1 / 9

Governance as Leadership: Navigating Generative Thinking in Organizations

Explore the concept of generative thinking in governance and leadership, understanding its importance in modern organizations. Discover how effective leaders approach complex, multi-dimensional entities, and the challenges of aligning board perceptions with organizational realities. Learn to leverage generative thinking to drive strategic decision-making and foster innovation within your organization.

deon
Download Presentation

Governance as Leadership: Navigating Generative Thinking in Organizations

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. The Boston FoundationDecember 15, 2004 The Governance Futures Project

  2. What’s the Problem? G o v e r n a n c e as L e a d e r s h i p

  3. What kind of governing do modern organizations demand? Effective leaders see organizations as they really are: • Complex, multi-dimensional • Partly non-rational • Venues that demand multiple modes The board sees organizations as we wish they were: • Simple • Rational • Amenable to governance by task and structure G o v e r n a n c e as L e a d e r s h i p

  4. The Governance Triangle Governance as Leadership Type II: StrategicThe LogicalOrganization Type III:GenerativeThe ExpressiveOrganization Type I: FiduciaryThe Productive Organization G o v e r n a n c e as L e a d e r s h i p

  5. Generative Thinking • Definition: A cognitive process for deciding what to pay attention to, what it means, and what to do about it. • Familiar version: Paradigm shifts • Less familiar: Organizational process • Implication: Made explicit, generative thinking is governance G o v e r n a n c e as L e a d e r s h i p

  6. Locating Generative Thinking The Generative Curve Looming, Nagging, Intriguing Opportunityfor Generative Work Plans, Strategies, Technical Solutions Time The opportunity to influence generative work declines as issues are framed and converted into plans, strategies, and problems. G o v e r n a n c e as L e a d e r s h i p

  7. The Generative Dilemma Generative Curve Amount Typical Board Involvement Curve Time Trustee involvement is lowest where generative opportunity is greatest; trustee involvement increases as generative opportunity declines. G o v e r n a n c e as L e a d e r s h i p

  8. Generative Thinking in Organizations G o v e r n a n c e as L e a d e r s h i p

  9. Generative Thinking: Four Scenarios Staff Engagement High Trustee Engagement Low G o v e r n a n c e as L e a d e r s h i p

More Related