A Systems Approach to Leadership How to Create Sustained High Perfor
"A Systems Approach to Leadership" (SAL) is a methodology for creating sustained high performance in conditions of high complexity and uncertainty. SAL places the latest developments in Systems Science into an actionable method for use by everyday leaders
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Geoffrey W. Coffey
A Systems Approach to Leadership How to Create Sustained High Performance in a Complex and Uncertain Environment
Geoffrey W. Coffey Total Business Transitions Pty Ltd Brisbane Australia
ISBN 978-3-642-01193-1 e-ISBN 978-3-642-01194-8 DOI: 10.1007/978-3-642-01194-8 Springer Heidelberg Dordrecht London New York Library of Congress Control Number: 2009929165 # Springer-Verlag Berlin Heidelberg 2010 This work is subject to copyright. All rights are reserved, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilm or in any other way, and storage in data banks. Duplication of this publication or parts thereof is permitted only under the provisions of the German Copyright Law of September 9, 1965, in its current version, and permission for use must always be obtained from Springer. Violations are liable to prosecution under the German Copyright Law. The use of general descriptive names, registered names, trademarks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. Cover design: WMXDesign GmbH, Heidelberg, Germany Printed on acid-free paper Springer is part of Springer Science+Business Media (www.springer.com)
To my wife Anne
Contents
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 1
Key Assumptions Underpinning a Systems Approach to Leadership . . . 5 1.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 1.2 High Complexity and Uncertainty in Organisations Today . . . . . . . . . . . . 5 1.3 Naturalistic World View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 1.4 The Dynamics of ‘‘Actual Practice’’ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 1.5 Individual Functioning and Cognition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 1.6 Three Levels of Simplicity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 1.7 Holistic Thinking and Systems Methods . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 1.8 Optimising An Entity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 1.9 Your Own Practice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 1.10 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
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A Systems Approach to Leadership Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . 2.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
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