Handout: Technical and Adaptive Challenges Reading

· characterized by agreement on a definition of the dimensions of the problem.

· tend to have clear pathways to solutions.

· are more readily managed: the leader can form a team, make a plan, make decisions, hold people accountable and execute the solution.

· aren’t “solved” through traditional management approaches, because adaptive challenges involve legitimate, yet competing, perspectives — different views of the problem and different perspectives on what might constitute a viable solution.

· have solutions and implementation pathways that are unclear; defining a pathway for the solution requires learning by all. This “all” means that the primary locus of responsibility is not a single entity or person.

· require a different type of leadership and often require leadership at many levels.

1. Getting on the balcony - Stepping out of the fray to see the key patterns and the bigger picture. Leaders also need to recognize the patterns of work avoidance and the potential for conflict.

2. Identifying the adaptive challenge - Putting the unspoken issues out on the table. It also involves recognizing the challenges to and uncomfortable changes that may be required in values, practices and relationships.

3. Regulating distress - Creating a safe environment for challenges to be discussed, and creating a space for diversity of opinion, experiences, and values as well as the opportunity to challenge assumptions. Stress is accepted, tolerated, and regulated by the leader.

4. Maintaining disciplined attention - Being aware of patterns of behavior that indicate that there is a purposeful or unconscious attempt to avoid disturbing or difficult issues. These patterns and behaviors can show up as scapegoating or blaming others; denying that the problem exists or is truly problematic; or diverting attention by focusing on technical issues.

5. Giving the work world back - Creating conditions that help people take greater responsibility for the work of change, including defining and solving the problems. The leader supports staff rather than directing or controlling them. Giving the work back to the people also requires instilling and expressing confidence in others so that they will take risks, and backing them up when they make mistakes.

6. Protecting all voices - Relying on others to raise questions about adaptive challenges and provide support and protection for employees who identify internal conflicts in the organization. This includes providing a legitimate space for those who constructively disagree.