SYSTEMS

1. SYSTEMS

2. OBJECTIVES • Experience a system • Understand how you can be a more effective member of the system

3. THE SIMULATION • Based on work of Barry Oshry • Management Resources Corp. (MRC) • National Manager’s Benevolent League (NMBL)—Client • Cash—Part to Tops, Part to NMBL • Simulation will run for exactly 50 minutes • There may be one time-out half way through • Must stop when the “closing bell” rings

4. LEARNING GOALS • Understand System Dynamics—How does the system influence and constrain individual action • Understand how individuals can better understand and respond to whatever they are up against • You need to be involved in the flow of things • You also need to be self-reflective and observe things as though you were standing outside of the action • Experiment; look for opportunities to make a positive difference no matter what your role • Oshry says, “Leadership is not position. It is the ability to recognize and use the potential of whatever position we are in.”

5. PROCESS • Read general instructions and roster • I will act as anthropologist • I will observe the process • Cannot answer questions about the instructions or anything else • If something is unclear, you will have to figure it out among yourselves • Client group go to your offices, read your role. Simulation will begin in 3 minutes • MRC read your instructions, simulation will begin in 3 minutes

6. TIME-OUT • Sit together with people of your group • You are not to discuss business • Discuss what you are experiencing • A few people from each group will be asked to provide a few sentences about what you are experiencing

7. DEBRIEF OF SYSTEM DYNAMICS • Get into your group • Develop a brief “story” of the simulation • We will share stories and help each other understand the system dynamics • What is life like in your space? • What is your view of other groups? • Did anything change after the time-out? Why? • Hold off discussion of how individuals can better respond to their situation until later

8. INDIVIDUAL DEBRIEF • Take a few minutes for individual reflection—What can you learn from the experience? • Form three mixed groups, with at least one top, one middle, and one client member • Help each other understand what happened and how individuals could have been more effective—Some questions for discussion might include: • How did you feel when you learned of your role? • How well did you play your role? Were there other options you did not see? • What could you have done differently? • Are there parallels between your experience in the simulation and your experience elsewhere? • Was your behavior in the simulation typical of your behavior in other challenging situations? • Full-Class discussion

9. THE TOP-BOTTOM RELATIONSHIP • TOPS (World is complex) • Collectively responsible for system • Divide responsibility • Become increasingly responsible for their area • Become decreasingly responsible for whole • Become concerned with what is good for their area • Instead of partnership, tops feel need to protect their area • Tops feel unsupported by one another • Some areas seen as more important

10. THE TOP-BOTTOM RELATIONSHIP • BOTTOMS (Vulnerable) • Develop a "We" mentality • Everyone else is "Them" • Pressure to maintain unity • Inflated sense of value compared to "them" • Treating "Them" differently (e.g. poking fun, disobey) • Factions may develop and split off • Submerge differences • Village Idiots may develop (diverging member, ignored)

11. The Dance of The Blind Reflex • Participants attribute relationship breakdowns to personality differences. They don't see the Dance of Blind Reflex

12. BREAKING THE DANCE • TOPS • Keep it simple. Avoid temptation to take on responsibility for everything. • Become expert in your area and pursue diligently • Strengthen commonality • Agree on a common vision • Share information • Mutual coaching • Create opportunities to walk in the other's shoes • Joint task forces

13. BREAKING THE DANCE • BOTTOMS • Encourage individual differences. Find each one's strengths and use them. • Develop multiple strategies for pursuing mission. • Meet regularly with peers, share experiences, mutual coaching. • SYSTEM • Individuation provides diversity. • Integration provides coordinated movement toward mission. • Differentiation gives system complexity.

14. TRADITIONAL MANAGING THE BOSS ADVICE • • It is your duty to make your boss effective. • • Sit down and talk with your boss. Get feedback. What do you do that is helpful? Not helpful? • • Be empathetic. Understand the pressures on your boss, his/her needs, strengths, weaknesses, blind spots, and personal style. • • Sell your ideas. Of course it is a good idea to you, you created it. • • Anticipate your boss' needs and fill them. • • Be proactive, take responsibility. • • Complement your boss' weaknesses. • • Be a courageous follower and confront the boss when he/she is doing something that hurts the common purpose. • • Be responsible, dependable, and trustworthy. • • Let the boss know what can be expected of you. • • No surprises. • • Don't underrate the boss.

15. COURAGEOUS FOLLOWER • Understand our own power and how to use it • Appreciate the value of leaders • Understand the seductiveness and pitfalls of the power of leadership

16. 5 DIMENSIONS OF THE COURAGEOUS FOLLOWER • Courage to assume responsibility • For themselves and the organization • Courage to serve • Not afraid of hard work to serve the leader • Courage to challenge • Willing to stand up and stand out • Courage to participate in transformation • Champion need for change • Courage to leave

17. COURAGEOUS FOLLOWER(Ira Chaleff) • “Followers and leaders both orbit around the common purpose; followers do not orbit around the leader.” • “We are responsible for our own actions and we share responsibility for the actions of those whom we can influence.”

18. YOU CAN MAKE A DIFFERENCE “I wondered why somebody didn’t do something... and then I realized I was somebody.” Anonymous