Iterative decision-making as a practice of adaptive leadership

Iterative decision-making as a practice of adaptive leadership

Foundational to leading adaptively as a leader capacity to make robust, well formed decisions quickly in service of supporting the ‘system’ being transformed (e.g., an organisational system) to maintain momentum towards its yet to be defined ideal future. In partnering with our client organisation the need for agility in making effective decisions is paramount with literally millions of dollars riding on how effectively this organisation’s senior leaders make the decisions they will need to continually make in leading the organisation’s transformation.

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'Containing Change' - 10 considerations for establishing a viable Holding Environment for undertaking adaptive change

'Containing Change' - 10 considerations for establishing a viable Holding Environment for undertaking adaptive change

During times of change, it is critical that the leaders of the change establish a ‘holding environment’ within the organisation that is able to contain and support the change journey - in other words, the container established to support people undertaking adaptive change is equally (or even more important) that the context informing that change (the why of change) or the content of change (the what of change).

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Recognising Your Risk Profile for Innovation

Recognising Your Risk Profile for Innovation

This morning I attended a short workshop facilitated by a member of The Holos Group team, Adam Jorlen. Adam is a foresight practitioner working with organisations at the intersection of futures thinking, creativity and more agile approaches to organisational innovation and strategy deployment. Adam’s session focused on a well researched but not often used model for understanding the process of individual and collective change, called the Four Rooms of Change (developed in Sweden by psychologist Claes Janssen).

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