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Managers & the Adaptive Cycle. Alfred Baars Valeria Pogadajeva Roelof Reinders Tobias van Oerle. Group 5 Information Management & Organizational Change. Agenda. Introduction The four phases of the Adaptive Cycle Equilibrium Crisis New combinations Business Conclusions Discussion.

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Managers the adaptive cycle

Managers & the Adaptive Cycle

Alfred Baars

ValeriaPogadajeva

RoelofReinders

Tobias van Oerle

Group 5

Information Management & Organizational Change


Agenda
Agenda

  • Introduction

  • The four phases of the Adaptive Cycle

    • Equilibrium

    • Crisis

    • New combinations

    • Business

  • Conclusions

  • Discussion



Equilibrium
Equilibrium

  • Desired state

    • Upon reaching, this state must be maintained

  • Managers:

    • Mintzberg’s basic roles

    • Traditional management skills


Equilibrium 2
Equilibrium (2)

  • Basic roles:

    • Informational

      • Monitor, disseminator, spokesperson

    • Interpersonal

      • Figurehead, leader, liaison

    • Decisional

      • Entrepreneur, disturbance handler, resource allocator, negotiator


Equilibrium 3
Equilibrium (3)

  • Management skills:

    • Political

    • Conceptual

    • Interpersonal

    • Diagnostic


Equilibrium 4
Equilibrium (4)

  • What makes a good manager?

    • Positive environment

    • Succession and long term sense of reward

    • Willing to fight, but knows which battles to pick

    • Effectiveness and efficiency


Effectiveness and efficiency
Effectiveness and efficiency


Equilibrium 5
Equilibrium (5)

  • But.. what makes a bad manager?

    • Insecurity

    • Personal dissatisfaction

    • Superman



Equilibrium 6
Equilibrium (6)

  • But.. what makes a bad manager?


Equilibrium statements
Equilibrium statements

1. A good manager can prevent an organization from going from equilibrium into crisis.

2. A manager can only really prove himself by performing well in a crisis situation/out of the ordinary-situation.

3. When the company is transitioning into a crisis, managers should back off in order not to make it worse.



Crisis and reorganization
Crisis and Reorganization

“The old and familiar no longer applies and the future is uncertain and precarious.”

A.W. Abcouwer, B.G. Parson

Desired state:

  • Understanding the current situation

  • Number of alternatives for future


Crisis and reorganization 2
Crisis and Reorganization (2)

Who is needed to reach “new combinations”?



Crisis and reorganization 3
Crisis and Reorganization (3)

Crisis leadership:

  • Emergency phase

    • Stabilize situation

    • Buy time

  • Adaptive phase

    • Understand the causes/trends

    • Build capacity to thrive


Crisis and reorganization 4
Crisis and Reorganization (4)

Risk:

Hunker down or press “Reset”

  • Short-term fixes

  • Tighten controls

  • Restructure plans

  • Etc.


Crisis and reorganization 5
Crisis and Reorganization (5)

Leader’s tasks:

  • Foster adaptation

    • Excel existing and develop new

  • Embrace disequilibrium

    • Orchestrate conflict

  • Generate leadership

    • Distribute leadership responsibly


Responsible leadership
Responsibleleadership


Crisis and reorganization statements
Crisis and Reorganization statements

4. In the crisis situation it is safer for an organization to stabilize the existing business rather than work on new combinations.

5. The success of the company transitioning from crisis to new combinations is more dependent on employees than on a manager.

6. Inviting external personnel in the reorganization process is the most effective way of looking for new combinations.



New combinations introduction
New combinations: introduction


Innovation a magical process
Innovation: a magicalprocess?

  • Don’tbelievethis commercial!!

  • Creativity is weird and cannotbeforced

  • Butitcanbeencouraged

  • Howcan management help?

  • … also, theircoffee is terrible.


New combinations
New combinations

  • Climbing out of a crisis situation

  • “Don’t think in problems, think in oppurtunities”

  • Start of a creative process


New combinations 2
New combinations (2)

  • Part 1: coming up with ideas

  • Starting point:

    • The market

  • Also take into account:

    • The current product

    • Competitor’s products

  • Role of the manager:

    • Remove protocol, create a free environment, include people from different areas


New combinations 3
New combinations (3)

  • Part 2: enhancingideas

  • Determinewhichideas are promising

    • Makesure all stakeholders are involved

    • Ifnecessary, do research

  • Encouragegoodideas

  • Cutoff bad ones

  • Role of the manager:

    • Guide the creativeprocess, plan resources, increaseeffectiveness


New combinations 4
New combinations (4)

  • Part 3: finalizing the process

  • Form small team

  • Evaluateideas up to this point

  • Select oneforextensiveprototyping/development

  • Hopefully climb into business phase

  • Role of the manager:

    • Make decisions, allocate resources


New combinations summary
New combinations: summary

  • The idealinnovative manager would look somethinglikethis:

  • Notafraid to skip protocol ifneeded

  • Can start up multiple ideas

  • Allocates resources bycuttingoffunpromisingideas, thusgranting room forpromisingones

  • Notafraid to maketoughdecisions

  • Note: the manager does not have to becreative, butjustable to guide the process!


New combinations statements
New combinations statements

7. Lookingforinnovationshouldbe part of the daily business process, even in anequilibrium

8. It is best to focus onproducingonenewthoroughlydeveloped product, ratherthancreating multiple less-developed prototypes

9. A ‘standard’ day-to-day manager is uncapable of guiding a creativeprocess



Business
Business

  • Focus on the desiredimprovement/newdevelopment.

    • Priorityis reaching the goal

    • Development is slowedbyanythingoutside the focus

    • Strong management required


Business 2
Business (2)

  • Dynamic and fastgrowth, requires a stablestrategy in order to besuccessful

    • Start Standardisation

    • Optimise and maintain efficiency

    • To grow: Focus on the futurenoton the past.


Lifting your standards
Liftingyourstandards


Business 3
Business (3)

  • Goal is to return to the equilibriumquadrant

    • Not the same as the oldequilibrium

    • Maintainstandards and efficiencyonceequilibrium is reached


Business statements
Business Statements

10. For companies in very dynamic environments it is interesting to stay in the business part of the cycle. Because being in an equilibrium phase (which is standardized and bound by a lot of rules) does not benefit them.

11. Though looking forward is important, past practices should be a focus of the business part of the cycle.

12. Traditional management skills should not be the focus when looking for a new manager that has to guide your company back in to the equilibrium.


Conclusions
Conclusions

Standardize

Maintain efficiency

Focus on the future

Be a leader

Foster adaptation

Embrace disequilibrium

Generate leadership

No protocols

Encourage divergent thinking

Cut off bad ideas quickly

Focus on promising ones

  • Mintzberg’s basic roles

  • Traditional management skills


Break
BREAK

  • Coffee (noSenseo)

  • Afterwards: discussion



Equilibrium statements1
Equilibrium statements

1. A good manager can prevent an organization from going from equilibrium into crisis.

2. A manager can only really prove himself by performing well in a crisis situation/out of the ordinary-situation.

3. When the company is transitioning into a crisis, managers should back off in order not to make it worse.


Crisis and reorganization statements1
Crisis and Reorganization statements

4. In the crisis situation it is safer for an organization to stabilize the existing business rather than work on new combinations.

5. The success of the company transitioning from crisis to new combinations is more dependent on employees than on a manager.

6. Inviting external personnel in the reorganization process is the most effective way of looking for new combinations.


New combinations statements1
New combinations statements

7. Lookingforinnovationshouldbe part of the daily business process, even in anequilibrium

8. It is best to focus onproducingonenewthoroughlydeveloped product, ratherthancreating multiple less-developed prototypes

9. A ‘standard’ day-to-day manager is uncapable of guiding a creativeprocess


Business statements1
Business Statements

10. For companies in very dynamic environments it is interesting to stay in the business part of the cycle. Because being in an equilibrium phase (which is standardized and bound by a lot of rules) does not benefit them.

11. Though looking forward is important, past practices should be a focus of the business part of the cycle.

12. Traditional management skills should not be the focus when looking for a new manager that has to guide your company back in to the equilibrium.


Any further questions
Anyfurtherquestions?

  • Thankyouforyourattention!


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