language (knowledge)
       Governance (rules)
  ...
Language enframes process;
     Process becomes the Panopticon
@SemanticWill | Will Evans
SO WHAT OF INFLUENCE?


@SemanticWill | Will Evans
Influence is the ability to affect other’s beliefs and
                         behavior without power.

                 ...
@SemanticWill | Will Evans
@SemanticWill | Will Evans
SOCIAL SYSTEMS ARE SYSTEMS OF
     CONVERSATION

@SemanticWill | Will Evans
We need a model of conversation to understand power
     IF ORGANIZATIONS ARE SYSTEMS
          dynamics, decision making,...
@SemanticWill | Will Evans
@SemanticWill | Will Evans
@SemanticWill | Will Evans
@SemanticWill | Will Evans
@SemanticWill | Will Evans
@SemanticWill | Will Evans
@SemanticWill | Will Evans
@SemanticWill | Will Evans
Yeah, but…




@SemanticWill | Will Evans
Kanban creates a shared context..
    Using cards as “social objects”
 Which allow teams to have conversations



@Semanti...
ORGANIZATIONS ARE CONVERSATION SYSTEMS



                             A system is defined by boundaries between itself an...
An organization increases its efficiency by creating
    An and refining aincreaseslanguage. by
         organization shar...
Yet while language fosters efficiency, it also
           limits thelanguage fostersability to evolve.
          Yet while...
The language and grammar of efficiency is
        very different from the language of innovation
                    – yet...
Constrained by a one vocabulary, the organization becomes
     unable to adapt to exogenous shocks to the system.




@Sem...
Unable to adapt, the organization
                   eventually declines and dies.




@SemanticWill | Will Evans
By continually changing its language, and it's
      conversations, an organization may continually
                      ...
The Paine Principle

                             An outsider introducing new language
                                  m...
Like any organization, TLC is a set of conversations among people.
 Like many organizations faced with the market conditio...
TLC couldn’t use its existing language & conversations to
                       change the way it handled adversity.

   ...
To support an organization's future viability, effective
     decision makers actively introduce change into the system.

...
Before IBM can reap the benefits of teams using design
   thinking to increase collaborative ideation, they first have to
...
For organizations to regenerate themselves, they must first
  recognize the limitations of their current language. Then th...
QUESTIONS OF LEADERSHIP


@SemanticWill | Will Evans
Leaderships role is…

                       About the reduction of uncertainty?

                         About reinforci...
It’s the role of leaders within an organization to
                       incubate and then introduce new languages




@S...
A thought…

                You cannot use the language of the past to
                    articulate a vision for the fut...
The task of discovering the requisite variety of tools
                     and disciplines is iterative.

        The sou...
As a leader, ask yourself…

                   What questions should you be asking?




@SemanticWill | Will Evans
As a leader, ask yourself…

               What questions should you be asking?
             What questions are you not su...
As a leader, ask yourself…

               What questions should you be asking?
             What questions are you not su...
As a leader, ask yourself…

               What questions should you be asking?
             What questions are you not su...
As a leader, ask yourself…
  •  What questions should you be asking?
           What questions should you be asking?
  •  ...
Thanks!
Will Evans | @SemanticWill
      tlclabs.co
Modeling Leadership for #LeanUXNYC
Modeling Leadership for #LeanUXNYC
Modeling Leadership for #LeanUXNYC
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Modeling Leadership for #LeanUXNYC Slide 1 Modeling Leadership for #LeanUXNYC Slide 2 Modeling Leadership for #LeanUXNYC Slide 3 Modeling Leadership for #LeanUXNYC Slide 4 Modeling Leadership for #LeanUXNYC Slide 5 Modeling Leadership for #LeanUXNYC Slide 6 Modeling Leadership for #LeanUXNYC Slide 7 Modeling Leadership for #LeanUXNYC Slide 8 Modeling Leadership for #LeanUXNYC Slide 9 Modeling Leadership for #LeanUXNYC Slide 10 Modeling Leadership for #LeanUXNYC Slide 11 Modeling Leadership for #LeanUXNYC Slide 12 Modeling Leadership for #LeanUXNYC Slide 13 Modeling Leadership for #LeanUXNYC Slide 14 Modeling Leadership for #LeanUXNYC Slide 15 Modeling Leadership for #LeanUXNYC Slide 16 Modeling Leadership for #LeanUXNYC Slide 17 Modeling Leadership for #LeanUXNYC Slide 18 Modeling Leadership for #LeanUXNYC Slide 19 Modeling Leadership for #LeanUXNYC Slide 20 Modeling Leadership for #LeanUXNYC Slide 21 Modeling Leadership for #LeanUXNYC Slide 22 Modeling Leadership for #LeanUXNYC Slide 23 Modeling Leadership for #LeanUXNYC Slide 24 Modeling Leadership for #LeanUXNYC Slide 25 Modeling Leadership for #LeanUXNYC Slide 26 Modeling Leadership for #LeanUXNYC Slide 27 Modeling Leadership for #LeanUXNYC Slide 28 Modeling Leadership for #LeanUXNYC Slide 29 Modeling Leadership for #LeanUXNYC Slide 30 Modeling Leadership for #LeanUXNYC Slide 31 Modeling Leadership for #LeanUXNYC Slide 32 Modeling Leadership for #LeanUXNYC Slide 33 Modeling Leadership for #LeanUXNYC Slide 34 Modeling Leadership for #LeanUXNYC Slide 35 Modeling Leadership for #LeanUXNYC Slide 36 Modeling Leadership for #LeanUXNYC Slide 37 Modeling Leadership for #LeanUXNYC Slide 38 Modeling Leadership for #LeanUXNYC Slide 39 Modeling Leadership for #LeanUXNYC Slide 40 Modeling Leadership for #LeanUXNYC Slide 41 Modeling Leadership for #LeanUXNYC Slide 42 Modeling Leadership for #LeanUXNYC Slide 43 Modeling Leadership for #LeanUXNYC Slide 44 Modeling Leadership for #LeanUXNYC Slide 45 Modeling Leadership for #LeanUXNYC Slide 46 Modeling Leadership for #LeanUXNYC Slide 47 Modeling Leadership for #LeanUXNYC Slide 48 Modeling Leadership for #LeanUXNYC Slide 49 Modeling Leadership for #LeanUXNYC Slide 50 Modeling Leadership for #LeanUXNYC Slide 51 Modeling Leadership for #LeanUXNYC Slide 52 Modeling Leadership for #LeanUXNYC Slide 53 Modeling Leadership for #LeanUXNYC Slide 54 Modeling Leadership for #LeanUXNYC Slide 55 Modeling Leadership for #LeanUXNYC Slide 56 Modeling Leadership for #LeanUXNYC Slide 57 Modeling Leadership for #LeanUXNYC Slide 58 Modeling Leadership for #LeanUXNYC Slide 59 Modeling Leadership for #LeanUXNYC Slide 60 Modeling Leadership for #LeanUXNYC Slide 61 Modeling Leadership for #LeanUXNYC Slide 62 Modeling Leadership for #LeanUXNYC Slide 63
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Modeling Leadership for #LeanUXNYC

  1. Modeling Leadership @SemanticWill
  2. 1.  Problem statement 2.  Domain awareness 3.  Context of leadership & management 4.  Power, Authority, Influence 5.  Organizations as systems 6.  Modeling conversation 7.  Enframed by language 8.  The Paine Principle 9.  Questions of leadership
  3. @SemanticWill | Will Evans
  4. Let’s start with a little Frederick Taylor and management science @SemanticWill | Will Evans
  5. His ideas about management were informed by the Prussian Military @SemanticWill | Will Evans
  6. His ideas of control were also shaped by the penal system of discipline & punish @SemanticWill | Will Evans
  7. Taylor’s ideas about human nature were informed by Freud… @SemanticWill | Will Evans
  8. Who did an epic amount of coke. @SemanticWill | Will Evans
  9. But also the more sober ideas of Kurt Lewin – the founder of social psych.... Who was influenced by Max Weber @SemanticWill | Will Evans
  10. Three forms of authority distinguished by Max Weber @SemanticWill | Will Evans
  11. the ability of one agent within a social relationship to carry out her own will despite resistance @SemanticWill | Will Evans
  12. the probability that a command within a specific context will be obeyed @SemanticWill | Will Evans
  13. legitimate domination @SemanticWill | Will Evans
  14. Authority is more enduring than non- legitimate forms of domination Authority is related to the belief in legitimacy •  Authority is related to the belief in legitimacy It may persist even if those obeying have a •  It may persist even if those obeying have a greater material interest in disobeying greater material interest in disobeying •  Authority is engendered by powerby power Authority is engendered @SemanticWill | Will Evans
  15. Foucault and Power @SemanticWill | Will Evans
  16. Authority is predicated on power Power is not a substance. It is not something you possess Power is a relation between people Power is not a substance. It is not something you possess A set of actions on the actions of others Power is a relation between people A set of actions on the actions of others relation is a power relation Every Every relation is a power relation @SemanticWill | Will Evans
  17. structuring the field of action of others. @SemanticWill | Will Evans
  18. Power and Knowledge Power and Knowledge are intertwingled Every field of power creates a body of knowledge Every body of knowledge creates a field of power Power/Knowledge is a flow. Knowledge is encoded in language @SemanticWill | Will Evans
  19. Power is created through 3 axes of subjectivity Language (knowledge) Governance (rules) Governance (rules) Ethics (cultural norms) Ethics (cultural norms) @SemanticWill | Will Evans
  20. Language enframes process; Process becomes the Panopticon @SemanticWill | Will Evans
  21. SO WHAT OF INFLUENCE? @SemanticWill | Will Evans
  22. Influence is the ability to affect other’s beliefs and behavior without power. Influence requires a defined context. That context we’ll call a social system. (which are complex adaptive systems) @SemanticWill | Will Evans
  23. @SemanticWill | Will Evans
  24. @SemanticWill | Will Evans
  25. SOCIAL SYSTEMS ARE SYSTEMS OF CONVERSATION @SemanticWill | Will Evans
  26. We need a model of conversation to understand power IF ORGANIZATIONS ARE SYSTEMS dynamics, decision making, and influence OF CONVERSATION @SemanticWill | Will Evans
  27. @SemanticWill | Will Evans
  28. @SemanticWill | Will Evans
  29. @SemanticWill | Will Evans
  30. @SemanticWill | Will Evans
  31. @SemanticWill | Will Evans
  32. @SemanticWill | Will Evans
  33. @SemanticWill | Will Evans
  34. @SemanticWill | Will Evans
  35. Yeah, but… @SemanticWill | Will Evans
  36. Kanban creates a shared context.. Using cards as “social objects” Which allow teams to have conversations @SemanticWill | Will Evans
  37. ORGANIZATIONS ARE CONVERSATION SYSTEMS A system is defined by boundaries between itself and its environment Social Systems are created by selecting what is meaningful to reproduce itself (Autopoiesis) An organization creates itself through conversation with practices encoded in language @SemanticWill | Will Evans
  38. An organization increases its efficiency by creating An and refining aincreaseslanguage. by organization shared its efficiency creating and refining a shared language. This common language helps the organization arrive This common language helps the organization at decisions more efficiently. arrive at decisions more efficiently. @SemanticWill | Will Evans
  39. Yet while language fosters efficiency, it also limits thelanguage fostersability to evolve. Yet while organizations efficiency, it also limits the organizations ability to evolve. @SemanticWill | Will Evans
  40. The language and grammar of efficiency is very different from the language of innovation – yet both are necessary @SemanticWill | Will Evans
  41. Constrained by a one vocabulary, the organization becomes unable to adapt to exogenous shocks to the system. @SemanticWill | Will Evans
  42. Unable to adapt, the organization eventually declines and dies. @SemanticWill | Will Evans
  43. By continually changing its language, and it's conversations, an organization may continually regenerate itself. @SemanticWill | Will Evans
  44. The Paine Principle An outsider introducing new language may incite radical change Named after Thomas Paine - an outsider to the American colonies, who brought a new language of radical freedom, and gave a voice to the revolution. (He was, in essence, translating Voltaire into the context and vernacular of colonial America) @SemanticWill | Will Evans
  45. Like any organization, TLC is a set of conversations among people. Like many organizations faced with the market conditions it sees itself, it needed to change to meet new challenges. @SemanticWill | Will Evans
  46. TLC couldn’t use its existing language & conversations to change the way it handled adversity. So it sought new languages… and a new grammar for structuring conversations. @SemanticWill | Will Evans
  47. To support an organization's future viability, effective decision makers actively introduce change into the system. They may do so by generating new language that teams in the organization come to understand or embrace. @SemanticWill | Will Evans
  48. Before IBM can reap the benefits of teams using design thinking to increase collaborative ideation, they first have to introduce the grammar & language of design thinking @SemanticWill | Will Evans
  49. For organizations to regenerate themselves, they must first recognize the limitations of their current language. Then they must seek new language domains, and translate them into conversations the organization may understand and embrace. @SemanticWill | Will Evans
  50. QUESTIONS OF LEADERSHIP @SemanticWill | Will Evans
  51. Leaderships role is… About the reduction of uncertainty? About reinforcing shared values? Creating a framework for conversations? Introduction of new languages? Strategic reduction (or introduction) of friction? @SemanticWill | Will Evans
  52. It’s the role of leaders within an organization to incubate and then introduce new languages @SemanticWill | Will Evans
  53. A thought… You cannot use the language of the past to articulate a vision for the future. Current language can only write a narrative of futures past. @SemanticWill | Will Evans
  54. The task of discovering the requisite variety of tools and disciplines is iterative. The source of new languages is questions – questions that spark new conversations @SemanticWill | Will Evans
  55. As a leader, ask yourself… What questions should you be asking? @SemanticWill | Will Evans
  56. As a leader, ask yourself… What questions should you be asking? What questions are you not supposed to ask? @SemanticWill | Will Evans
  57. As a leader, ask yourself… What questions should you be asking? What questions are you not supposed to ask? @SemanticWill | Will Evans
  58. As a leader, ask yourself… What questions should you be asking? What questions are you not supposed to ask? Ask questions that don't come easy. @SemanticWill | Will Evans
  59. As a leader, ask yourself… •  What questions should you be asking? What questions should you be asking? •  What questions are you not supposed to What questions are you not supposed to ask? ask? •  > Ask those. •  Ask questions thatthat don't come easy. Ask questions don’t come easy. •  Ask thequestion that are tough, awkward, taboo. Ask questions that are tough, awkward, taboo. @SemanticWill | Will Evans
  60. Thanks! Will Evans | @SemanticWill tlclabs.co
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